Agenda of Risk & Assurance Committee - Wednesday, 6 March 2024

Risk & Assurance Committee MEETING

6 March 2024

Order of Business

2. Apologies

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.

4. 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.

5. 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.)

6. Confirmation of Minutes Page 7

“That the minutes of the Risk & Assurance Committee meeting of 18 October 2023 Part I Public be confirmed as a true and correct record.”

7. Setting Council's Risk Management Appetite and Tolerance Levels Page 13

Memorandum, presented by Stephen Minton, Risk Management Advisor and Jason McDowell, Head of Risk and Resilience.

8. Setting Council's Strategic Risks Page 27

Memorandum, presented by Stephen Minton, Risk Management Advisor and Jason McDowell, Head of Risk & Resilience.

9. Business Assurance Work Programme - Update Page 37

Memorandum, presented by Masooma Akhter, Business Assurance Manager.

10. Business Assurance Accountability Report Page 49

Memorandum, presented by Masooma Akhter, Business Assurance Manager.

11. Audit NZ 2023 Management Report with Action Plan Page 67

Memorandum, presented by Masooma Akhter, Business Assurance Manager and Cameron McKay, Chief Financial Officer.

12. External Funding & Commercial Revenue - Business Assurance Review Page 111

Memorandum, presented by Masooma Akhter, Business Assurance Manager and Fiona Dredge, Commercial Advisory Manager.

13. Wellbeing Report, October to December 2023 (Quarter 2) Page 127

Memorandum, presented by Connie Roos, Employee Experience Manager and Wayne Wilson, People Operations Manager.

14. Health and Safety Report, October to December 2023 (Quarter 2) Page 133

Memorandum, presented by Selwyn Ponga-Davis, Health and Safety Manager.

15. Committee Work Schedule Page 149

16. 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
17.	Minutes of the Risk & Assurance Committee meeting - Part II Confidential - 18 October 2023	For the reasons set out in the Risk & Assurance Committee minutes of 18 October 2023, held in public present.
18.	Health and Safety Report, October to December 2023 (Quarter 2) Confidential Attachment 2	PREJUDICE THE SUPPLY OF SIMILAR INFORMATION: Releasing this information could negatively effect similar confidential information or discourage people from sharing such information and ENDANGER THE SAFETY OF A PERSON: Sharing this information could put someone’s health and safety at risk	s7(2)(c)(i) and s6(d)
19.	Contact Centre Progress Review - Quality Assurance Report	COMMERCIAL ACTIVITIES: This information needs to be kept confidential to allow Council to engage in commercial activities without prejudice or disadvantage	s7(2)(h)
20.	Employee Life Cycle - Business Assurance Review	THIRD PARTY COMMERCIAL: Disclosing the information could harm a company's commercial position and NEGOTIATIONS: This information needs to be kept confidential to ensure that Council can negotiate effectively, especially in business dealings	s7(2)(b)(ii) and s7(2)(i)

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.

[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].

23. Karakia Whakamutunga

Palmerston North City Council

Minutes of the Risk & Assurance Committee Meeting Part I Public, held in the Council Chamber, First Floor, Civic Administration Building, 32 The Square, Palmerston North on 18 October 2023, commencing at 9.01am

Members

Present:

Stephen Armstrong (in the Chair), The Mayor (Grant Smith) and Councillors Karen Naylor, Mark Arnott, Brent Barrett, Vaughan Dennison, Leonie Hapeta, Lorna Johnson, Orphée Mickalad, William Wood and Kaydee Zabelin.

Non Members:

Councillors Rachel Bowen, Lew Findlay, Patrick Handcock, Debi Marshall-Lobb and Billy Meehan.

	Karakia Timatanga
	Councillor Debi Marshall-Lobb opened the meeting with karakia.

21-23

Confirmation of Minutes

Moved Stephen Armstrong, seconded Karen Naylor.

The COMMITTEE RESOLVED

1. That the minutes of the Risk & Assurance Committee meeting of 23 August 2023 Part I Public be confirmed as a true and correct record.

Clause 21-23 above was carried 15 votes to 0, with 1 abstention, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Stephen Armstrong, Karen Naylor, Mark Arnott, Brent Barrett, Vaughan Dennison, Lorna Johnson, Orphée Mickalad, William Wood, Kaydee Zabelin, Rachel Bowen, Lew Findlay, Patrick Handcock, Debi Marshall-Lobb and Billy Meehan.

Abstained:

Councillor Leonie Hapeta.

22-23

Adoption of Annual Report 2022/23

Memorandum, presented by Scott Mancer, Finance Manager and Debbie Perera, Audit Director.

Moved Stephen Armstrong, seconded Karen Naylor.

The COMMITTEE RESOLVED

1. That the Committee note the 2022/23 financial reporting and draft auditor’s opinion of Council’s 2022/23 Annual Report.

The COMMITTEE RECOMMENDS

2. That Council adopt the Annual Report 2022/23 and Summary Annual Report 2022/23.

3. That Council note that, assuming Audit clearance is given, the final Auditor’s ‘opinion’ from Audit New Zealand will be received following expected adoption by Council on 25 October 2023 and Council signing of the reports.

4. That Council delegate authority to the Chief Executive to make minor edits to the Annual Report 2022/23 and Summary Annual Report 2022/23.

Clause 22-23 above was carried 16 votes to 0, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Stephen Armstrong, Karen Naylor, Mark Arnott, Brent Barrett, Vaughan Dennison, Leonie Hapeta, Lorna Johnson, Orphée Mickalad, William Wood, Kaydee Zabelin, Rachel Bowen, Lew Findlay, Patrick Handcock, Debi Marshall-Lobb and Billy Meehan.

23-23

Business Assurance 6 Monthly Accountability Report

Memorandum, presented by Masooma Akhter, Business Assurance Manager.

Moved Stephen Armstrong, seconded Brent Barrett.

The COMMITTEE RESOLVED

1. That the Committee receive the memorandum titled ‘Business Assurance 6 Monthly Accountability Report’ and its attachment, presented to the Risk & Assurance Committee on 18 October 2023.

Clause 23-23 above was carried 16 votes to 0, the voting being as follows:

For:

24-23

Risk Management Update

Memorandum, presented by Stephen Minton, Risk Management Advisor and Jason McDowell, Head of Risk & Resilience.

Moved Stephen Armstrong, seconded Karen Naylor.

The COMMITTEE RESOLVED

1. That the Committee receive the Risk Management Policy and Framework for information.

Clause 24-23 above was carried 16 votes to 0, the voting being as follows:

For:

The meeting adjourned at 10.34am

The meeting resumed again at 10.51am

25-23

Wellbeing Report, July to September 2023

Memorandum, presented by Connie Roos - Employee Experience Manager, Wayne Wilson - People Operations Manager.

Moved Stephen Armstrong, seconded Karen Naylor.

The COMMITTEE RESOLVED

1. That the Committee receive the memorandum titled ‘Wellbeing Report, July to September 2023’ presented to the Risk and Assurance Committee on 18 October 2023.

Clause 25-23 above was carried 16 votes to 0, the voting being as follows:

For:

26-23

Committee Work Schedule

Moved Stephen Armstrong, seconded Karen Naylor.

The COMMITTEE RESOLVED

1. That the Risk & Assurance Committee receive its Work Schedule dated October 2023.

Clause 26-23 above was carried 16 votes to 0, the voting being as follows:

For:

Exclusion of Public

27-23

Recommendation to Exclude Public

Officers noted Item 15, Assurance Report – Animal Shelter Review, referred to s7(s)(f)(i) in the agenda in error. Elected Members did not consider this as part of the resolution below.

Moved Stephen Armstrong, seconded Karen Naylor.

The COMMITTEE RESOLVED

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

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
13.	Health and Safety Report, July to September 2023 (Quarter 1)	PREJUDICE THE SUPPLY OF SIMILAR INFORMATION: Releasing this information could negatively affect similar confidential information or discourage people from sharing such information and ENDANGER THE SAFETY OF A PERSON: Sharing this information could put someone's health and safety at risk	s7(2)(c)(i) and s6(d)
14.	Post Implementation Review - Kotuia (Ozone Replacement) Project	THIRD PARTY COMMERCIAL: Disclosing the information could harm a company's commercial position	s7(2)(b)(ii)
15.	Assurance Report - Animal Shelter Review	THIRD PARTY COMMERCIAL: Disclosing the information could harm a company's commercial position.	s7(2)(b)(ii)

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

Clause 27-23 above was carried 15 votes to 1, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Stephen Armstrong, Karen Naylor, Mark Arnott, Brent Barrett, Vaughan Dennison, Leonie Hapeta, Lorna Johnson, Orphée Mickalad, Kaydee Zabelin, Rachel Bowen, Lew Findlay, Patrick Handcock, Debi Marshall-Lobb and Billy Meehan.

Against:

Councillor William Wood.

The public part of the meeting finished at 11.15am

Confirmed 6 March 2024

Chair

Memorandum

TO: Risk & Assurance Committee

MEETING DATE: 6 March 2024

TITLE: Setting Council's Risk Management Appetite and Tolerance Levels

Presented By: Stephen Minton, Risk Management Advisor and Jason McDowell, Head of Risk and Resilience

APPROVED BY: Cameron McKay, Chief Financial Officer

RECOMMENDATION(S) TO Council

1. That Council agree the recommended risk appetite and risk tolerance levels as noted in section 3.1 and 3.2 of the memorandum titled ‘Setting Council’s Risk Management Appetite and Tolerance Levels,’ presented to the Risk and Assurance Committee on 6 March 2024.

1. ISSUE

1.1 The Risk Management Framework requires the Council to adopt Risk Appetite and Tolerance levels. The levels describe the amount and category of risk the Council is willing to accept to pursue its goals and the level of risk the Council should endure without significantly affecting its ability to achieve its objectives.

1.2 This paper sets out Officer recommendations to Council.

2. BACKGROUND

2.1 Effective risk management means attempting to control, as much as possible, future outcomes by acting proactively rather than reactively.

2.2 Council has a Risk Management Policy that outlines its policy statement and objectives along with the roles and responsibilities of Officers. This policy is operationalised through the Council's Risk Management Framework, a structured approach that Council follows to identify, assess, and manage risks that could affect its objectives or goals.

2.3 Council’s Risk Management Framework was developed using ISO:31000 International Risk Management standards. It has undergone a Business Assurance review in 2023, and the framework was updated in 2023 to reflect recommendations from the review.

2.4 The Risk Policy and Framework were presented to the Risk & Assurance Committee on 18 October 2023 for information.

2.5 The Risk Management Framework describes the Council's risk appetite and tolerance, which allows Officers to manage identified risks appropriately, escalates risks (refer 3.5) outside of the Council's tolerance levels for approval, and assists for good decision-making.

2.6 Officers created risk appetite and tolerance levels based on several factors, including legislative requirements, acceptance level of tolerance, cost of compliance with tolerance, current maturity of risk management in the organisation and peer review where data exists.

2.7 During a risk management workshop held on 26 April 2023, Officers shared the Risk Management Framework, which included risk appetite and risk tolerance. Elected Members requested further information and analysis on the risk tolerance and appetite, including options to adjust levels. This is described in 3.6 of this memorandum.

2.8 The risk matrix (Figure 1) determines the Council's risk ratings and should be read in conjunction with the likelihood and consequence tables in Attachment 1.

2.9 The data used to determine the consequence and likelihood tables is largely subjective and the risk ratings are therefore largely qualitative.

Figure 1: Risk Matrix

CONSEQUENCE

Minor

(1)

Moderate

(2)

Serious

(3)

Major

(4)

Severe

(5)

LIKELIHOOD

Almost Certain (5)

Medium

High

Very High

Extreme

Likely (4)

Medium

High

Very High

Extreme

Possible (3)

Low

Medium

High

Very High

Unlikely (2)

Low

Medium

High

Rare (1)

Low

Medium

2.9 The Council uses a five-scale risk matrix, relatively common across organisations, which provides more insight into levels of severity. Apart from those risk categories that are rated at the absolute lowest levels of our tolerance (e.g. health and safety harm to our people), most tolerance levels for organisations will be slightly higher than the absolute minimum given this five-scale graduality. Because of this increased granularity, and in the sphere of subjective assessments, most risk appetite and tolerance levels are above the lowest level but still relatively conservative.

2.10 The Risk Management Framework defines Risk Appetite as the amount of risk the Council is willing to accept or retain, on a broad level, in order to achieve its objectives/goals.

It also defines Risk Tolerance as the level of risk-taking acceptable to achieve a specific objective or manage a category of risk.

The difference between the two is that risk appetite is a broad-based description of the desired level of risk that Council will take in pursuit of its goals, whereas risk tolerance reflects the acceptable variation in outcomes related to specific measures linked to objectives the Council seeks to achieve.

2.10 The Risk Management Framework categorises risk appetite into three broad bands: averse, neutral, and seeking. These are defined below.

Averse:

Avoidance of risk must be the priority, with minimal risk exposure and maximum treatment effort required.

Any uncertainty or risk that remains after treatment efforts (controls and/or mitigation) should only be allowable where necessary to achieve goals.

Neutral:

Risk exposure is not preferred but is recognised as part of achieving objectives.

Treatments to minimise risks and uncertainties are expected to be in place where reasonably considered necessary.

Seeking:

The Organisation is actively seeking to take on more of this risk/uncertainty as it relates to and enhances the achievement of goals.

3. Setting Councils risk appetite and tolerance levels

3.1 Officers recommend the following risk appetite for Council, which broadly follows other councils and general expectations of a public funded local government entity; that is tending to the conservative/aversion side of the matrix.

Risk Category	Risk Appetite
	Averse			Neutral			Seeking
	1	2	3	4	5	6	7	8	9
Financial
Legal/Compliance
Environmental
Health, Safety & Wellbeing
Reputational
Service Delivery
Performance and Capability
Cultural
Strategic

For risk category descriptions, refer to Attachment 2 to this memorandum.

3.2 Setting Council’s Risk Tolerance

Officers recommend the following risk tolerance for Council. The risk matrix should be referenced while reviewing the risk tolerance levels. This risk matrix will help guide users to the level of likelihood and relevant consequences acceptable to Council.

Risk Category	Risk Tolerance
Financial	Medium
Legal/Compliance	Medium
Environmental	Medium
Health, Safety & Wellbeing	Low
Reputational	Medium
Service Delivery	Medium
Performance and Capability	Medium
Cultural	Medium
Strategic	Medium

3.3 Ultimately, risk tolerance, versus risk appetite is the final determinant on the amount of risk the Council is prepared to take, setting the line to which it endeavours not to cross.

3.4 The tolerance levels determine in part the degree of mitigation required to maintain risk within these levels, generally involving increasing or decreasing costs and/or consequences dependant of the level set. For example, if a risk category had an extremely high appetite and tolerance, there may be zero cost to implement controls and mitigation.

3.5 The Risk Management Framework requires escalation of risk tolerance breaches to an appropriate level of officer for acceptance and remedial actions/management. This involves explaining current state and proposed actions to reduce the risk through new and/or improved controls and mitigation, or in a worst-case scenario, ceasing the activity if the risk is considered unacceptable.

3.6 Implications on risk appetite and risk tolerance if different to recommendations:

Risk Category	Implications
Risk Category	Increased Appetite & Tolerance	Decreased Appetite & Tolerance
Financial	· Increased potential financial losses · Reduced costs (through non-delivery of services/activities and reduced mitigation costs) · Increased legal disputes · Increased public disquiet · Greater occurrences of project costs blowouts · Greater opportunities for fraud (internal & external)	· Increased financial costs through control/mitigation implementation · Reduced financial losses, albeit at cost of implementation of controls · Requirement for higher buffers/contingencies to mitigate unforeseen events · Increased insurance requirements and resultant premium costs · Slower delivery of outcomes due to burdensome processes and procedures
Legal/ Compliance	· Increased defensive litigation · Increased legal defence costs · Appointment of a commissioner · Judicial or Ombudsman adverse rulings · Increased legal fines and adverse litigious outcomes	· Increased legal advice costs · Increased internal legal resource costs · Increased cost through transfer of legal risk
Environmental	· Increased measurable, reversible damage to the environment · Breaches of environmental protection legislation and regulations · Potential public discourse at environmental inaction and/or damage · Higher recovery costs	· Decreased measurable, reversible damage to the environment · Higher mitigation/compliance costs · Perceived imbalance from the public of costs verse environmental protections · More opportunities for realising co-benefits · Restrictive growth opportunities
Health, Safety and Wellbeing	· Causing death or serious injury to our people · Increased incidence of health & safety events · Breaches of Health & Safety at Work Act 2015, and potentially prosecution. · Increased absenteeism, and resultant decreased productivity	· Not applicable (already lowest level)
Reputational	· Increased public disquiet across the city · Ineffective community engagement	· Increased resource engagement requirements · Increased costs for community wellbeing and activity delivery to meet broader level of satisfaction · Increase costs to meet goals · Increasing conflicts between priorities
Service Delivery	· Reduced activities provision · Provision of services not meeting community expectations and low customer satisfaction · More regular suspension of activities and services	· Significant increase in costs to meet greater service delivery goals · Potential stifling of innovation, including productivity gains
Performance and Capability	· Higher turnover rates · Continuous loss of corporate knowledge · Reduced technical expertise · Not seen as an employer of choice, actual or perceived	· Increased remuneration costs · Increased costs for benefits and wellbeing provisions
Cultural (Including spiritual matters)	· Causing cultural/spiritual offence · Undermine relationships with Maori and cultural/ ethnic representatives/groups · Not fulfil fully our Treaty commitments and obligations	· Increased operational costs of control/mitigation for avoidance · Increased advisor resourcing within Maori Advisory, Community Development or consultancy costs · Strengthen cultural resilience and resultant costs, including cultural events, engagement etc · Increasing conflict in priorities across segments of the community

4. NEXT STEPS

4.1 Officers will continue to embed risk management in Council processes.

4.2 The Risk Management Framework will be reviewed on a triennial basis, or by a request of Council or the Chief Executive. This includes assessing risk appetite, tolerance, and Council risk maturity settings.

4.3 Officers will bring Officer-identified strategic risks to the next Risk & Assurance Committee meeting to seek the direction and agreement of Council’s Strategic Risks.

5. Compliance and administration

Does the Committee have delegated authority to decide?		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 & Enabling Council
The recommendations contribute to the achievement of action/actions in (Not Applicable)
Contribution to strategic direction and to social, economic, environmental and cultural well-being	The risk management system is one of the aspects that assists in ensuring Council can fulfil the tasks required to achieve its purpose and objectives. These objectives will cover all aspects of the organisation, including strategy, tactics, operations and compliance. The risk appetite and risk tolerance guide the parameters within which to operate.

Attachments

1.	Risk Likelihood & Consequence Tables ⇩
2.	Risk Category Descriptions ⇩

Memorandum

TO: Risk & Assurance Committee

MEETING DATE: 6 March 2024

TITLE: Setting Council's Strategic Risks

Presented By: Stephen Minton, Risk Management Advisor and Jason McDowell, Head of Risk & Resilience

APPROVED BY: Cameron McKay, Chief Financial Officer

RECOMMENDATIONS TO COUNCIL

1. That Council agree the strategic risk statements (Attachment 1) in the memorandum titled ‘Setting Council’s Strategic Risks’ presented to the Risk & Assurance Committee on 6 March 2024.

1. ISSUE

1.1 Council’s Risk Management Framework requires the creation of risk registers to manage strategic, enterprise and business (operational) risks.

1.2 The purpose of this memorandum is to provide Elected Members with a summary of the process Officers have undertaken towards the development of strategic risk descriptions, registers and next steps.

2. BACKGROUND

2.1 Business (or divisional) and enterprise risks are operational risks by nature, however in the context of the Council there is the need for an additional level of strategic risks that sit above these.

2.2 Operational risks and strategic risks are two distinct kinds of risks.

2.3 Operational risk is potential adverse events resulting from disruptions to business operations. These are connected with internal resources, systems and processes, and can have a financial impact, affect business continuity or provision of services, derogation of assets damage, reputation or weaken regulatory compliance. Given these are, on the whole, shorter term in nature, ongoing management is essential.

2.4 Strategic risks focus on internal and external scenarios that impacts on Council’s ability to achieve its long-term visions and goals. The Council may accept some strategic risks in the short term and, at the same time, remain proactive and undertake actions to reduce or eliminate these over a longer timeframe. The following diagram shows the connection between each level.

3. SEtting council’s strategic risks

3.1 Officers have analysed Council’s operations and the risk environment that Council operates in. It is proposed that the Strategic Risk statements in Attachment 1 are endorsed and that these will be reported to future Risk and Assurance Committee meetings. The list is not exhaustive and additional risks may be added (or existing ones removed) if needed or identified.

3.2 Each review will look at identifying causes and consequences of the risk event. This leads to the creation of risk registers, which includes controls and mitigations, their effectiveness and reliance, and any control improvements/actions proposed.

3.3 The Strategic Risks are identified in the table below. None of the Strategic Risks are prioritised over the other.

Risk 1: Failure to meeting financial obligations

Risk 2: Failure to deliver on key projects and programmes

Risk 3: Failure to manage and protect Council information

Risk 4: Environmental damage, including climate change related damage

Risk 5: Ineffective relationship and stakeholder engagement

Risk 6: Major failure of health, safety and wellbeing policies and procedures

Risk 7: Failure to attract and retain staff

Risk 8: Legislative non-compliance

Risk 9: Significant disruption to Council’s continuity &/or lifeline utility disruption

Risk 10: Failure to manage critical/strategic assets

NB: Risk ID number is NOT based on priority/importance

3.4 An overview of the risk descriptions for strategic risks is in Attachment 1. The analysis and risk register creation is yet to be done for all but once completed, they will provide an understanding of what could stop the achievement of Council’s strategic goals, the causes, and the controls and mitigations to avoid or reduce effects of events on the goals with resultant raw, residual and target risk ratings determined.

4. Future reporting

4.1 Future reporting to the Risk & Assurance Committee will include risk dashboards, an example of which is included in Attachment 2, and strategic risk assessments.

5. NEXT STEPS

5.1 Officers will begin completing more in-depth analyses of the strategic risks, and create risk registers for Committee oversight.

5.2 Regular review of strategic risk statements.

6. Compliance and administration

Does the Committee have delegated authority to decide?		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 & Enabling Council
Contribution to strategic direction and to social, economic, environmental and cultural well-being	The risk management objectives cover all aspects of the Council, including strategy, tactics, operations and compliance. The Risk Management Framework sets out the basis for managing risk across the Council and a large part of this is culminated through the creation of risk registers.

Attachments

1.	Strategic Risk Descriptions ⇩
2.	Strategic Risk Dashboard Example ⇩

Memorandum

TO: Risk & Assurance Committee

MEETING DATE: 6 March 2024

TITLE: Audit NZ 2023 Management Report with Action Plan

Presented By: Masooma Akhter, Business Assurance Manager and Cameron McKay, Chief Financial Officer

APPROVED BY: Donna Baker, Acting Chief Executive Unit Manager

RECOMMENDATION(S) TO Risk & Assurance Committee

1. That the Risk & Assurance Committee receive the memorandum titled ‘Audit NZ 2023 Management Report with Action Plan’ presented on 6 March 2024.

1. ISSUE

1.1 Audit NZ undertook the annual Statutory Financial Statement Audit for Year End 30 June 2023.

1.2 As part of the annual audit, each year Audit NZ produces an Audit Management Report providing an overview of the audit and outlining any matters from the audit, and an assessment of Council’s internal controls. Recommendations for improvements are included in this report, along with progress against previous recommendations raised in prior audits.

1.3 In December 2023 Audit NZ released a draft final management report for the June 2023 audit. Following further discussions and clarifications with management, this was finalised by Audit NZ on 07 February 2024 (Attachment 1).

1.4 An action plan was subsequently agreed with management to address the findings that Audit NZ had highlighted (Attachment 2). This was approved by ELT on 14 February 2024.

2. BACKGROUND

2.1 In response to the Audit NZ reports, the Business Assurance division facilitated the preparation of an action plan that was subsequently endorsed by management.

2.2 It should be noted that six findings from the prior year were closed off during the testing. Some of the previous points are still outstanding, however the reason for a lack of progress on that front can be attributed to resourcing and system constraints. We have therefore updated the previous action plan to reflect up-to-date target dates.

2.3 It is expected that with the implementation of the new finance system, procurement tool, internal policy framework and Kbase replacement, we will see an improvement in our internal controls and therefore see a number of our recommendations close off. However, this should not be expected until the report for the 2024 financial year is released.

2.4 One recommendation has been actioned since the audit was completed and this has been acknowledged in the report. This is also marked as completed in the action plan.

3. Management comment by chief FINANCIAL officer

3.1 Officers have noted that there has been some good progress made on several issues raised by Audit NZ, with 6 completed and 3 new issues raised. Management are aware of the length of time some of the issues have been on the management report and the need to address these. Officers had been in discussions with DIA and OAG in relation to items on the recording of information regarding customer complaints, but to date no change to the guidelines has been achieved. Therefore, it is intended these be resolved as part of the Contact Centre modernisation project currently in progress. Further to this, some items were not tested this time by the Audit team so are unable to be removed from the register. These have been requested to be reviewed in the upcoming audit.

4. NEXT STEPS

4.1 The action plan that has been developed will be followed up on by Business Assurance every 6 months and will be reported back to Risk & Assurance Committee through the accountability reporting.

5. Compliance and administration

Does the Committee have delegated authority to decide?		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 & Enabling Council
The recommendations contribute to the achievement of action/actions in Governance and Active Citizenship
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Business Assurance aims to help the Council succeed by building trust and confidence in the core controls relied on by management and governance.

Attachments

1.	Audit NZ 2023 Management Report ⇩
2.	2023 Managment Action Plan ⇩

Memorandum

TO: Risk & Assurance Committee

MEETING DATE: 6 March 2024

TITLE: External Funding & Commercial Revenue - Business Assurance Review

Presented By: Masooma Akhter, Business Assurance Manager and Fiona Dredge, Commercial Advisory Manager

APPROVED BY: Donna Baker, Acting Chief Executive Unit Manager

RECOMMENDATION(S) TO Risk & Assurance Committee

1. That the Risk & Assurance Committee receive the memorandum titled ‘External Funding & Commercial Revenue – Business Assurance Review’ and its attachments, presented on 6 March 2024.

1. ISSUE

The Business Assurance plan for 2023/2024 endorsed by Council on 26 April 2023 required this review.

2. BACKGROUND

The opportunity to support current and future funding needs through the development and implementation of commercial behaviours and practices has become a popular topic in the current climate. In general, councils are facing many significant and often conflicting pressures (including financial) which require difficult decisions to be made as a result and Palmerston North City Council is no different.

The overall objective of this review is to provide assurance over the effectiveness of the internal controls and processes put in place over the Commercial Advisory Framework. The purpose and scope of this review will ensure:

· that the processes in place to maximise external funding and sponsorship opportunities are robust, and

· that the process to identify and analyse prospective business and economic opportunities (to ensure they are financially and commercially sound) are robust.

3. Findings & Recommendations

A Commercial Advisory Framework was recently drafted. This framework sets out the intended role of Commercial Advisory and the outcomes they seek to achieve. This review was used as an opportunity to provide feedback and guidance on next steps to further enhance the framework.

While reviewing the framework we noted that the funding processes were in a more mature state in comparison to the commercial aspects of the framework. We have made recommendations to reconsider the operating model and improve processes to help maximise the return from funding and commercial opportunities.

It was acknowledged that the development of the framework is a starting point for Commercial Advisory to gain maturity within the organisation and once the framework is finalised, the organisation will be better placed to enhance funding and commercial practices.

Detailed findings, recommendations and agreed actions can be found in the attached review report.

4. Management Comment

With the creation of the draft Commercial Advisory Framework in 2023 this review is timely to identify further opportunities to improve the framework and clarify the opportunities for the Commercial Advisory Function to add further value. The currently in progress Draft LTP has enabled Elected Members to provide direction through the Finance Strategy, as well as the Significant Forecasting Assumptions for Officers to investigate and provide advice on opportunities for private partnerships and exploring opportunities to generate increased revenue from the assets that Council owns and controls. It is acknowledged through the LTP process that Council is heavily reliant on rates income, and funding new infrastructure through debt, and that for of a number of key programmes external funding will be required to enable them to proceed.

In terms of the services Council provides on a commercial basis, moving from providing advice on an ad-hoc basis to creating a schedule for regularly reviewing these arrangements to ensure they are still valuable to Palmerston North City Council will provide assurances that what we charge to others reflect any changing circumstances in relation to costs and risks of providing the services.

I would like to thank the Business Assurance Team for undertaking this review.

5. NEXT STEPS

The actions from this review will be followed up by Business Assurance and reported back to the Risk & Assurance Committee through the six-monthly accountability reporting.

6. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from S4.8 – TOR for Risk & Assurance Committee		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 & Enabling Council
The recommendations contribute to the achievement of action/actions in Governance and Active Citizenship
Contribution to strategic direction and to social, economic, environmental and cultural well-being	This report is presented as a business assurance activity in response to the business assurance plan approved by Risk & Assurance Committee and as required by the Committee Terms of Reference.

Attachments

External Funding & Commercial Revenue Review Report ⇩

Memorandum

TO: Risk & Assurance Committee

MEETING DATE: 6 March 2024

TITLE: Wellbeing Report, October to December 2023 (Quarter 2)

Presented By: Connie Roos, Employee Experience Manager and Wayne Wilson, People Operations Manager

APPROVED BY: Danelle Whakatihi, Chief People & Performance Officer

RECOMMENDATION(S) TO Risk & Assurance Committee

1. That the Committee receive the memorandum titled ‘Wellbeing Report, October to December 2023 (Quarter 2)’ presented to the Risk & Assurance Committee on 6 March 2024.

1. ISSUE

1.1 Wellbeing continues to be a focus area for leadership at all levels of Council and is core to our Employee Experience.

1.2 Due to feedback from the Risk and Assurance Committee, this report has been adjusted to align with our wellbeing programme. These three components, Prevent Harm, Provide Support and Enhance Wellbeing are a holistic approach to wellbeing. Support relating to each of these components will be found under each section. When applicable comparative data is included for context.

1.3 Employee initiated turnover and lost time is included in this report.

Prevent Harm

1.4 Continuing from the endorsement of hybrid working principles in August 2023, training for leaders has commenced in October, providing managers with the skills to lead hybrid teams. These trainings will continue into Quarter 3. Being flexible about how we work contributes to life-work integration which can improve overall wellbeing.

1.5 Psychosocial risk management practices are currently being assessed by the Employee Experience team. This will inform organisational workplace stressor mitigation activities in future.

Quarter 2 Wellbeing Report – Prevent Harm	Q2 2023	YTD	Average Quarter for 2022/23 FY
Wellness space usage	1478	2984	1418	The comparative data shows that wellness space usage has improved compared to the previous average. This includes gym usage.
Biennial health / eye check	34	50	20	Biennial Health and Eye Check information is sent directly to staff members on their even birthdays, e.g. age 38. This quarter had an increase compared to the previous quarter (16).

Quarter 2 Wellbeing Report – Prevent Harm

Q2 2023

YTD

Average Quarter for 2022/23 FY

Wellness space usage

1478

2984

1418

The comparative data shows that wellness space usage has improved compared to the previous average. This includes gym usage.

Biennial health / eye check

Biennial Health and Eye Check information is sent directly to staff members on their even birthdays, e.g. age 38. This quarter had an increase compared to the previous quarter (16).

Provide Support

Quarter 2 Wellbeing Report – Provide Support	Q2 2023	YTD	Average Quarter for 2022/23 FY
Vitae – On-site services	249	451	324	On-site services involve Vitae Officers visiting sites to conduct informal wellbeing check-ins. Front facing roles, dealing with the public directly, have reported to Vitae that these visits are appreciated.
Reflect and Learn sessions	10	26	18	Sessions are designed to assist staff to deal constructively with high conflict incidents in front facing customer roles.

Enhance Wellbeing

Quarter 2 2023	Year to date Number of attendees	Target to be completed by End of FY 23/24
Creating Respectful Workplaces (attendees)	11	60	This training encourages positive workplace relationships by addressing unacceptable behaviours such as bullying and harassment that could create internal and unhealthy conflict. The service provider was unable to present this workshop during Q2. Training will re-start in Q3.
Challenging Conversations & Resilience (attendees)	14	30	This workshop is designed to provide employees with practical information and frameworks to deal successfully with situations evoking strong emotional responses.
Tools for Change (attendees)	140	150	This training helps employees to identify thinking styles, recognise thinking traps and manage responses to change.
Manager Completion of Leading Through Change (Manager attendees)	65	70	One way to support employees’ wellbeing is to provide managers with a toolset to lead their team through changing environments.
Manager completion of Understanding Mental Health in the Workplace (Manager attendees)	9	20	To date, 74 kaimahi (staff) have attended this training. Support can be enhanced if managers understand the impact of mental health on wellbeing.
Wellbeing Presentation (attendees)	57/86 (66% of new starters)	90% of new starters	This presentation helps to orient new starters to the wellbeing support available here at Council. This presentation was first created in February 2023 and is presented to all staff who attend Orientation Day.

1.6 Unmind app usage has fluctuated this quarter. Unmind is a tool that takes a proactive, preventative approach to mental health. This includes wellbeing and mood trackers, courses and shorts focused about wellbeing. Top completed Unmind Shorts in October to December are Managing Stress, Team Synergy and Opening Up.

Turnover – Employee initiated

Year

18/19

19/20

20/21

21/22

22/23

July 2023 - Jan 2024
(7 months)

Number

120

123

114

12.0%

14.1%

20.9%

19.8%

18.8%

15.3%

Annualised

Month	Turnover for Month	Turnover Previous 12 Months	Percentage (annual)
Nov 22	8	115	18.3%
Dec 22	8	119	18.9%
Jan 23	14	127	20.0%
Feb 23	9	130	20.6%
Mar 23	9	128	20.3%
Apr 23	11	126	19.9%
May 23	7	119	18.8%
Jun 23	8	114	18.0%
Jul 23	10	112	17.7%
Aug 23	8	112	17.7%
Sep 23	5	105	16.6%
Oct 23	10	107	16.9%
Nov 23	8	107	16.7%
Dec 23	9	108	16.4%
Jan 24	9	103	15.7%

Turnover by Unit (12 months to Jan 2024)

Chief Executive Unit	5	13.5%
Customer	35	14.6%
Finance	7	20.6%
Infrastructure	48	18.1%
People & Performance	5	9.8%
Strategy & Planning	2	7.4%
Headquarters	1	25%

1.7 Turnover has continued to drop over the course of this financial year.

1.8 Our trends show that the highest turnover occurs in the first 12 months of employment. This is standard globally and we are not unique in this instance.

Lost Time (Days)

Dec-21	Mar-22	Jun-22	Oct-22	Dec-22	Mar-23	Jun-23	Sep-23	Dec 23
378	319	286	348	352	257	263	358	180.53

1.9 The above lost time includes non-work injuries.

1.10 The number of lost days is significantly lower, due to less accidents.

1.11 People Operations are working on recruitment data in this space to ensure accuracy.

2. BACKGROUND

2.1 Wellbeing is interconnected with a variety of individual and systemic factors which makes it a difficult area to report on. The above metrics have been recorded with that in mind.

2.2 The Employee Experience team continue to review the provision of Mental Health/Resilience training to identify opportunities and improvements to capture our workforce and equip our people with skills and tools.

3. NEXT STEPS

3.1 Explore opportunities in the wellbeing space to prevent harm, provide support and enhance wellbeing. This includes presenting preliminary recommendations for psychosocial risk management to the Chief People & Performance Officer before presenting to Executive Leadership Team.

3.2 Presentations available to all staff in the next quarter that touch on nutrition, sleep and financial wellbeing. These presentations are planned to supplement our Unmind courses and have been provided with no cost to Council.

4. Compliance and administration

Does the Committee have delegated authority to decide?		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?		No
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 5: A Driven & Enabling Council
The recommendations contribute to the achievement of action/actions in (Not Applicable)
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Providing information to Council about the ongoing progress towards the good performance of the organisation regarding wellbeing. The wellbeing of our kaimahi (staff) directly relates to how the strategic direction is implemented.

Attachments

Nil

Memorandum

TO: Risk & Assurance Committee

MEETING DATE: 6 March 2024

TITLE: Health and Safety Report, October to December 2023 (Quarter 2)

Presented By: Selwyn Ponga-Davis, Health and Safety Manager

APPROVED BY: Danelle Whakatihi, Chief People & Performance Officer

RECOMMENDATION(S) TO Council

1. That the Committee receive the memorandum titled ‘Health and Safety Report, October to December 2023 (Quarter 2)’ presented to the Risk & Assurance Committee on 6 March 2024.

2. That the Chief Executive release the memorandum and attachments 1 and 3 as soon as is practicable.

1. Executive summary

1.1 Health and Safety continues to be a focus area when providing encouragement to our staff to report incidents as and when they occur. Management also recognises the importance of sustaining effort and our investment to keep our people safe.

· Although we continue to experience high levels of incidents involving the public, the health and safety culture continues to improve with solid reporting through our PeopleSafe health and safety management tool.

· The number of Threatening Behaviour incidents toward staff has increased slightly from 37 to 39 in comparison to the previous quarter (July to September 2023). Details are included within the confidential Critical Risks Report schedule (Attachment 2).

· Progress on the close out of actions against the SafePlus report recommendations is near complete.

1.2 Notable highlights over the October to December 2023 quarter:

· Major achievements have been the Gold accreditation status awarded by SiteWise, and recently Totika accreditation of ‘Performing’ that now places us amongst the ranks of other Person Conducting a Business or Undertaking (PCBUs). Council therefore continues to move forward on its health and safety journey.

1.3 Looking ahead:

· Hazard and Risk registers are still under review, in particular Council’s Critical Risks. Critical Risk 6 (Members of the Public) has been moved to Critical Risk 1 and renamed ‘Frontline Working’ due to the continued trend of our staff experiencing unacceptable behaviour when working amongst the public. This, along with the new Health and Safety safe management framework, will be provided to an internal reference group for review, ahead of consideration by senior management.

· Towards the end of Q3 (March) Health and Safety plans to again hold an annual induction where we will set out and explain our expectations for contractors engaged in our undertakings for PN City Council and on PN City Council premises. The induction will include staff that are supporting / engaging with contractors as part of their role.

1.4 Due to feedback received at the last Risk & Assurance Committee meeting on 18 October 2023, this report has been adjusted to include information which notes Police involvement, along with a coding reference within the confidential Critical Risks Report Schedule (Attachment 2). This schedule identifies Critical Risks involving verbal altercation and/or physical danger when staff are Frontline Working. This additional information can be found below under section B. Critical Risks.

· Graphed data (refer to Table 3: CR1 – Frontline Working – on page 5) has also been included within the public part of this memorandum to reference the verbal altercation and/or physical danger information.

1.5 Updates on topics reported previously:

· Update and refresh on the Health and Safety Management Plans for Turitea Water Treatment Plant, and WasteWater Treatment Plant remain ongoing.

· The refresh on the organisational emergency flip charts, managed by Risk and Resilience, is progressing.

· The competency framework, implementation of recommendations (including training plans for staff) is yet to be completed, presented and accepted.

2. Health and safety report

2.1 This report covers the period 1 October 2023 through to 31 December 2023. The information included in Table 1 below is discussed at the Officers and Operations Health and Safety Committee meetings.

A. Hazards, Incidents and Near Misses Reported

Table 1: Hazards, Incidents and Near Misses

Quarter	Sep 22		Dec 22		Mar 23		Jun 23		Sep 23		Dec 23
Quarter	PNCC	CON	PNCC	CON	PNCC	CON	PNCC	CON	PNCC	CON	PNCC	CON
Hazards	14		17		19	2	19	4	55	5	28	11
Incidents	100	3	69	8	125	11	99	16	115	11	108	11
Near Misses	14		19	3	19	2	10	5	9	1	14	1

Key: PNCC = Staff; CON = Contractor

2.2 Comments:

· Hazards and Incidents. Contractors have been reminded that:

o The use of a mobile device while driving is illegal and an unsafe activity;

o They ensure standard PPE practices are adhered to at all times; and

o That prior approval is required for a contractor to drive a fleet vehicle.

o It has also been noted and raised that some worksites are left in unkempt states – concrete and material found in manholes, and no environmental controls put in place.

· Graphed information in the Health and Safety Quarterly Dashboard Report (Attachment 1) is no longer separated out to differentiate incidents occurring within Infrastructure vs the rest of Council. Due to the number of incidents being reported for the Customer division, the detail is now combined for All of Council.

B. Critical Risks

2.3 The table below has been included to provide clarity on the number of critical risk events and the category each event relates to. For more information on the individual events please refer to the confidential Critical Risks Report schedule (Attachment 2).

Table 2: Critical Risks

No.	Critical Risk…	Near Miss	Incident
1	Frontline Working	5	48
2	Work Environment	1	1
3	Working at Height	1
4	Breaking Ground		1
5	Confined Space
6	Working with Mobile Plant	3	1
7	Driving
8	Lone Worker
9	Working Around Water
10	Hazardous Substances	1
11	Use of Power Handtools / Plant		2
12	Asset Failure

2.4 Comments

· A number of Nice Job Incidents have been included within CR1 (Frontline Working). These relate to Parking staff providing support to not only our community, but also their colleagues through positive displays of de-escalation.

· Police have been providing support to Council.

· Overall, 5 trespass notices have been actioned over the quarter.

· The graphs below identify Critical Risks involving Verbal Altercation (VA) and/or Physical Danger (PD) when staff are Frontline Working.

o Customer has recorded 31 VA incidents and 3 PD incidents for the quarter;

o Infrastructure has recorded 5 VA incidents and 1 PD incident for the quarter.

o The details of these incidents are included within the confidential Critical Risks Report Schedule (Attachment 2).

Table 3: CR1 – Frontline Working

C. Manual Handling

2.5 A number of proactive Manual Handling measures continue to be applied across Council.

· Manual Handling education (stretching, warm-up/cool-down), which is covered during a staff member’s onboarding process – workstation set-up and onboarding induction; the early reporting of discomfort and pain and injury is also covered during Health and Safety inductions.

· Move at Work/Manual Handling training occurs annually with refresher training every three years (next occurrence is August 2025). There is also an online self-booking manual handling course available via The Sauce.

· Monitoring – Manual Handling incidents are reviewed, and additional training/supervision initiated as needed.

· A refresh on Manual Handling training options used over recent years (onsite via an external provider, internally, and virtually) is being considered.

D. WorkSafe Investigations

2.6 WorkSafe investigation information remains on the report for 12 months or until actions are completed.

Table 4: Investigations

Investigations occurred this quarter	0
Previous Investigations (last 12 months)
Number of remedial actions required	0
Number of remedial actions completed	0

2.7 Comments:

· During the period being reported on, PNCC classified nil incidents as ‘notifiable’.

E. Training

2.8 Summary information on Health and Safety training undertaken in the last 12 months is shown below as reported in PeopleSafe and delivered internally by Health and Safety.

Table 5: Training

Date	Mar-23	Jun-23	Sep-23	Dec-23
Number of events	29	48	35	35
Staff attending	329	398	187	210

2.9 Comments:

· Although poor behaviour during Frontline Working continues, we remain committed to training and providing support and assurance to what is important here at Council – our people.

· Situational Safety and Tactical Communications training was conducted with our Parking Officers and Youth Space staff during the quarter.

o Looking ahead, Health and Safety is currently piloting situational and de-escalation training internally during Q3. The intent is to deliver this offering as an internal PN City Council program to different parts of the business – specifically tailored to their business needs.

· Further to the Front-Facing Charter and Safety Plan project, duress alarm and radio communications trials / training was carried out for identified staff in both the Customer and Infrastructure divisions.

· A two-day Health and Safety Representative training course was successfully achieved by newly elected staff. This ensures our commitment to worker engagement.

3. Compliance and administration

Does the Committee have delegated authority to decide?		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?		Yes
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		No
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 5: A Driven & Enabling Council
The recommendations contribute to the achievement of action/actions in (Not Applicable)
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Providing information to Council about the ongoing progress towards the good performance of the organisation regarding health and safety.

Attachments

1.	Health & Safety Dashboard report, Q2 2023
2.	Health & Safety Critical Risks report, Q2 2023 - Confidential
3.	Training Update for October to July 2023 ⇩

Committee Work Schedule

TO: Risk & Assurance Committee

MEETING DATE: 6 March 2024

TITLE: Committee Work Schedule

RECOMMENDATION TO Risk & Assurance Committee

1. That the Risk & Assurance Committee receive its Work Schedule dated March 2024.

COMMITTEE WORK SCHEDULE – MARCH 2024
March 2024	Delegations Manual - Review of financial delegations and associated definition sections	CE Unit Manager		Council 6 September 2023 Clause 147-23
~~March 2024~~	~~Review of Human Resource Support Processes~~	~~Business Assurance Manager~~		~~26 April 2023 Clause 2-23~~
~~March 2024~~	~~Review of Commercial Advisory Framework~~	~~Business Assurance Manager~~		~~26 April 2023 Clause 2-23~~
~~March 2024~~	~~Health & Safety Quarterly Update (Q2 October to December 2023)~~	~~Chief People and Performance Officer~~
~~March 2024~~	~~Wellbeing Quarterly Update (Q2 October to December 2023)~~	~~Chief People and Performance Officer~~
~~March 2024~~	~~Business Assurance six-monthly accountability report~~	~~Business Assurance Manager~~		~~Finance and Audit Committee 16 December 2020 Clause 68.2~~
~~March 2024~~	~~Quality Assurance Reporting - Call Centre Review~~	~~Business Assurance Manager~~		~~26 April 2023 Clause 2-23~~
~~2024~~	Quality Assurance Framework for Wastewater Discharge Consent Project	Business Assurance Manager	Reporting to Council meeting on 1 May 2024	Finance and Audit Committee 28 September 2022 Clause 69
~~March 2024~~	Business Assurance Report - Featherston Street Cycleway and Safety Improvements process and engagement	Business Assurance Manager	Reporting to Council meeting on 1 May 2024	Council 27 September 2023 Clause 154-23
As required	Fraud and Whistleblowing Policy Quarterly Update (Q1 October to December 2023)	Business Assurance Manager	No new matters to report	26 April 2023 Clause 12-23
May 2024	Review of Contract Management Framework	Business Assurance Manager		26 April 2023 Clause 2-23
May 2024	Health & Safety Quarterly Update (Q3 January to March 2024)	Chief People and Performance Officer
May 2024	Wellbeing Quarterly Update (Q3 January to March 2024)	Chief People and Performance Officer
September 2024	Review of Complaints Policy	Business Assurance Manager		26 April 2023 Clause 2-23
September 2024	Quality Assurance Reporting – Risk Review & Future of Libraries	Business Assurance Manager		26 April 2023 Clause 2-23
September 2024	Health & Safety Quarterly Update (Q4 April to June 2024)	Chief People and Performance Officer
September 2024	Wellbeing Quarterly Update (Q4 April to June 2024)	Chief People and Performance Officer
October 2024	Review Annual Report	Chief Financial Officer		Terms of Reference
November 2024	Quality Assurance Reporting for Council Controlled Entities	Business Assurance Manager		26 April 2023 Clause 2-23
Novermber 2024	Review of Legal Services Framework	Business Assurance Manager		26 April 2023 Clause 2-23
November 2024	Health & Safety Quarterly Update (Q1 July to September 2024)	Chief People and Performance Officer
November 2024	Wellbeing Quarterly Update (Q1 July to September 2024)	Chief People and Performance Officer
TBC	Risk Management Reporting	Chief Financial Officer	Following confirmation of risk appetite and strategic risks	Terms of Reference
TBC	3 Waters Transition - Assets and Liability Assessment	Chief Financial Officer	On hold until direction set after election
TBC 2025	Review of CCTV Policy/Processes	Business Assurance Manager		26 April 2023 Clause 2-23

Proactive Release of Confidential Decisions

All released confidential decisions can be found on Council’s website.

Stephen Armstrong (Chair)
Karen Naylor (Deputy Chair)
Grant Smith (The Mayor)
Mark Arnott	Lorna Johnson
Brent Barrett	Orphée Mickalad
Vaughan Dennison	William Wood
Leonie Hapeta	Kaydee Zabelin