Agenda of Audit and Risk Committee

PALMERSTON NORTH CITY COUNCIL

Audit and Risk Committee MEETING

20 August 2018

Order of Business

NOTE: The Audit and Risk Committee meeting coincides with the ordinary meeting of the Finance and Performance Committee meeting. The format for the meeting will be as follows:

- Audit and Risk Committee will open and adjourn immediately to resume following Finance and Performance Committee.

- Finance and Performance Committee will open, conduct its business and then close.

1. Apologies

2. Notification of Additional Items

Pursuant to Sections 46A(7) and 46A(7A) of the Local Government Official Information and Meetings Act 1987, to receive the Chairperson’s explanation that specified item(s), which do not appear on the Agenda of this meeting and/or the meeting to be held with the public excluded, will be discussed.

Any additions in accordance with Section 46A(7) must be approved by resolution with an explanation as to why they cannot be delayed until a future meeting.

Any additions in accordance with Section 46A(7A) may be received or referred to a subsequent meeting for further discussion. No resolution, decision or recommendation can be made in respect of a minor item.

3. Declarations of Interest (if any)

Members are reminded of their duty to give a general notice of any interest of items to be considered on this agenda and the need to declare these interests.

4. Public Comment

To receive comments from members of the public on matters specified on this Agenda or, if time permits, on other Committee matters.

(NOTE: If the Committee wishes to consider or discuss any issue raised that is not specified on the Agenda, other than to receive the comment made or refer it to the Chief Executive, then a resolution will need to be made in accordance with clause 2 above.)

5. Confirmation of Minutes Page 7

“That the minutes of the Audit and Risk Committee meeting of 21 May 2018 Part I Public be confirmed as a true and correct record.”

6. Amendment to Committee Work Schedule Page 11

7. Internal Audit Annual Report 2017/18 Page 13

Memorandum, dated 10 July 2018 from the Senior Internal Auditor, Vivian Watene.

8. Risk Management Progress YTD June 2018 Page 45

Memorandum, dated 13 July 2018 from the Senior Internal Auditor, Vivian Watene.

9. Operational Risk Profile Review 2018 Page 87

Memorandum, dated 16 July 2018 from the Senior Internal Auditor, Vivian Watene.

10. Business Continuity Planning PNCC update Page 93

Memorandum, dated 26 July 2018 from the Head of Emergency Management, Stewart Davies.

11. Asset Management Planning Update Page 97

Memorandum, dated 2 August 2018 from the Special Projects Manager, Phil Walker.

12. Health and Safety - April - June 2018 Page 111

Memorandum, dated 7 August 2018 from the Human Resources Manager, Wayne Wilson.

13. Committee Work Schedule Page 123

14. Exclusion of Public

To be moved:

“That the public be excluded from the following parts of the proceedings of this meeting listed in the table below.

The general subject 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(1) 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(1) for passing this resolution

This resolution is made in reliance on Section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by Section 6 or Section 7 of that Act which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public as stated in the above table.

Also that the persons listed below be permitted to remain after the public has been excluded for the reasons stated.

Chief Executive (Heather Shotter), Chief Financial Officer (Grant Elliott), Acting Chief Infrastructure Officer (Ray McIndoe), Acting General Manager – Strategy and Planning (David Murphy), General Manager - Community (Debbie Duncan), Acting General Manager – Customer (Sheryl Bryant) Human Resources Manager (Wayne Wilson), General Manager - Marketing and Communications (Sacha Haskell), because of their knowledge and ability to provide the meeting with advice on matters both from an organisation-wide context (being members of the Council’s Management Team) and also from their specific role within the Council.

Legal Counsel (John Annabell), because of his knowledge and ability to provide the meeting with legal and procedural advice.

Acting Governance and Support Team Leader (Stuart McKinnon) and Committee Administrators (Penny Odell, Rachel Corser and Courtney Kibby), because of their knowledge and ability to provide the meeting with procedural advice and record the proceedings of the meeting.

[Add Council Officers], because of their knowledge and ability to assist the meeting in speaking to their report and answering questions, noting that such officer will be present at the meeting only for the item that relate to their respective report.

[Add Third Parties], because of their knowledge and ability to assist the meeting in speaking to their report/s [or other matters as specified] and answering questions, noting that such person/s will be present at the meeting only for the items that relate to their respective report/s [or matters as specified].

Palmerston North City Council

Minutes of the Audit and Risk Committee Meeting Part I Public, held in the Council Chamber, First Floor, Civic Administration Building, 32 The Square, Palmerston North on 21 May 2018, commencing at 9.00am

Members

Present:

Councillors Vaughan Dennison (in the Chair), Susan Baty, Adrian Broad, Gabrielle Bundy-Cooke, Lew Findlay QSM, Lorna Johnson and Bruno Petrenas.

Non Members:

Councillors Brent Barrett, Rachel Bowen, Duncan McCann, Karen Naylor and Aleisha Rutherford.

Apologies:

The Mayor (Grant Smith for lateness) and Councillors Rachel Bowen (lateness on Council Business), Leonie Hapeta, Jim Jefferies, Karen Naylor (early departure) and Tangi Utikere.

Councillor Rachel Bowen left the meeting during the adjournment at 9.01am. She was present for clause 9.

The Mayor (Grant Smith) entered the meeting at 10.04am during consideration of clause 11. He was not present for clauses 9 and 10.

9-18

Apologies

Moved Vaughan Dennison, seconded Rachel Bowen.

The COMMITTEE RESOLVED

1. That the Committee receive the apologies.

Clause 9-18 above was carried 12 votes to 0, the voting being as follows:

For:

Councillors Brent Barrett, Susan Baty, Rachel Bowen, Adrian Broad, Gabrielle Bundy-Cooke, Vaughan Dennison, Lew Findlay QSM, Lorna Johnson, Duncan McCann, Karen Naylor, Bruno Petrenas, and Aleisha Rutherford.

The meeting adjourned at 9.01am

The meeting resumed at 10.01am

When the meeting resumed Councillor Rachel Bowen was not present.

10-18

Confirmation of Minutes

Moved Bruno Petrenas, seconded Lew Findlay QSM.

The COMMITTEE RESOLVED

1. That the minutes of the Audit and Risk Committee meeting of 19 February 2018 Part I Public be confirmed as a true and correct record.

Clause 10-18 above was carried 11 votes to 0, the voting being as follows:

For:

Councillors Brent Barrett, Susan Baty, Adrian Broad, Gabrielle Bundy-Cooke, Vaughan Dennison, Lew Findlay QSM, Lorna Johnson, Duncan McCann, Karen Naylor, Bruno Petrenas, and Aleisha Rutherford.

11-18

Health and Safety Report Jan - Mar 2018

Memorandum, dated 3 May 2018 from the Human Resources Manager, Wayne Wilson.

The Mayor (Grant Smith) entered the meeting at 10.04am

Moved Vaughan Dennison, seconded Bruno Petrenas.

The COMMITTEE RESOLVED

1. That the Audit and Risk Committee note the information contained within the report titled “Health and Safety Report Jan – March 2018” and dated 3 May 2018.

Clause 11-18 above was carried 12 votes to 0, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Brent Barrett, Susan Baty, Adrian Broad, Gabrielle Bundy-Cooke, Vaughan Dennison, Lew Findlay QSM, Lorna Johnson, Duncan McCann, Bruno Petrenas, Karen Naylor and Aleisha Rutherford.

12-18

Delegations Manual - Amendment to Powers of Chief Executive

Memorandum, dated 4 May 2018 from the Business Development Executive, Fiona Dredge.

Moved Vaughan Dennison, seconded Bruno Petrenas.

The COMMITTEE RECOMMENDS

1. That Council approves the following changes to the Delegations Manual:

a. Addition to clause 140 with definitions for “Capital New Budget” and “Capital Renewal Budget” as set out in Appendix 1; and

b. Replacement of existing clauses 204, 207, 208 and 209 with those set out in Appendix 1.

Clause 12-18 above was carried 11 votes to 1, the voting being as follows:

For:

Against:

Councillor Karen Naylor.

13-18

Management Agreed Audit Corrective Action Quarterly Progress

Memorandum, dated 30 April 2018 from the Senior Internal Auditor, Vivian Watene.

Moved Vaughan Dennison, seconded Bruno Petrenas.

The COMMITTEE RESOLVED

1. That the Committee receive this Memorandum and its Appendixes for information.

Clause 13-18 above was carried 12 votes to 0, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Brent Barrett, Susan Baty, Adrian Broad, Gabrielle Bundy-Cooke, Vaughan Dennison, Lew Findlay QSM, Lorna Johnson, Duncan McCann, Karen Naylor, Bruno Petrenas, and Aleisha Rutherford.

14-18

An Internal Audit Report - Rates Revenue Process

Memorandum, dated 30 April 2018 from the Internal Auditor, Swati Joshi and the Senior Internal Auditor, Vivian Watene.

Moved Lorna Johnson, seconded Bruno Petrenas.

The COMMITTEE RESOLVED

1. That the Committee receive the Internal Audit report on the Rates Revenue process for information.

Clause 14-18 above was carried 12 votes to 0, the voting being as follows:

For:

15-18

Committee Work Schedule

Moved Vaughan Dennison, seconded Bruno Petrenas.

The COMMITTEE RESOLVED

1. That the Audit and Risk Committee receive its Work Schedule dated May 2018.

2. That the summary documents for the Council's Asset Management Plans be added to the Audit & Risk Committee Work Schedule.

Clause 15-18 above was carried 12 votes to 0, the voting being as follows:

For:

The public part of the meeting finished at 11.02am

Confirmed 20 August 2018

Chairperson

PALMERSTON NORTH CITY COUNCIL

Memorandum

TO: Audit and Risk Committee

MEETING DATE: 20 August 2018

TITLE: Internal Audit Annual Report 2017/18

DATE: 10 July 2018

AUTHOR/S: Vivian Watene, Senior Internal Auditor, City Corporate

APPROVED BY: Grant Elliott, Chief Financial Officer

RECOMMENDATION(S) TO Audit and Risk Committee

1. That the Committee note the completion of the 2017/18 Internal Audit Plan, on time and within budget.

ISSUE

1. In accordance with the Internal Audit Charter, this Memorandum informs the Committee about the outcomes and findings of the Internal Audit activities from the Committee approved 2017/18 Internal Audit plan.

BACKGROUND

Year End Status - New Audits

1. Overall, Management has agreed to implement 89% (last reported 85%) of the 150 recommendations for process improvements from all the audit review projects this financial year. This is a satisfactory outcome.

2. The post audit satisfaction survey showed that 90% of the audit project sponsors and the staff surveyed indicated that they are either strongly agreed or agreed with our audit approach and that the audit has added value to their Units.

3. Appendix A is a schedule of the 2017/18 Internal Audit Plan and the projects’ year-end status.

4. The Committee has received all completed new audit reviews except for the Trade Waste Revenue audit, and Health and Safety; the Policy and Procedure Compliance Audit.

5. The Trade Waste Revenue audit objective was to review the adequacy and design of end-to-end processes used to calculate and report revenue in compliance with the Trade Waste by law and the Council policies. Management has agreed to implement all the audit suggested improvements. An Executive Summary page of this audit is included as Appendix B for your information.

6. The Health and Safety Policy and Procedure Compliance audit objective was to review the processes and procedures for their compliance with the Health and Safety legislative requirements. The audit was carried out by an external party and was managed by the Human Resources Manager. The audit outcome forms part of the Health and Safety quarterly report from the Human Resources Manager to this Committee.

Year End Status – Routine Audits

7. Overall, the organisation has good systems and processes in the functions reviewed as part of the routine audits (see appendix A for the functions reviewed).

8. The following paragraphs give a summarised update of the reviewed functions, and their exceptions included where appropriate.

9. Accounts Payable and Receivable data were analysed for irregularities. We have satisfactorily researched the anomalies.

10. Management continues to carry out Cash Spot-Checks on the Council’s cash handling sites. This is a good business practice.

11. Internal audit also conducted its own spot check at four of the Council’s cash handling sites. We found that some of these sites were not fully complying with the Council’s Management Team Cash Handling Policy (MT81). The Policy has been reviewed but yet to be put forward for the MT approval. No change in the wording was proposed to the existing MT81.

12. From the 7 months (November 2017 to May 2018) Credit Cards full payments check, we noted most of the transactions met the Management Team’s Policy and Guidelines requirements. Several exceptions are followed up and resolved. Some are being resolved. This is commendable.

13. As part of the audit routine, we sampled four full weeks of Staff Expenses Disbursements from February to May 2018. We again noted most of the transactions met the MT Policy and Guidelines with a small number of exceptions which have been resolved or are being sorted.

14. We sampled some 10% of 205 Journal batches of the journal transactions for March 2018 from our accounting system. Two third of the Journals are of a high standard. One third of the 21 journal batches sampled lacked sufficient supporting documentation and required clarity on the reason why a journal was being done. Management has been informed of our findings.

15. The weekly/fortnightly Payroll master file changes continued to be audited throughout the period. Occasional minor payroll clerical errors were made but were all subsequently rectified.

16. Follow-Up on the previously management agreed to implement corrective actions/process improvements is also an important part of the internal audit routine. The suggested improvements come from both internal and external audits. The progress update are as follows:

1) Appendix C is a schedule of suggested improvements by Internal Audit from the prior audit reviews. It consists only those recommendations that Management has missed the agreed implementation timeline by 6 months or longer.

2) Appendix D is a schedule of issues raised by Audit New Zealand and detailed in their final management report to the Council received in November 2017. The Schedule contains the management agreed actions and the implementation progress status updated by management on the agreed actions, among other details.

NXT STEP

17. To deliver next year’s Internal Audit Plan, approved by this Committee in February 2018.

Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual <Enter clause>	Yes
Are the decisions significant?	No
If they are significant do they affect land or a body of water?	No
Can this decision only be made through a 10 Year Plan?	No
Does this decision require consultation through the Special Consultative procedure?	No
Is there funding in the current Annual Plan for these actions?	Yes
Are the recommendations inconsistent with any of Council’s policies or plans?	No

The recommendations contribute to Goal 5: A driven and enabling Council
The recommendations contribute to the outcomes of the Driven and Enabling Council Strategy

Contribution to strategic direction	This activity assists the organisation working towards more efficient and effective in its systems and processes; especially those functions reviewed as outlined in the approved 2017/18 Internal Audit Plan.

Attachments

1.	Appendix A Internal Audit Plan 2017-18 Year End Project Status ⇩
2.	Appendix B Trade Waste Revenue Audit Summary Report ⇩
3.	Appendix C Internal Audit Agreed Corrective Actions - Timeline Missed ⇩
4.	Appendix D External Audit Recommendations Prgoress Status ⇩

PALMERSTON NORTH CITY COUNCIL

Memorandum

TO: Audit and Risk Committee

MEETING DATE: 20 August 2018

TITLE: Risk Management Progress YTD June 2018

DATE: 13 July 2018

AUTHOR/S: Vivian Watene, Senior Internal Auditor, City Corporate

APPROVED BY: Grant Elliott, Chief Financial Officer

RECOMMENDATION(S) TO Audit and Risk Committee

1. To note the Strategic Risk profile and its risk management progress to YTD June 2018 (Appendixes A and B).

2. To note the key Operational risk management progress to YTD June 2018 (Appendix C)

ISSUE

1. This Committee receives a 6-monthly risk management progress update on the key Operational Risks and Strategic Risks. This Memorandum reports on the YTD June 2018 update.

BACKGROUND

2. The Council reviews the Strategic Risk Profile 3 yearly in alignment with the Council’s 10 Year Plan planning cycle. The Strategic Risk Profile covered in this report is from the 2015 10 Year Plan and is at the end of its 3 Year life span.

3. During the development of the 2018/ 10 Year Plan the Council identified seven Strategic Risks that could prevent it from achieving its vision and goals. These risks and their mitigation has been integrated into the Council’s strategies and will be reported on as part of the Council’s Annual Strategy Monitoring Report. (Five of the new risks are like the current five risks and two cover new areas: protection of the environment, and matching land supply and infrastructure with growth.)

4. The Operational Risk Profile is reviewed annually at the end of each financial year. The existing Profile was reviewed recently. The new Profile for 2018/19 monitoring purpose is another agenda item for this meeting.

Strategic Risks (Appendixes A and B)

1. Appendix A is the Strategic Risk Profile. It outlines the risk descriptions, their gross risk and residual risk, and risk treatments, what would success look like, among other details.

2. Appendix B describes the risk management progress at the end of year 3 of a 3-Year life span for the Strategic Risks originally identified in August 2015. The progress is described under the headings of Current Situation, Council Actions and the Likely Future Outcomes.

3. Council’s actions over the last three years have contributed to the Residual Risk for the Strategic Risks moving toward their long term desired positions J except for 76b where there is no indication that the view of the resident view of the City has shifted K. (Note: This shows changes in Residual Risk position over the three years. Not the relative position between risks).

4. From Appendix B, the Table 1 below extracted the main reasons for lowering the residual risk positions. Appendix B has more details.

Table 1

Risk #	Risk Description	Comment
76a	Poor City image and reputation (from the outsiders’ perspective)	J Palmerston North as a significant destination for visitors has improved its ranking to 12^th from 13^th 3 years ago and its domestic and international visitors spending in the City ended June 2018 has increased to $412m from $358m in June 2015; an increase of 15%.
76b	Poor City image and reputation (from the residents’ perspective)	K Although residents generally saw the City more positively than visitors. No indication that the view has changed.
77	Lack of Vibrancy in the CBD	J Risk 77 and 79 are related and the residual risks have shifted to a lower level risk because: Various initiatives such as Palmy Unleashed and all-day parking and some free parking incentive in the CBD. Construction jobs, job transfers and relocating to the City projected to continue to grow.
79	Decline in City economy and jobs
80	Low Level of community trust and engagement with Council	J Compared to 3 years ago the residual risk has shifted to a lower level judging from the improved Council engagement with the Community particularly a stronger web and digital interface.
81	Council’s Financial Position is not sustainable	J Residual risk has shifted to a lower level as $38m additional to the budgeted loan repayments have been repaid since 2013.

5. The Strategic Risk Matrix below shows:

· 3 years ago, Gross Risk position (at August 2015)

· Residual Risk position reassessed at 36 months (at 30 June 2018)

· 3 years ago, forecasted Residual Risk position (at 30 June 2018)

Operational Risks (Appendixes C)

6. Updated by the managers assigned to manage these risks, Appendix C is the year to date risk treatment progress on the 4 key Operational risks. It also includes the Gross Risk, the Residual Risk i.e. after the risks are successfully treated, and What the Success Would Look Like.

7. At the reporting period, the residual risk for Risk 58 has not (L) moved to its forecasted year end position. Risks 48 and 59 have (J). The risk of the Council failed to deliver its capital expenditure (Risk 15) is lowered but remained ‘High’ (K) and therefore Management has placed this Risk on its watch for 2018/19. Table 2 below has more details.

Table 2

Risk #	Risk Description	Comment
15	Council does not deliver the capital (new and renewal) programmes within approved scope of works, planned timeframes and budget	K The organisation has improved its delivery on the capital projects with several vacant positions filled and external consultants engaged. Further improvement in delivery in the new year is expected.
58	PNCC is not meeting its responsibilities for an emergency or a civil defence emergency event because it is unable to deliver the basic services	L Though the organisation’s Business Continuity Plans (BCPs) are being tested, the final BCPs are yet to be endorsed by the Management Team.
48	Council's infrastructural assets are not managed in accordance with the adopted Asset Management Plans (AMPs) and/or granted Resource Consents	J Following an agreement with Horizon Regional Council (HRC) to additional consent conditions, including shortening the consent duration by 6 years, implementing a river monitoring programme and pursuing a Best Practical Options process to determine a new Wastewater Treatment Plant discharge consent for the City; Council through its 6 and 12 monthly reporting to HRC has not resulted in any compliance issues and therefore the residual risk has lowered to the forecasted position.
59	Council's activity preparation in key areas does not align to the Long-Term Plan programmes approval and budget processes and vice versa	J The budget for the new 10 Year Plan 2018/28 adopted by the Council has been provided with a clear alignment to the Strategies.

8. The Operational Risk Matrix below shows:

· Gross Risk position (at August 2017)

· Residual Risk position reassessed at 12 months (at 30 June 2018)

· Forecasted Residual Risk position (at 30 June 2018)

9. Both Risks 15 and 58 have been placed on the 2018/19 Operational Risk Profile for further monitoring, to lower their residual risk status. Another agenda item in the August 2018 Audit and Risk Committee meeting called Operational Risk Profile Review has more details.

NEXT STEP

10. The Committee will receive the organisation’s risk management progress in due course.

Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual <Enter clause>	Yes
Are the decisions significant?	No
If they are significant do they affect land or a body of water?	No
Can this decision only be made through a 10 Year Plan?	No
Does this decision require consultation through the Special Consultative procedure?	No
Is there funding in the current Annual Plan for these actions?	Yes
Are the recommendations inconsistent with any of Council’s policies or plans?	No

The recommendations contribute to Goal 5: A driven and enabling Council
The recommendations contribute to the outcomes of the Driven and Enabling Council Strategy

Contribution to strategic direction

Attachments

1.	Risk Management Appendix A Strategic Risk Profile ⇩
2.	Risk Management Appendix B Strategic Risk Profile Report ⇩
3.	Risk Management Appendix C Operational Risk Profile ⇩

PALMERSTON NORTH CITY COUNCIL

Memorandum

TO: Audit and Risk Committee

MEETING DATE: 20 August 2018

TITLE: Asset Management Planning Update

DATE: 2 August 2018

AUTHOR/S: Phil Walker, Special Projects Manager, Infrastructure

APPROVED BY: Ray McIndoe, Acting Chief Infrastructure Officer

RECOMMENDATION(S) TO Council

1. That the Committee note how the asset management maintenance and renewal planning processes were applied to the 2017 Asset Management Plans, the proposed improvements to condition and performance monitoring to inform future asset planning and the way in which budgets are applied to projects having both Capital Renewal and Capital New components.

2. That the Committee endorse the following reporting schedule for asset management planning issues to Audit & Risk for 2018-19:

19 November 2018 - AMP Update: Footpath condition rating and renewal programme

18 February 2019 - AMP Update: The condition and performance of the three Waters assets

20 May 2019 – AMP Update: Asset management planning in the Property area / proposed 2019/20 AMP update schedule for members consideration

3. That progress and expenditure on renewals against the detailed AMP renewal schedules be reported back to the Audit and Risk Committee at the end of each financial year.

1. ISSUE

1.1. This report arises out of two Council resolutions:

1.1.1 The resolution from the Audit and Risk Committee of 21 May 2018: that the summary documents for the Council’s Asset Management Plans be added to the Audit & Risk Committee Work Schedule; subsequently being proposed for amendment to: that a rolling audit of the AMPs be established at the 20 August 2018 Audit and Risk Committee.

1.1.2 The resolution from the Committee of Council meeting of 28 May 2018 that the Chief Executive provides a report outlining how the budget for the renewal of Assets is applied, including when undertaking Capital New Programmes.

1.2. Following discussion with the Chair of Audit & Risk about what information would be useful to inform the Council about asset management planning this report sets out the following:

1.2.1 How asset management processes are applied particularly with a focus of how the maintenance and renewals work is determined.

1.2.2 How renewal budgets are applied when there are elements of both Capital new and renewal work.

1.3. It is intended that a report will be provided quarterly to the Audit & Risk Committee bringing topical asset management issues to the Council’s attention. Although this report discusses the issues with an asset management focus, all these asset management processes contribute to achieving Council’s overall goal and strategies.

2. BACKGROUND

2.1 Over recent months Councillors have sought further information about how budgets for maintenance & renewal of assets were arrived at in the 2017 Asset Management Plans (AMPs) and then applied through the 2018-28 10 Year Plan programme of work. Asset Management Plans are for Property, Recreation & Community Facilities, Roading & Parking, Rubbish & Recycling, Stormwater, Wastewater, and Water.

2.2 Recent discovery of significant unexpected renewal work, such as at the Library, has led Councillors to question whether condition assessments are being done thoroughly enough and whether current maintenance and renewal programmes are sufficient to meet future needs.

2.3 A recent report to Arts, Culture & Heritage Committee on 25 June 2018 dealt with the renewal programme and operating budgets for the Cultural Facilities and has covered some of this ground.

2.4 This report provides an overview on two further asset management planning matters:

2.4.1 How the 2017 AMP maintenance and renewal schedules and budgets were determined.

2.4.2 How renewal budgets are applied when there are elements of both Capital new and renewal works.

2.5 This report is intended as a general overview and it also indicates where it is intended to make improvements to the AMP planning process and quality of information on which AMPs are based. Future reports to this Committee will cover specific areas of asset management planning in greater detail.

2.6 Definitions – Asset Maintenance & Asset Renewal

Asset Managers follow the procedures and practices set out in the International Infrastructure Management Manual (IIMM). The distinction between asset maintenance and asset renewals is defined as follows:

2.6.1 Maintenance consists of the actions necessary to keep the asset in good serviceable condition. Maintenance slows down the deterioration of the asset and fixes up minor damage but does not increase the service potential of the asset.

2.6.2 Renewal is the work done to replace an existing asset with an asset of equivalent capacity and performance as the original. Renewing an asset increases the service potential of that asset to its original state. For the assets taken as a whole, for example in a network of assets, renewals keep the overall service potential of that network at the same level.

2.7 AMP Asset Maintenance Programmes (incorporated into the 2018-28 10 Year Plan)

2.7.1 Asset Management Plans are tactical plans setting out the strategies for operating and maintaining the asset, describing how maintenance is organised and delivered and identify the budgets required to operate and maintain the assets. They are not, however, detailed maintenance plans.

2.7.2 For most assets maintenance is divided into two types of maintenance – planned maintenance and unplanned maintenance, sometimes called proactive and reactive maintenance. Planned maintenance covers those items that can be scheduled out, unplanned covers the accidental damage, failures & repair that is required to keep the asset operating and safe.

2.7.3 The quantity and cost of unplanned or reactive maintenance can by its nature be more variable than planned maintenance and there is reliance on recent trends and historical costs in this area for budgeting purposes. There is very little deferred maintenance within Council’s asset base.

2.7.4 The basis for budgeting for the 2017AMPs generally consisted of:

· determining the level of service required in the future compared with what is currently being delivered (scope of work),

· assessing the current cost of work including an allowance for reactive maintenance and,

· making allowance for any likely cost changes due to particular known maintenance issues, inflation or changes to scope of work.

2.7.5 To deliver the planned work schedules and scope of work are put together for provision by either internal service delivery or external contractors. External contractors are mainly used for specialist work such as electrical and mechanical or in the case of roading for contracts with NZTA subsidy. The categories of unplanned work are usually identified as part of a contract but there can be significant variation from the nominal quantities included in the contract.

2.7.6 Satisfaction with the delivery of service is continually being monitored through the K Base request for service system, the Communitrak survey done at 3 yearly intervals and submissions to the Annual Budget and 10 Year Plan. Maintenance work is also informed by specific community feedback.

2.7.7 An important area that has been identified for improvement in the Asset Management Improvement Plan over the next 2-3 years is that of achieving the optimal balance between reactive and preventative maintenance and also the optimal balance between renewals and maintenance expenditure. Increased expenditure in renewals or preventative maintenance can lead to decreased routine maintenance costs if implemented correctly. The aim is to find the area where total lifecycle costs are lowest while still meeting performance requirements. This work will then reflect in more detailed maintenance plans for each of the asset groups.

2.8 AMP Asset Renewal Programmes (Incorporated into the 2018-28 10 Yr Plan)

2.8.1 Renewal of assets is undertaken to restore the overall service potential of the asset. This is the ability to continue to deliver the same quality of service (level of service) to the community into the future in a reliable way. Because of the long life cycle of many of the assets it is important that robust renewal forecasts are prepared to assist with Council’s long term financial planning. Timely implementation of renewal programmes also needs to be undertaken so that there is not a build-up of deferred renewals.

2.8.2 Knowledge of assets and their condition lies at the core of good asset management. The Council has a very good knowledge of what assets it owns including the buried assets. This includes when they were built and the physical characteristics of the assets.

2.8.3 However, it is also the quality of condition and performance information for each group of assets that determines how robust and accurate the long term renewal forecasts are. Because of this Audit NZ has a strong focus on the reliability and accuracy of information that is used to prepare AMPs. The AMPs themselves identify the source of asset information, how that data is being maintained and updated and an assessment of the reliability of the data used. (See: AMP Appendix – Data Management Reliability and Confidence Assessment )

2.8.4 Assets naturally deteriorate and the collection, maintenance and assessment of asset condition and performance data is an ongoing task that is assisted by Council having asset management systems to store and analyse data. These systems are: for Roading, the RAMM & dTIMs system; for the three water assets, the Infor system; and for the Parks and Property area the SPM system is used. The three systems have different characteristics in the way they store and analyse data which makes them suitable for those different asset areas. Sections 2.9.1 to 2.9.6 in this report deals with the aspect of condition and performance assessment.

2.8.5 These systems also have modules with algorithms that help make an assessment of the ongoing renewal programme required based on the data in the system. There is on-going development of these systems both in terms of the collection of the condition data they store and the use of the modelling capabilities that they have to help identify the longer term renewal programme. It is planned to put further work into this area over the next 2-3 years to achieve a better understanding of the asset deterioration curves and to optimise the ongoing renewal programme.

2.8.6 Thirty year renewal programmes for the 2017AMPs were developed using information from a number of different sources

· Results of the AMS programme modelling

· The long term age profile of the asset

· Local knowledge of asset condition and performance

2.8.7 Long term renewal profiles for different types of assets are included in the AMPs. These show over a period of about 50-60 years or longer what the expected renewal profile for that type of asset is depending on the age of the asset and an assumed asset life.

2.8.8 On the whole it is considered that the asset renewal programme for the next 10 years in the AMPs is well founded but there is less certainty around the longer term programme and this is being addressed in the AMP Improvement Plan programme. The quality of asset information is key to this. The Asset Management Improvement Plan has a focus on improving the quality and assessment of data associated with long term planning.

2.8.9 It is also recognised that in some areas – particularly the property area, that more detailed asset condition information is required around mechanical and electrical plant and this will require specialist condition assessment in the future.

2.8.10 Each AMP contains a schedule of renewals programme showing the required expenditure in each of the key asset areas to keep up the overall service potential of the asset. These programmes are also included in the 10 Year Plan. In addition there is an AMP Appendix that contains a more detailed schedule of renewal works required over the next 3-6 years. This appendix was made available to Councillors at the time the 2017AMPs were presented to Council.

2.8.11 Progress and expenditure on renewals will be reported to the Audit and Risk Committee against the AMP detailed schedule of renewal works at the end of each financial year.

2.9 2017 AMP Condition and performance assessments

2.9.1 As indicated previously reliable and accurate condition and performance information is essential to robust asset management planning for both maintenance and renewal programmes. Each of the asset areas have programmes to inspect and monitor asset condition and performance.

2.9.2 Performance issues generally become evident as issues arise in operating the asset from a lack or loss of capacity that is usually addressed through renewal or new assets.

2.9.3 Knowing the condition of assets and at what point they need to be addressed is more complex. Overall there is a high level of condition inspection and monitoring across Council assets although there are areas in which this can be improved. The type of assessment depends on the asset group.

2.9.4 For roading and property assets most of the assets are above ground and visual inspections are carried out on a 1 to 5 year cycle depending on the asset and its criticality. This is often supplemented by annual visual inspections to determine maintenance programmes. Plant and machinery are subject to inspection by specialist providers.

2.9.5 The condition of buried pipelines is more difficult to assess and reliance is placed on other methods such as CCTV inspections of sections of the pipeline and inspection of pipes when failure occurs. The information from these sources is used to model and assess the overall condition of the network.

2.9.6 There is considerable monitoring and assessment of assets being continually undertaken but the key areas identified for improved asset condition and performance knowledge are set out below. This information will feed into asset planning over the next 2-3 years to increase the robustness of the long term renewal programmes.

2.10 Key areas for improved asset condition knowledge

2.10.1 Property AMP

Comprehensive condition assessment of all asset components, particularly around the Cultural Facilities, using the recent Library condition assessments as a case study. This will require specialists to be involved in this task.

2.10.2 Recreation and Community Facilities AMP

· Comprehensive collection and assessment of condition information around Aquatic Facilities plant, mechanical & electrical systems and those building components affected by the corrosive environment.

2.10.3 Roading AMP

· The application of a new methodology for footpath condition assessment - based on the Institute of Public Works Engineering Australasia (IPWEA) Practice Notes. This will give a better understanding of footpath condition as it is relates to safety & be consistent with the method used in other major centres.

· A focus on improving data quality to inform asset deterioration modelling. This will help to identify the most cost effective renewal programme to meet the LOS as well as restore the service potential of the asset. It will also aid decision making when there are budget shortfalls.

2.10.4 Rubbish & Recycling AMP

· Detailed condition assessment of the mechanical assets at the Material Recovery Facility (MRF)

· Data collection and analysis of bins needing renewal to build up a more accurate expected renewal profile

2.10.5 Stormwater AMP

· Further condition inspection of the whole stormwater system and confirmation of the expected life of stormwater pipes.

· Flood modelling and mapping to determine the properties that are most at risk from flood damage, particularly from secondary overland flow.

2.10.6 Wastewater AMP

· Further CCTV investigation of critical wastewater pipes to inform the long term pipe renewal programme.

· Flow monitoring & modelling work to inform the optimal application of the wastewater network renewals to reduce the high level of stormwater infiltration, and to inform at what stage upsizing is required both in the network and at the Wastewater Treatment Plant.

2.10.7 Water AMP

· Gain a better understanding of the residual life of Asbestos Cement A/C pipes through laboratory analysis of failed and replaced pipes. This will provide more certainty around life expectancy to inform the long term pipe renewal programme.

2.11 Limitations of asset knowledge

2.11.1 Knowledge of the condition and performance of assets is the key to optimising renewal work and accurate budgeting. However, because of the nature of assets and the fact that condition assessments are only done from time to time it is not possible to completely eliminate unexpected asset failure or need for early renewal.

2.11.2 Assets can deteriorate in ways that only become evident close to failure or after failure occurs. The national leaky homes issue is one example of this. Even with Council’s assets there have been unexpected failures that were not evident from only external inspection – for example the water pipe failure across the Fitzherbert Bridge that occurred with a large pipe after only 20 years. Sometimes seismic events can weaken a structure without it being immediately obvious.

2.11.3 The recent discovery of the various issues at the Library with water intrusion and mechanical and electrical systems came about through deeper condition assessment than had previously been the case. The experience with the Library is however being used as a case study from which lessons will be drawn that will be useful in assessing inspection and monitoring requirements for other Council buildings.

2.11.4 To minimise the extent of surprises and unexpected costs asset managers follow a risk mitigation strategy as set out in the AMPs that is in accordance with the IIMM Manual and consists of the following:

· Identify critical assets where failure will have the greatest consequences. The critical assets are listed in the AMPs.

· Undertake regular condition inspection of assets on a schedule in accordance with their expected deterioration rate with more frequent inspection of assets that deteriorate rapidly or have been identified as critical assets.

2.12 The application of Renewal Budgets

2.12.1 Asset components are generally replaced at the end of their economic life with like for like according to the determined renewal programme so as to restore the service potential of the asset. Where standards have changed or new and better materials and products are available then the renewals will reflect those improvements.

2.12.2 Renewal budgets are derived on the basis of replacing those assets that are at the end of their economic life and have been fully depreciated. With most long term assets there can be some leeway in the timeframe for replacement although this can depend on whether the reason for renewal is around reliability or quality of service. In any case this allows for optimising planning with other asset groups that can be replaced at the same time. (e.g. wastewater & water in a roading corridor).

2.12.3 It should also be noted that sometimes there can be a trade-off between asset maintenance and renewal, i.e. continuing to maintain an asset having high maintenance cost versus renewal of the asset with subsequent lower maintenance costs.

2.12.4 Asset renewal expenditure needs to be properly accounted for - so that it can be demonstrated that the overall service potential of the asset is being restored and the impact on depreciation identified. Depreciation, which is defined as the consumption of economic benefit, is usually based on straight line depreciation from the point of construction to the point of replacement.

2.12.5 The extent to which renewal funding is allocated to funding of new projects that increase the level of service but also involve replacing existing assets depends on the stage of the asset lifecycle that the replaced assets are at. The guiding principles are as follows:

· Where the assets have come to the end of their economic life then use of renewal budgets along with a capital new budget to cover the increased level of service is a justifiable way to fund the project.

· Where assets still have substantial remaining life then there is no renewal budget available at that time to renew those assets. The overall renewal budget is based on an assessment of the assets requiring renewal at that time and the use of the ‘renewal’ budget to rebuild assets only partly through their life would effectively take away from other assets needing renewal. In this case work is entirely funded as a new capital project and the remaining life of the old asset is written off.

2.12.6 Whilst the above sets out the guiding principles in applying capital new and renewal budgets, actual situations are not always black and white. Sometimes when either renewal or capital new work constitutes only a very small portion of the total cost then administrative efficiency needs to be taken into account as well and often only one source of funding is used. To do otherwise would prove clumsy and expensive to administrate. To provide further understanding of how this works in practise two cases of recent or planned work are now discussed.

2.12.7 Cuba St Development Upgrade funded from renewal and capital new budget combined

In this case Cuba St, between Taonui St and Pitt St was identified as needing comprehensive renewal of pavement, kerb and channel and footpaths and was included as part of the renewal budget. The Cuba St streetscape project is about increasing the level of service in keeping with Council’s Urban Design Plan. In this case it was appropriate for the already approved renewal budget to be supplemented with the capital new budget to deliver an upgraded Cuba St streetscape. The whole of the new asset will be depreciated over its life once the project is completed.

Once this project is completed it will be reported to the Audit & Risk Committee as a project costing over $1m and the use of the capital new and renewal funding sources will be itemised in this report.

2.12.8 City Centre Streetscape Plan - existing asset replaced and the streetscape upgrade funded entirely from new capital expenditure

This project to upgrade the City Centre Streetscape is to reflect the growth and vitality the Council wishes to see in the City. This is a unique project with a long history of previous Council programmes for upgrading around the Square and the adjacent streets before Council adopted its current City Centre Streetscape Plan. This has influenced the approach to renewals.

This project is being funded entirely from capital new budgets, with no funding from renewals given the relatively small portion of assets which are close or at the end of their serviceable life. This approach follows on from that adopted with the earlier Square upgrade programmes.

However the delay in implementing these original programmes has led to a situation where heavy maintenance is now being applied to localised areas of the roading pavement, particularly intersections, around the Square to maintain the serviceability and sealing of the pavement. This will effectively lengthen the life of those pavements by five to ten years.

It is true that there are some sections, like the footpaths around the Square that have now reached the point for renewal. However, the amount of renewal work compared to capital new work is quite small and the capital new programme has budgeted for full upgrade of these sections. Where the existing asset has reached the end of its economic life there is no or little write off cost associated with replacing the asset. Depreciation will start over on the full value of the asset from the time the new asset is constructed.

2.12.9 In keeping with Council Urban Design Plan it is intended that as street assets approach the time for renewal, assessment will be made as to suitability for further investment as an Urban Design upgrade project. Currently the Cuba Street East Upgrade (Programme 1440 – Cuba Street Urban Streetscape Improvements – Rangitikei St to George St) falls into this category with both renewal and capital new budgets provided for in year 2019/20 of the 10 Year Plan.

3. NEXT STEPS

3.1 It is proposed that future reports to the Audit and Risk Committee will cover specific asset management planning issues in greater detail. Topics it is proposed to report on are as follows:

· 19 November 2018

AMP Update: Footpath condition rating and renewal programme

· February 2019

AMP Update: The condition and performance of the three Waters assets

· May 2019

AMP Update: Asset management in the Property area & proposed 2019/20 AMP update schedule for members consideration.

3.2 Other topics that Councillors may wish to see covered can be added to this list.

4. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual <Enter clause>		No
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 5: A Driven and Enabling Council
The recommendations contribute to the outcomes of the Driven and Enabling Council Strategy
Contribution to strategic direction	Asset management planning as described in this report contributes to managing Council’s assets and the services that are delivered through the assets in an efficient and financially sustainable manner and better governance of these processes.

Attachments

Nil

PALMERSTON NORTH CITY COUNCIL

Memorandum

TO: Audit and Risk Committee

MEETING DATE: 20 August 2018

TITLE: Health and Safety - April - June 2018

DATE: 7 August 2018

AUTHOR/S: Wayne Wilson, Human Resources Manager, Headquarters

APPROVED BY: Heather Shotter, Chief Executive

RECOMMENDATION(S) TO Council

That the Audit and Risk Committee note the information contained within this report.

1. Report

This report covers the period 1 April to 30 June 2018. The information included in this report is discussed at the appropriate H&S Committee, the Main H&S Committee and Management Team.

Hazards, Incidents and Near Misses Reported

Quarter	Sep 16	Dec 16	Mar 17	Jun 17	Sep 17	Dec 17	Mar 18	Jun 18
Hazards	21	15	10	7	4	3	3	6
Incidents	45	31	56	20	58	12	33	37
Near Misses	67	24	24	28	27	8	23	18
Lost Time (days)	154.6	215.0	215.6	140	129.15	133.06	93.8	39.1
L.T. Injuries	11	14	13	9	17	9	12	8

Lost time days is low in comparison to other quarters because the injuries recorded were of a minor nature.

Attachment One is the City Enterprise report from People Safe. This report covers the month of June with commentary for the quarter as well. National benchmarks included show that City Enterprises incident and lost-time rates are well below these national benchmarks. At the previous Committee meeting the benchmarks were questioned as they include forestry. However forestry make up just over 1% of the sample group so is not significant.

Investigations

No investigations required this quarter.

Previous Investigations

Number of Recommendations 24

Number of Recommendations Completed 24

The formal external review of our H&S processes and procedures was completed by Safe On Site in April.

The Executive Summary of the report includes “The report focusses primarily on health and safety outages and continuous improvement ideas and does not reflect some of the good work practices sighted, such as site risk assessments, documented H&S processes, business continuity plans, emergency plans. The Palmerston North City Council also has a number of good health and safety practices around worker engagement, such as daily site meetings, H&S noticeboards, H&S representative’s involvement in spot audits, and various H&S committee meetings. Although the report doesn’t detail these good H&S practices, PNCC need to be complimented on their pro-activeness around health and safety.”

The report made 30 recommendations or suggestions for improvement to our risk controls. A plan is being developed to address the recommendations of the report.

Training

Attached is a report on H&S specific training undertaken this calendar year. This captures most of the training provided but not all, as H&S can be a component of other courses and it does not capture the on-the-job instruction type learning. The highlighted courses are those that new employees undertake. Not included is the H&S induction that all new staff receive. Five courses in the quarter were corporate training and therefore a larger number of staff received training this quarter.

Attachment One

City Enterprises –Health and Safety Report, June 2018

Executive Summary

This report provides a high-level overview of the health and safety performance of City Enterprises for month end June 2018.

The trends over the twelve months to date are presented. A quarterly report compares 2018Q2 to 2018Q1, and an annual report compares June 2018 to June 2017.

· We are still performing very well against national benchmarks for Total Recordable Injuries and Lost Time Injuries per 200,000 hours worked.

· No Notifiable Injuries this month. There are two in the past 6 months.

· Only one new Lost Time Injury (LTI) this month and the number of hours lost is lowest in the 12 months reporting period. There are no longstanding LTI cases remaining. We have a similar low rate of less serious injuries (non-LTI).

· Comparing quarterly results 2018-Q2 with 2018-Q1, and comparing June 2018 with 12 months previously, we have a reduction (that is, improvement) overall.

People Safe - Progress

Work is ongoing with information entry for periodic staff training and equipment testing, though progress is limited due to a lack of dedicated staff time available.

National Benchmarks and Commentary

The following are key benchmarks from Zero Harm NZ’s Business Leaders’ Health and Safety Forum.

Commentary:

The number of cases of Total Recordable Injuries (TRIFR) this month is one of the lowest in the 12 month reporting period, which is pleasing as we go into winter. The rate per 200,000 hours worked is well below the benchmark level.

The number of new Lost Time Injuries (LTI) at 1 case or 0.36 per 200,000 hours worked is equal second lowest in the 12 month reporting period. Also the number of actual hours lost (14) is the lowest ever. This is well below the benchmark and very pleasing in early winter.

For the second month running we also have no long-standing Lost Time Injuries requiring time off. We will strive to maintain this.

Notifiable Events

There were no new Notifiable Events in the reporting period.

	This Month	6 Months to Date
Fatalities	0	0
Notifiable Incidents under H&S at Work Act 2015	0	2

Range of Incidents, Injuries and Near-misses

The graph below illustrates the range of incidents, injuries and near-misses encountered. It includes “general pain and discomfort”, which are reported through People Safe.

The monthly totals over the 12 month reporting period show a broadly similar rate over time. The reporting of near-misses generally remains high, which is pleasing (in terms of workplace culture) and the observations gained are fed back into the workforce though the People Safe system, tool box meetings and the like.

Injuries by Activity Type

The graph below illustrates the range of actual injuries (not near-misses) by activity.

This month’s recorded injuries again centred mostly around working with vehicles and manual handling. These are in the highest risk group of activities in terms of injuries: working around vehicles; operating mobile plant and manual handling accounting for (13+12+9+33) = 67%. This remains a significant issue; manual handling and lifting refresher courses are being maintained but the proportion remains stubbornly high. Staff training is focused accordingly. Vehicles and plant are well maintained through the on-site Garage service. Wet weather may be factor and we will continue to remind staff over the coming winter.

Quarterly and Annual Reporting

A Quarterly Report was submitted in April for 2018-Q1. The table below compares data for the immediate past quarter, 2018-Q2. There is a slight reduction (that is, improvement) overall. Although the number of Total Recordable Injuries increased by 30%, they represented 22% fewer hours lost. So, the reportable injuries tended to be less serious and at the end of 2018-Q2 we have none of the longstanding lost time injuries that we had in 2018-Q1.

Quarterly Metric	Benchmark	2018-Q1	2018-Q2	Change, Q1 to Q2, %
Quarterly Metric	Benchmark	2018-Q1	2018-Q2	Change, Q1 to Q2, %
All Incidents (injury and non-injury); per 200,000 hours	-	3.76	3.27	-13
Total Recordable Injuries (TRIFR); per 200,000 hours	3.29	1.21	1.58	30
Lost Time Injuries (LTI); per 200,000 hours	1.54	1.09	0.85	-22
Fatalities; number	-	0	0	0
Notifiable Incidents under H&S at Work Act 2015; number	-	1	1	0

Comparing June 2018 to the same time last year, we have a slight reduction (that is, improvement) overall.

Annual Metric	Benchmark	June 2017	June 2018	Change, 2017-18, %
Annual Metric	Benchmark	June 2017	June 2018	Change, 2017-18, %
All Incidents (injury and non-injury); per 200,000 hours	-	4.00	1.82	-55
Total Recordable Injuries (TRIFR); per 200,000 hours	3.29	1.45	1.09	-25
Lost Time Injuries (LTI); per 200,000 hours	1.54	0.36	0.36	0
Fatalities; number	-	0	0	0
Notifiable Incidents under H&S at Work Act 2015; number	-	0	0	0

Paul Compton

Logistics and Support Manager

10 July 2018

Attachment Two

Event	Sep 17	Dec 17	Mar 18	Jun 18
Accident and Event Investigation	12
Blood Levels Lead Based Paint			10
BRANZ Bracing Seminar
Brushwood Chipper Training		11
Business First Line Management L4		1
Chainsaws Use and Safety				8
Collections Induction	5
Confined Space Entry		5	15
Contractor Pre-Qualification				53
Customer Conflict Awareness				30
Dealing with Critical Incidents				35
Dealing with Difficult People	17
Dealing with Mental Health	24
Defibrillator Training		20
Driver Assessment Training	18	2	14
Driver’s License – Class 1R (Restricted)		1
Driver’s License – Class 2L (Learners)				1
Driver’s License – Class 5L (Learners)
Driver’s License – Class 4L (Learners)		1
Driver’s License – Class 1 (Car License)	4	2	4	4
Driver’s License – Class 2 (Medium Rigid Vehicle)	3	3	2	1
Driver’s License – Class 3 (Medium Combination)		1
Driver’s License – Class 4 (Heavy Rigid)	3	2	1	2
Driver’s License – Class 5 (Heavy Combination)		1
Driver’s License – Class 6 (Motorcycle)	1
Electrofusion Certificate				13
Elevated Working Platform (Scissor Lift and Boom)
Emergency Management CIMS4
Endorsement (D) Dangerous Goods
Endorsement (F) Forklift	1	4	2
Endorsement (R) Roller	3	3	3	2
Endorsement (T) Tracks	3	2	3	2
Endorsement (W) Wheeled Special Type	3	3	4	2
Fall Arrest System Refresher, Rope & Abseiling Refresher
First Aid Certificate	2	1	1	7
Forklift OSH Certificate	3
Growsafe				12
Harassment Prevention and Awareness		34	42
Height Safety Advanced				3
H&S Essentials				19
H&S Rep Stage 1				3
H&S Rep Stage 2				1
How To: Tell Your Story
ID Plant & Trees				1
Internal Training – Basic Asbestos Induction
Internal Training – Easy Start Orientation	12	23	10	4
Internal Training - Collections Induction Video	8
Internal Training – Forklift SOP		6
Internal Training – Notifiable Events
Kerbside Collection Traffic Leader				3
Managing Performance Masterclass
Move at Work (Manual Handling)	32
NC in Sports Turf L5
NZ Certificate in Infrastructure Level 2		2
Playground Safety Inspections Level 2		2
Resilience				15
Safe Work Zones
Site Induction Training: Depot				1
Site Induction Training: MRF				1
STMS Level 1 – Site Traffic Management	12		3	3
TC1 – Basic Traffic Controller Level 1	5	4	2	4
Tractor and LUV Training Level 2		6
Truck Loader Crane/Hi Ab	10	3	3
WCTL (Waste Collection Traffic Leader)

Total Number of Events	21	27	16	26
Total Number of Staff Attending	181	143	129	230

· Highlighted Courses are for new staff, in addition all new staff complete a H&S induction.

· In total 210 individual staff received training in this quarter.

1. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual <Enter clause>		Yes
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 5: A driven and enabling Council
The recommendations contribute to the outcomes of the Driven and Enabling Council Strategy
Contribution to strategic direction	Operational Focus

Attachments

Nil

Vaughan Dennison (Chairperson)
Bruno Petrenas (Deputy Chairperson)
Grant Smith (The Mayor)
Susan Baty	Lew Findlay QSM
Adrian Broad	Jim Jefferies
Gabrielle Bundy-Cooke	Lorna Johnson

The recommendations contribute to Goal 5: A driven and enabling Council
The recommended option contributes to the outcomes of the Driven and Enabling Council Strategy
The recommended option contributes to the achievement of action/actions in a plan under the Driven and Enabling Council Strategy
Contribution to strategic direction