Description: COAT-ARM Hastings District Council

 

Civic Administration Building

Lyndon Road East, Hastings

Phone:  (06) 871 5000

Fax:  (06) 871 5100

WWW.hastingsdc.govt.nz

 

 

 

 

Open

 

A G E N D A

 

 

Finance and Monitoring Committee MEETING

 

 

 

Meeting Date:

Tuesday, 20 March 2018

Time:

1.00pm

Venue:

Council Chamber

Ground Floor

Civic Administration Building

Lyndon Road East

Hastings

 

Committee Members

Chair: Councillor Kerr

Mayor Hazlehurst

Councillors Barber, Dixon, Harvey, Heaps, Lyons, Nixon, O’Keefe, Poulain, Redstone, Schollum, Travers (Deputy Chair) and Watkins (Quorum = 8)

Officer Responsible

Chief Financial Officer – Bruce Allan

Committee Secretary

Carolyn Hunt (Ext 5634)

 


Finance and Monitoring Committee

 

Fields of Activity

Oversight of all the Council’s financial management policy and operations (including assets, cash, investment and debt management) including (but not limited to):

·           Monitoring compliance with the Long Term Plan/Annual Plan and budget implementation.

·           Finance and Ownership

·           Audit and other accountability requirements;

·           Business units/CCO/CCTO ownership overview;

·           Rating matters including rating sale proceedings;

·           Taxation.

·           Establishing the strategic direction of Council’s business units (if any), Council Controlled Organisations (CCOs) and Council Controlled Trading Organisations

·           Other matters including:

 

-      Performance Management

-      Other matters not otherwise within the scope of other Committees

 

Monitoring compliance with the Long Term Plan/Annual Plan and budget implementation.

 

Membership

Chairman appointed by Council

Deputy Chairman appointed by Council

The Mayor

All Councillors

 

Quorum – 8 members

 

Delegated Powers

 

General Delegations

 

1.    Authority to exercise all of Council powers, functions and authorities (except where prohibited by law or otherwise delegated to another committee in relation to all matters detailed in the Fields of Activity.

2.    Authority to re-allocate funding already approved by the Council as part of the Long Term Plan/Annual Plan process, for matters within the Fields of Activity provided that the re-allocation of funds does not increase the overall amount of money committed to the Fields of Activity in the Long Term Plan/Annual Plan.

3.    Responsibility to develop policies, and provide financial oversight, for matters within the Fields of Activity to provide assurance that funds are managed efficiently, effectively and with due regard to risk.

 

Fees and Charges

 

4.    Except where otherwise provided by law, or where delegated to another Committee, the authority to fix fees and charges in respect of Council activities or services.


 


 

HASTINGS DISTRICT COUNCIL

 

Finance and Monitoring Committee MEETING

 

Tuesday, 20 March 2018

 

VENUE:

Council Chamber

Ground Floor

Civic Administration Building

Lyndon Road East

Hastings

TIME:

1.00pm

 

A G E N D A

 

 

 

1.         Apologies

At the close of the agenda no apologies had been received.

At the close of the agenda no requests for leave of absence had been received.

2.         Conflict of Interest

Members need to be vigilant to stand aside from decision-making when a conflict arises between their role as a Member of the Council and any private or other external interest they might have.  This note is provided as a reminder to Members to scan the agenda and assess their own private interests and identify where they may have a pecuniary or other conflict of interest, or where there may be perceptions of conflict of interest. 

If a Member feels they do have a conflict of interest, they should publicly declare that at the start of the relevant item of business and withdraw from participating in the meeting.  If a Member thinks they may have a conflict of interest, they can seek advice from the Chief Executive or Executive Advisor/Manager: Office of the Chief Executive (preferably before the meeting). 

It is noted that while Members can seek advice and discuss these matters, the final decision as to whether a conflict exists rests with the member.

3.         Confirmation of Minutes

Minutes of the Finance and Monitoring Committee Meeting held Tuesday 28 November 2017, including minutes while the public were excluded.

(Previously circulated)

4.         Horse of the Year (Hawke's Bay) Limited Half Year Report                             5

5.         Update from the Chair of the Risk and Audit Subcommittee                        13

6.         Summary of Recommendations from Risk and Audit Subcommittee Meeting held on 12 February 2018                                                                                       15

7.         Hawke's Bay Museums Trust Half Year Report and Draft 2018/19 Statement of Intent                                                                                                                            17

8.         Hawkes Bay Local Authority Shared Services - Proposed Change in Structure                                                                                                                                       39

9.         Local Government Funding Agency - Half Year Report to 31 December 2017 and Draft 2018/19 Statement of Intent                                                                 47

10.       Financial Quarterly Report for the six months ended 31 December 2017 103

11.       Growth Development Investments - Risk Assessment                                113

12.       Additional Business Items

13.       Extraordinary Business Items 

 

 

     


File Ref: 18/198

 

 

REPORT TO:               Finance and Monitoring Committee

MEETING DATE:        Tuesday 20 March 2018

FROM:                           Manager Strategic Finance

Brent  Chamberlain

SUBJECT:                    Horse of the Year (Hawke's Bay) Limited Half Year Report        

 

 

1.0       SUMMARY

1.1       The purpose of this report is to inform the Committee of the performance of Horse of the Year (Hawke’s Bay) Limited (HOYHB) for the six months to 30 November 2017.

1.2       This arises from a requirement under the Shareholders Agreement that requires HOYHB to submit a half year report to their shareholders.

1.3       The Council is required to give effect to the purpose of local government as prescribed by Section 10 of the Local Government Act 2002. That purpose is to meet the current and future needs of communities for good quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost–effective for households and businesses. Good quality means infrastructure, services and performance that are efficient and effective and appropriate to present and anticipated future circumstances.

1.4       The objective of this decision relevant to the purpose of Local Government is to support a major Hastings event that contributes to the provision of good local services by increasing economic activity, contributing to a resilient job rich district while also contributing to an appealing visitor destination.

1.5       This report concludes by recommending that the HOYHB half year report to 30 November 2017 be received.

2.0       BACKGROUND

2.1       The shareholding of HOYHB is made up of Hastings District Council, Equestrian Sport New Zealand (ESNZ) and Show Jumping Hawke’s Bay (SJHB) with each entity holding one third of the allotted shares.  Each shareholder has advanced $30,000 as shareholder loans.  The current directors as at November 2017 are as follows:

 

·    Cynthia Bowers   –     Independent Director (Chairperson)

·    Vicki Glynn           –     Equestrian Sports New Zealand appointment

·    Don Robertson    –     Equestrian Sports New Zealand appointment

·    Dirk Waldin           –     Showjumping Hawke’s Bay Inc appointment

·    Will Moffett            –     Showjumping Hawke’s Bay Inc appointment

·    Tim Aitken             –     Hastings District Council Appointment

 

2.2       The executed Shareholders Agreement provides as follows in regard to the half yearly reporting requirements:

2.3       The HOYHB half year report was received by Officers within the 60 day timeframe specified in the Shareholders agreement and this is the first Finance and Monitoring Committee meeting since receipt of this report.

2.4       In January 2018, as budgeted in the Council’s 2017/18 Annual Plan, the Council’s host city sponsorship of $150,000 per annum was paid to HOYHB.

3.0       CURRENT SITUATION

3.1       HOYHB is presenting to Council their half year report (Attachment 1) for the six months to 30 November.  Given the nature of this organisation and the event that it runs, the first half of the year financials provide limited insight into the potential full year result. The Chair of HOYHB will be able to provide to the Committee some insight into the 2018 event.

3.2       The Chair has noted in the Chairman’s report some concerns regarding increasing rent charges from the A&P society following capital improvement works that were completed last year, largely funded by HDC.

4.0       SIGNIFICANCE AND CONSULTATION

4.1       The issues for discussion are not significant in terms of Council’s policy on significance and no consultation is required.

 

5.0       RECOMMENDATIONS AND REASONS

That the report of the Manager Strategic Finance titled Horse of the Year (Hawke's Bay) Limited Half Year Report dated 20/03/2018 be received.

 

 

Attachments:

 

1

Horse of the Year - Six Monthly Report to Shareholders November 2017

EXT-10-20-18-82

 

 

 


Horse of the Year - Six Monthly Report to Shareholders November 2017

Attachment 1

 

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File Ref: 17/929

 

 

REPORT TO:               Finance and Monitoring Committee

MEETING DATE:        Tuesday 20 March 2018

FROM:                           Chief Financial Officer

Bruce Allan

SUBJECT:                    Update from the Chair of the Risk and Audit Subcommittee        

 

 

1.0       SUMMARY

1.1       The purpose of this report is to update Council about the activities of the Risk and Audit Subcommittee.

1.2       The Council is required to give effect to the purpose of local government as prescribed by Section 10 of the Local Government Act 2002. That purpose is to meet the current and future needs of communities for good quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost–effective for households and businesses. Good quality means infrastructure, services and performance that are efficient and effective and appropriate to present and anticipated future circumstances.

1.3       This report concludes by recommending that the update from the Chair of the Risk and Audit Subcommittee be received.

2.0       BACKGROUND

2.1       The Risk and Audit Subcommittee’s terms of Reference state that the subcommittee is responsible for assisting Council in its general overview of financial management, risk management and internal control systems that provide:

·    Effective management of potential risks, opportunities and adverse effects; and

·    Reasonable assurance as to the integrity and reliability of the financial reporting of Council; and

·    Monitoring of the Council’s requirements under the Treasury Policy.

 

2.2       The Chair of the Risk and Audit Subcommittee, Mr Jon Nichols, provided the first verbal update to Council at the September 2017 Council meeting on the Subcommittees activities.

2.3       Given that just 4 Councillors are represented on the Subcommittee it is considered good practice for the Chair of the Risk & Audit Subcommittee to provide regular updates to Council. It is also envisaged that the Chair will report more formally to Council on an annual basis.

 

3.0       SIGNIFICANCE AND ENGAGEMENT

3.1       This matter is not significant in relation to Council’s Significance and Engagement Policy.

 

4.0       RECOMMENDATIONS AND REASONS

A)        That the report of the Chief Financial Officer titled Update from the Chair of the Risk and Audit Subcommittee dated 20/03/2018 be received.

 

Attachments:

There are no attachments for this report.

 

 


File Ref: 18/122

 

 

REPORT TO:               Finance and Monitoring Committee

MEETING DATE:        Tuesday 20 March 2018

FROM:                           Chief Financial Officer

Bruce Allan

SUBJECT:                    Summary of Recommendations from Risk and Audit Subcommittee Meeting held on 12 February 2018        

 

 

1.0       SUMMARY

1.1       The purpose of this report is to advise that recommendations from the Risk and Audit Subcommittee meeting held on 12 February 2018 require ratification by the Finance and Monitoring Committee.

 

1.2       The relevant Risk and Audit Subcommittee recommendations to be ratified are set out below:

 

 

2.0     RECOMMENDATIONS

A)   That the report of the Chief Financial Officer titled Summary of Recommendations from Risk and Audit Subcommittee Meeting held on 12 February 2018 dated 20/03/2018 be received.

B)   That the following recommendations from the Risk and Audit Subcommittee meeting held on 12 February 2018 be adopted:

“6”   Enterprise Risk Management Update”

                           A)  That the report of the Risk and Corporate Services Manager titled Enterprise Risk Management Update dated 12/02/2018 be received.

                        B)   That it be recommended to Council that the strategic risk number 9 be changed from Investment Failure to Inadequate Available Funds, which is defined as a “loss of access to sufficient funds to meet Council commitments”.

C)   That it be recommended to Council that the HDC Risk Management Policy and Framework be amended to include the methodology for the Whirinaki Water Safety Plan risk matrix as an approved variation for use only within Council Water Safety Plans.

With the reasons for this decision being that the objective of the decision will contribute to meeting the current and future needs of communities for good quality local infrastructure, local public services and performance of regulatory functions in a way that is most cost-effective for households and business by:

i)  Validating risks in core business processes are effectively managed

 

 

Attachments:

There are no attachments for this report.

 

 


File Ref: 18/111

 

1.   

REPORT TO:               Finance and Monitoring Committee

MEETING DATE:        Tuesday 20 March 2018

FROM:                           Manager Strategic Finance

Brent  Chamberlain

SUBJECT:                    Hawke's Bay Museums Trust Half Year Report and Draft 2018/19 Statement of Intent        

 

 

1.0       SUMMARY

1.1       The purpose of this report is to give the Finance and Monitoring Committee the opportunity to comment on the draft 2018/19 Statement of Intent and to receive the half year report to 31 December 2017.

1.2       The Trust’s Chair, Dr Richard Grant, is unable to attend this meeting.

1.3       This issue arises from a requirement under the Local Government Act 2002 that requires Council Controlled Organisations (CCO) to submit a Statement of intent to their shareholder for consideration.

1.4       The Council is required to give effect to the purpose of local government as prescribed by Section 10 of the Local Government Act 2002. That purpose is to meet the current and future needs of communities for good quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost–effective for households and businesses. Good quality means infrastructure, services and performance that are efficient and effective and appropriate to present and anticipated future circumstances.

1.5       The objective of this decision relevant to the purpose of Local Government is to enable the Trust to manage the Regional Collection on behalf of the Hawke’s Bay Community and in so doing, provides a good quality local public service that is cost efficient, effective and appropriate for the Region.

1.6       This report concludes by recommending that the Hawke’s Bay Museums Trust half year report to 31 December 2017 and draft 2018/19 Statement of Intent be received with any feedback passed onto the Trustees of the Hawke’s Bay Museums Trust.

2.0       BACKGROUND

2.1       The Trust is a Council Controlled Organisation with the bulk of its funding provided by the Napier City and Hastings District Councils.

2.2       The Hastings District Council appointment to the Trust is Cr George Lyons who was appointed to the Trust by Council in November 2013.

2.3       The current trustees of the Hawke’s Bay Museum’s Trust are:

Dr Richard Grant (Chairman)

Councillor Faye White (NCC)

Councillor George Lyons (HDC)

Johanna Mouat

Mike Paku

2.4       Dr Grant was appointed as the Independent Chairman by the joint appointments committee (Mayors Yule and Dalton) in late 2014.

2.5       As required under the Local Government Act 2002 the Trust is to provide a draft Statement of Intent for comment by 1 March each year and a half year report within 60 days of the end of the first six months.

2.6       The objectives of the Trust amongst other things are to hold, protect and manage the regional collection for the people of Hawke’s Bay including overseeing the collection development through acquisition and disposal of collection items. The Trust Board governs on a high level strategic direction basis to ensure the objectives of the Trust are being met and have a Management Agreement with Napier City Council for the care and management of the regional collection.

3.0       CURRENT SITUATION

Half Year Report

3.1       The Trust has provided their Half Year Report for the six months ended 31 December 2017 (Attachment 1).  As the staff are employed by the Napier City Council and the Trust is charged a management fee the accounts are relatively straight forward.  The accounts show a net operating surplus of $25,438 compared to an operating surplus of $12,679 last year. The half year result is in line with the Trusts full year budget which is to achieve an operating breakeven result.

3.2       The variance between the two Councils’ grants as noted in note 2 of the accounts relates to an education grant paid direct to the HB Museum and Art Gallery from the Napier City Council as opposed to the Hastings education grant paid through the Hawke’s Bay Museum Trust.

3.3       The overall financial result is satisfactory and within budget and the Statement of Financial Position represents a sound financial position for the Trust.

 

Statement of Intent

3.4       The Hawke’s Bay Museums Trust has provided their 2018/2019 draft Statement of Intent for comment in accordance with the requirements of schedule 8 of the Local Government Act 2002.  A copy of the draft Statement of Intent is included in Attachment 2.  The Statement of Intent complies with the requirements of the Local Government Act 2002 and the objectives and nature and scope of the activities to be undertaken by the Trust for the regional collection are compatible with the direction of the 2015-25 LTP.

3.5    The draft 2018/19 Statement of Intent contains the following performance indicators and targets for the key result areas:

·      Protection –collections are fully insured, and are stored in an acceptable environment with regard to pest control, storage, shelving, and air quality: No collection deterioration due to the environment.

·      Quality –the collection will be conserved to best industry standard. Any accession or de-accession is managed in accordance with collection framework and strategy policies.

 

 

 

 

·      Access – the collections are available to the Hastings City Art Gallery, MTG Hawke’s Bay, and other appropriate institutions for exhibitions, research, and archives: minimum of 1,500 enquiries and 5 exhibitions

·      Development – including fundraising, reserve management, and stakeholder relations: - Bequests and funds are used for their intended purpose, and an annual meeting with Te Ropu Kaiawhina Taonga is held.

·      Financial – achieve a balanced Statement of Financial Position

3.6       Included in the Statement of Intent is a significant step change in the management fee to be charged by Napier City Council to manage the collection.

3.7       In order to achieve a balanced budget, the Statement of Intent also signals an expected increase in grant funding required from Hastings District Council to meet this increased cost. This is in the order of $132,000 additional funding from HDC in year one, increasing to $187,000 by year three.

3.8       No formal request has been received from the Hawke’s Bay Museum Trust to the Hastings District Council in this regard, and this increase in currently not included in the Council’s draft 2018-2028 LTP.  The expectation is that the Trust will make a submission to Council’s 2018-28 LTP.

4.0       OPTIONS

4.1       Council can receive the Hawke’s Bay Museums Trust half year report to 31 December 2017.

4.2       Council can receive the Hawke’s Bay Museums Trust draft 2018/19 Statement of Intent and can provide feedback to the Trust.

5.0       SIGNIFICANCE AND ENGAGEMENT

5.1       The issues for discussion are not significant in terms of the Council’s Significance Policy and Engagement and no consultation is required.

6.0       ASSESSMENT OF OPTIONS (INCLUDING FINANCIAL IMPLICATIONS)

6.1       The draft Statement of Intent complies with the requirements of Schedule 8 of the Local Government Act and the draft should be received with any other suggested changes passed on to the Trust.

7.0       PREFERRED OPTION/S AND REASONS

7.1       The preferred options are for the Hawke’s Bay Museums Trust half year report to 31 December 2017 and the draft 2018/19 Statement of Intent to be received.

 

8.0       RECOMMENDATIONS AND REASONS

A)   That the report of the Manager Strategic Finance titled Hawke's Bay Museums Trust Half Year Report and Draft 2018/19 Statement of Intent dated 20/03/2018 be received.

B)   That the Hawke’s Bay Museums Trust Half Year Report for the six months ended 31 December 2017 be received

 

Attachments:

 

1

HBMT 31.12.2017 Financial Report

EXT-10-11-7-18-209

2

HBMT Statement of Intent 2018-2020 Hawkes Bay Mueseums Trust

EXT-10-11-7-18-210

 

 


HBMT 31.12.2017 Financial Report

Attachment 1

 

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HBMT Statement of Intent 2018-2020 Hawkes Bay Mueseums Trust

Attachment 2

 

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File Ref: 18/218

 

 

REPORT TO:               Finance and Monitoring Committee

MEETING DATE:        Tuesday 20 March 2018

FROM:                           Manager Strategic Finance

Brent  Chamberlain

SUBJECT:                    Hawkes Bay Local Authority Shared Services - Proposed Change in Structure        

 

 

1.0       SUMMARY

1.1       The purpose of this report is to obtain a decision from the Council on a proposal to make the Hawke’s Bay Local Authority Shared Services Limited (HBLASS) dormant in order to focus attention and resources on further collaboration and reduce compliance costs for all the councils.

1.2       This proposal arises from a review of HBLASS undertaken in 2017.

1.3       The Council is required to give effect to the purpose of local government as prescribed by Section 10 of the Local Government Act 2002. That purpose is to meet the current and future needs of communities for good quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost–effective for households and businesses. Good quality means infrastructure, services and performance that are efficient and effective and appropriate to present and anticipated future circumstances.

1.4       The objective of this decision relevant to the purpose of Local Government is encourage further collaboration between Councils, but in a more cost effective manner than the current HBLASS company structure.

1.5       This report concludes by recommending HBLASS as a legal entity becomes dormant in the short term, and that Hawkes Bay Councils continue the process of Collaboration to deliver service and value but through a less formal structure.

2.0       BACKGROUND

2.1       Since 2012, when HBLASS was incorporated as a legal entity, there has been significant effort to identify functions and analyse opportunities for shared services and joint procurement across the Hawke’s Bay Councils.

2.2       The effort and the results, through HBLASS have been focused largely on procurement and the development of shared IT services.  HBLASS funded a Chairperson for IT shared services, minutes, and governance as well as selective consulting studies and plans.  Because structural change and cost reduction are implicit in Shared Services, an “all in” model was met with resistance when timing and opportunities didn’t align with councils direction at a particular point in time.

 

3.0       CURRENT SITUATION

3.1       In early 2017, there was a review leading to a recommitment to HBLASS efforts with Collaboration as an approach to improving Hawke’s Bay wide Service and Value. As part of the review, a new wider role of HBLASS Collaborator was introduced on a 6 month contract. 

3.2       The principles of Collaboration are:

·           Discover who is doing what

·           Connect with others that share the same objective

·           Collaborate to delivery more for less.

3.3       The following summarizes the Collaboration and outcomes in 2017:

 

 

 

 

 

3.4       The focus on collaboration versus Shared Services is consistent with the direction that a number of the Councils are taking in other regions.  Bay of Plenty for example has a collaboration portal that has resulted in improved knowledge sharing and efficiencies been delivered within projects and service delivery. This portal is now widely used by local Councils.  

3.5       Staff involved have delivered improved Service and Value across Hawke's Bay in the following areas:

·     IT: Shared Infrastructure Services including Wide Area Network, Desktop and Web Services.

·     GIS: Shared Aerial Photography.

·     Open Spaces: Opportunities for One View of Information and Shared approaches to operations.

·     Animal Control: Opportunities for Shared Education and License Data.

·     Training and Development: Common Requirements and Shared Onsite Training.

·     Shared Internal Audit Services. Improved quality, value and efficiency.

·     Records Management: Common approaches.

4.0       PROPOSED STRUCTURE

4.1       The Chief Executive (CE) Forum, will replace the HBLASS board structure with the same five Council CEs and independent chair – the function of HBLASS will continue but without the legislative requirements of operating a Company. The CE Forum group is fully committed to working together focusing on improving Service and Value for the Hawke’s Bay region through collaboration. The primary difference in the structure change is less time and resource spent on the requirements for an active Council-owned, legal entity and more focus on setting direction and enabling staff to achieve Service and Value. At the same time, the CE Forum provides an umbrella and common way of operating for the many collaborative initiatives across Hawke’s Bay, beyond HBLASS.

4.2       The administrative function is also significantly reduced. A lead council would be identified to maintain a ledger with invoicing to each council to recover agreed and shared costs for the Collaboration Program and any project expenses.

4.3       To deactivate a councils-owned company requires the following steps to be undertaken:

a)      Obtain a special resolution of shareholders (in writing and signed) stating the shareholders agree to shelve the company.

b)      Pay final GST return to Inland Revenue (HBLASS is not registered for FBT but this would apply if it were).

c)      Make final payouts as determined by above resolution (if applicable) to clear the bank accounts.

d)      Close bank accounts with Westpac.

e)      Deregister for GST with Inland Revenue.

f)       File the final income tax return (IR4) for the tax year (includes company accounts up to the point when business ceased, but note this cannot be filed early and is due after the end of the financial year in which HBLASS closed).

g)      File the IR433 Non-Active Company Declaration form with Inland Revenue.

4.4       The HBLASS Limited legal entity can be reactivated in the future if business models, organizational, contract or procurement changes require a separate legal entity.

5.0       OPTIONS

5.1       The options available to Council are as follows:

a)         Approve the recommendation to make dormant HB Local Authority Shared Services Limited.

b)         Not approve the recommendation with HBLASS Limited to continue in its current form.

c)         Recommend that all shared service/collaboration activities cease immediately.

6.0       ISSUES

6.1       There are no foreseen issues or risks at this time. This structural change will cost less and focus attention on the purpose of the LASS.

7.0       SIGNIFICANCE AND ENGAGEMENT

7.1       The Board is comprised of the five Chief Executives of the Hawke’s Bay Councils. All Chief Executives agree with the recommendation to make HBLASS Ltd company dormant and have approved a motion at their meeting on December 8, 2017.

7.2       Each Council is now being consulted with a recommendation to make the HBLASS company dormant.  The Chief Executives intend to still refer to their activities and undertaking as a group as HBLASS, but not as a separate legal entity.  The Councils are requested to provide a response to this proposal by the end of March 2018.

8.0       ASSESSMENT OF OPTIONS (INCLUDING FINANCIAL IMPLICATIONS)

8.1       Financial

There will be residual funding from the current year’s subscription, and it is proposed to transfer this to Napier City Council, where it will provide an accountability report.  The residual fund will be to pay for the continued services of the Chairman and Collaborator roles.

8.2       Social & Policy

Through the Collaboration pilot in 2017, there has been a significant interest shown by staff in the opportunities for improved Service and Value across Hawke’s Bay that will contribute to the outcome of health and prosperity of the region.

8.3       Risk

The requirements of being a CCO will still need to be met if the Councils wish to continue with the company in its current format, including the preparation of a Statement of Intent.  This work has currently been put on hold.

Councils may decide not to continue to fund the Chairperson and Collaborator role and further opportunities on effective and efficient services may be missed.

9.0       PREFERRED OPTION AND REASONS

9.1       The preferred option is option A.

9.2       Making the HBLASS legal entity dormant as this will result in a lower financial and administration burden to the councils while improving the focus to meet Service and Value outcomes.

9.3       As noted above during the review of HBLASS in 2017, LASS organizations around New Zealand were approached to share their experience. Success was linked directly with a collaborative approach. Other LASS organizations that have taken the traditional structural/cost reduction approach with services being operated and contracts run through the LASS, are currently assessing the change to a collaborative approach for more robust and relevant solutions.

9.4       HBLASS has taken the initiative to test collaboration in the Hawke’s Bay environment during 2017. There has been considerable success over the six months of this pilot to test collaboration. In order for further improvement, there must be greater engagement, client focus, leadership accountability and strengthening of a collaborative culture.

RECOMMENDATIONS AND REASONS

A)  That the report of the Manager Strategic Finance titled Hawkes Bay Local Authority Shared Services - Proposed Change in Structure dated 20/03/2018 be received.

B)  That Council resolve:

(i)       That HBLASS Ltd, as a legal entity will be dormant in the short term; with the ability for the legal entity able to be reactivated in the future.

(ii)      That HBLASS Ltd be exempted from being a Council Controlled Organisation under section 7(3) of the Local Government Act 2002.

(iii)     Note that the dormant status of HBLASS is effective on receipt of agreement by all members of the Board.

(iv)     Note that the decision on the dormant status of HBLASS will be determined by the majority of councils.

(v)      Note that each Council will continue its participation in a Collaborative approach and note that each Council will actively support shared and common goal setting, decision-making, resourcing including financial contribution, staff and communication where appropriate.

With the reasons for this decision being that the objective of the decision will contribute to meeting the current and future needs of communities for local public services in a way that is most cost-effective for households and business by focusing attention and resources on further collaboration and reducing compliance costs for all the councils.

 

 

Attachments:

There are no attachments for this report.

 

 


File Ref: 18/179

 

 

REPORT TO:               Finance and Monitoring Committee

MEETING DATE:        Tuesday 20 March 2018

FROM:                           Manager Strategic Finance

Brent  Chamberlain

SUBJECT:                    Local Government Funding Agency - Half Year Report to 31 December 2017 and Draft 2018/19 Statement of Intent        

 

 

1.0       SUMMARY

1.1       The purpose of this report is to present to the Council the Half Year Report for the period ending 31 December 2017 and the opportunity to comment on the Draft 2018/19 Statement of Intent (SOI) of the Local Government Funding Agency (LGFA).

1.2       This issue arises as a consequence of Council’s shareholding in the LGFA in late 2012 and the receipt of the half year report for the period ending 31 December 2017 and the Draft 2018/19 SOI from the LGFA.

1.3       The Council is required to give effect to the purpose of local government as prescribed by Section 10 of the Local Government Act 2002. That purpose is to meet the current and future needs of communities for good quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost–effective for households and businesses. Good quality means infrastructure, services and performance that are efficient and effective and appropriate to present and anticipated future circumstances.

1.4       The objective of this decision relevant to the purpose of Local Government is to allow Council to have access to the LGFA and therefore enables Council to have access to the most cost effective debt available.

1.5       This report concludes by recommending that the Local Government Funding Authority’s half year report for the period ending 31 December 2017 be received and the Draft 2018/19 SOI be received with any feedback passed onto the Directors of the Local Government Funding Agency.

2.0       BACKGROUND

2.1       The LGFA was established on 1 December 2011 with 18 local government shareholders and the Crown. Hastings District Council became a shareholder with a shareholding investment of $400,000 (1.77%). The LGFA is a Council Controlled Organisation. Following the addition of 12 new participants in the LGFA on 30 November 2012 the existing LGFA shareholders were required to sell down their paid up and unpaid shares on a pro rata basis. This reduced HDC’s shareholding to $373,196 (1.77%).

2.2       The LGFA has forwarded for information their Half Year Report for the period ended 31 December 2017 and the Draft 2018/19 SOI, seeking comment from Council.  Council have until 30 April 2018 to provide comment on the Draft 2018/19 SOI.

2.3       The Local Government Act requires all Council Controlled Organisations to prepare a Statement of Intent.  A draft is required to be provided by 1 March each year for comment with the final Statement of Intent to be completed by 30 June each year. Clause 3 of Schedule 8 of the Local Government Act 2002 outlines the Board’s responsibilities upon receiving comments from the shareholders:

 

3)      Completion of statements of intent

The board must –

a)             Consider any comments on the draft statement of intent that are made to it within 2 months of 1 March by the shareholders or by any of them; and

b)             Deliver the completed statement of intent to the shareholders on or before 30 June each year.

2.4       Clause 9 of Schedule 8 of the Local Government Act outlines the contents of a Council Controlled Organisation’s Statement of Intent for which LGFA must comply.

3.0       CURRENT SITUATION

3.1       Representatives of the LGFA are due to visit Council in May 2018 and will attend the Risk and Audit Subcommittee meeting to provide an update on the LGFA activities and the marketplace.

3.2       HALF YEAR REPORT

3.3       Attachment 1 is the Half Year Report for the period ending 31 December 2017.  The report is very comprehensive and reports against stated objectives and performance targets and satisfies the reporting requirements as outlined in the Statement of Intent.

3.4       By 31 December 2017 the LGFA had lent $7.5 billion to 52 councils and continues to deliver more cost effective funding to those participating Councils. The LGFA estimate savings of 10 to 22 basis points for AA rated Councils over NZD domestic bonds being issued by Councils in their own right.

3.5       At 31 December 2017 Hastings District Council had $65m borrowed through the LGFA. A savings of 10 to 22 basis points equates to an annual interest savings of $65,000 and $143,000 on this debt.

3.6       The LGFA offers a range of borrowing options. The average term of borrowing by Councils from LGFA was 7.2 years for the six-month period to 31 December 2017. This is shorter than the 8.1 years’ average term for the 2016-17 year.

3.7       Short-dated lending (less than 365 day terms) to councils, introduced in November 2015, has been very successful with outstandings now at $332 million lent to seventeen councils.

3.8       The following table shows the $7,199m of LGFA bond outstandings by maturity as at 31 December 2017 (note this excludes short term lending):

3.9       As at 31 December 2017, LGFA’s has the following credit ratings:

Standard and Poors         AA+/A-1+

Fitch                                    AA+/F1+

LGFA’s rating is the same as the New Zealand Government.

3.10    LGFA admitted Rangitikei District Council as a new member in December 2017, bringing total membership to 54 councils. Horizons Regional Council also moved from being a non-guarantor to a guarantor in July 2017.

3.11    LGFA total interest income for the six-month period of $178 million was a 14.4% increase over the 2016-17 comparable period of $156 million while Net Operating Profit of $6.0 million was a 13.6% increase on the 2016-17 comparable period of $5.3 million.

3.12    Officers are of the opinion that the LGFA’s performance continues to be  successful; creating interest savings and an efficient and diversified funding market for Councils to participate in while operating ahead of the financial projections included in the 2017/18 Statement of Intent.

3.13    DRAFT 2018/19 STATEMENT OF INTENT

3.14    The LGFA objectives are consistent with the requirements of the Local Government Act and provide a sound basis for the business to continue its activities.

3.15    Attachment 2 is the Draft 2018/19 SOI.  The SOI sets out the nature and scope of the activities of the LGFA as well as the objectives of the organisation.

3.16    Shareholders have the benefit of relying on the LGFA Shareholders Council which, on behalf of the shareholders, reviews all major documents like the SOI.  The Shareholders Council acts in the best interest of the councils involved and has already reviewed the SOI and provided feedback to the LGFA which has been incorporated in the document.


 

3.17    The SOI forecasts:

 

 

 

$m

 

 

2018/19

2019/20

2020/21

Net Profit

$10.81m

$10.44m

$14.08m

Loans to Councils

$8,020m

$8,261m

$8,297m

 

There is some forecast uncertainty around the timing of Net Interest Revenue, Net Profit, Total Assets, LG Loans, Bonds and Borrower Notes depending upon council decisions regarding the amount and timing of refinancing of their March 2019, April 2020 and May 2021 loans. LGFA will work with council borrowers to reduce this uncertainty.

3.18    LGFA will seek to maximise benefits to Participating Local Authorities as Borrowers rather than Shareholders. Consequently, it is intended to pay a limited dividend to Shareholders.

The LGFA Board’s policy is to pay a dividend that provides an annual rate of return to Shareholders equal to LGFA fixed rate bond cost of funds plus 2.00% over the medium term.

3.19    The SOI complies with the requirement of the Local Government Act 2002 and complies with the proposals submitted to Council at the time it approved its investment in the LGFA.  The draft SOI is also reviewed by the LGFA Shareholders Council on behalf of the shareholders. The performance targets are very detailed and robust and relevant to a funding agency of this nature.

4.0       OPTIONS

4.1       The preferred option is that Council provide feedback to the LGFA on the draft 2018/19 SOI.

4.2       Officers are of the view that the Draft 2018/19 SOI not only complies with the requirements of the Local Government Act 2002 but also provides well developed and meaningful performance indicators.

5.0       SIGNIFICANCE AND ENGAGEMENT

5.1       The matters raised in this report are not of significance to trigger Council’s policy of significance and no further consultation is required.

6.0       RECOMMENDATIONS AND REASONS

A)        That the report of the Manager Strategic Finance titled Local Government Funding Agency - Half Year Report to 31 December 2017 and Draft 2018/19 Statement of Intent dated 20/03/2018 be received.

 

B)        That the New Zealand Local Government Funding Agency Limited Half Year Report to 31 December 2017 be received.

C)        That the New Zealand Local Government Funding Agency Limited Draft 2017/18 Statement of Intent be received and that Council provide any feedback to the New Zealand Local Government Agency Board.

 

 

 

Attachments:

 

1

LGFA Half Year Report 2017

FIN-15-5-18-671

2

LGFA Letter to shareholders to accompany 2018-19 Draft SOI

FIN-15-5-18-668

3

2018-19 LGFA Draft Statement of Intent

FIN-15-5-18-667

 

 

 


LGFA Half Year Report 2017

Attachment 1

 

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LGFA Letter to shareholders to accompany 2018-19 Draft SOI

Attachment 2

 

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2018-19 LGFA Draft Statement of Intent

Attachment 3

 

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REPORT TO:               Finance and Monitoring Committee

MEETING DATE:        Tuesday 20 March 2018

FROM:                           Financial Controller

Aaron Wilson

SUBJECT:                    Financial Quarterly Report for the six months ended 31 December 2017        

 

 

1.0       SUMMARY

1.1       The purpose of this report is to inform the Committee of the financial result for the three months ended 31st December 2017.

1.2       The Council is required to give effect to the purpose of local government as prescribed by Section 10 of the Local Government Act 2002. That purpose is to meet the current and future needs of communities for good quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost–effective for households and businesses. Good quality means infrastructure, services and performance that are efficient and effective and appropriate to present and anticipated future circumstances.

1.3       This report concludes by recommending that the report for the 3 Months ended 31st December 2017 be received.

2.0       BACKGROUND

2.1      The accounting operating financial result is reported on quarterly during the year and at year end a report is prepared on the financial as well as the rating result.  The rating result differs from the accounting result in respect of non-cash items such as depreciation, vested assets and development contributions that are not included.

2.2      This financial report is governance focussed and allows significant variances to be highlighted with explanations provided in a way this is easy to read and understand through dashboard analytics and commentary.

2.3      If Councillors require clarification on any points, please contact the writer prior to the meeting to ensure complete answers can be given at the meeting on the detail in these reports.

3.0       CURRENT SITUATION

3.1      Set out below is a summary of the operating financial result year to date.  The financial results detailed below represent the accounting view and does not reflect the potential rating result for 2017/18:

 

 

 

 

 

$’000

$’000

$’000

Full Year Revised Budget*

 2017/18

 

YTD Actual

 

YTD Revised Budget

 

YTD Variance

Operating Revenue

65,098

60,016

5,082

120,798

Operating Expenditure

57,386

58,194

   808

115,783

Net Surplus/(Deficit)

7,712

1,822

5,890

   5,015

* Revised budget includes the Annual budget, Brought Forwards and surplus allocations from 16/17 financial year

3.2      The result above is presented against the revised budget.  The revised budget includes changes and decisions made during the year on Council budgets which includes carry forwards from 2016/17 and allocations of the 2016/17 rating surplus. 

3.3      Council’s overall financial performance is $5.89m ahead of YTD budget for the quarter ended 31 December 2017.  Financial performance for the quarter is positive. Revenue is above budget and expenditure is under budget.

3.4      Overall revenue is $5.08m ahead of YTD budget and expenditure is $808,000, under YTD budget.

 

Revenue

3.5      Subsidies, grants and donations are above YTD budget by $2.70m with the main driver being the 100% subsidies received for the Whakatu Arterial roundabout which was not budgeted for.  This additional revenue is offsetting the capital cost for this part of the project.

3.6      Fees and charges revenue across Council are favourable by $1.43m with the main drivers being:

·     Community Facilities & Programme fees and charges are $431,296 favourable and is mainly driven by an insurance payout to the Hastings Sports Centre of $228,249. In addition Splash Planet revenue is up by $105,326, along with higher than budgeted swimming pool revenue of $41,278.

·     Asset management fees and charges are favourable by $514,548.  This is driven by higher than budgeted revenues at the Landfill with higher volumes along with the final payment received of $280,000 for the harvesting of the forestry block.

·     Planning and Regulatory services are favourable to budget by $220,612 driven by higher environmental consents revenue along with higher than budgeted parking revenues.

3.7      Development contributions are favourable to YTD budget by $1m, due to increased development activity, particularly at Irongate and Lyndhurst. Phasing of budgets in relation to when contributions occur is difficult, and creates timing differences as it is not always known in advance in what month a payment will occur when the budget is being set.

3.8      Overall revenue has performed well in the first half of the year with many of the revenue lines reflective of the increased activity within the region. There are no areas of concern across Council’s business activities.

Expenditure

3.9      Overall expenditure is tracking below budget to 31 December 2017 by $808,000 or 1.3% of total budgeted expenditure year to date.

3.10    Maintenance Group unfavourable net position is $236,174.  This has been driven by increased operational costs, but is expected to balance out by year end.

3.11    Council continues to spend significant sums of money on water supply activity including both Capital and Operational expenditure. This activity is funded by way of a separate water account which is designed to either accumulate reserves or run in deficit depending on expenditure needs and Council decision making. This allows Council to spread the impact of “lumpy” expenditure in this activity.

3.12    Given the planned large scale expenditure on water supply, Council in the 2017/18 Annual Plan, provided for the water account to run in deficit for a number of years to come.  This approach will be continued in the 2018 – 2028 Long Term Plan.

3.13    The current year’s budget was based on expenditure and activity levels forecast in February 2017.  Operational requirements and the overall capital investment forecast have increased since that time as operational and project requirements have been planned in detail and become better understood.  Greater public awareness of water leaks has led to increased demand on maintenance services, while water quality testing, monitoring and chlorination requirements have also been higher than initially forecast.  This is leading to budgeted variances.  It is not possible to defer most of the work driving these costs.

3.14    These variances will affect the year end balance of the water account.  However, the proposed increases to the Water Supply Targeted Rate will ensure a surplus position is achieved during the life of the 2018-28 Long Term Plan.

3.15    Below is a summary of operating water services costs:

 

3.16    Areas in Council that are favourable due to the timing of expenditure, include, capital grants not yet paid out, ($1,450,000, HB Community Fitness Centre Trust) along with lower spends in Transport due to lower expert advice and consultancy ($293,000).  Finance costs are also favourable due to lower than expected levels of debt.

Capital Spend

3.17    Council’s total capital budget (including carry forwards, renewals, new works, and growth projects) for 2017/18 is $94.1m.  Capital spend year to date of $28.8m is well ahead of actual spend for the prior year, and just behind current year budget, which includes carry forwards from the prior year.

Treasury

3.18    Total net external borrowing as at the end of December 2017 is $65.7m with committed borrowing facilities of $75.7m, providing headroom of $10m. The liquidity ratio is at 115% compared to the policy minimum of 110%. 

 

 

3.19    The following table sets out Council’s overall compliance with the Treasury Management Policy as at 31 December 2017:

 

Measure

Compliance

Actual

Minimum

Maximum

Liquidity

ü

115%

110%

170%

Fixed debt

ü

84%

55%

95%

Funding profile:

0 – 3 years

3 – 5 years

5 years +

 

 

ü

ü

ü

 

 

46%

26%

27%

 

 

10%

20%

10%

 

 

50%

60%

60%

 

3.20    Council is currently compliant with Treasury Management Policy.  The Risk and Audit subcommittee is responsible for reviewing Council’s treasury performance and policy with advise from PricewaterhouseCoopers (PwC).  Current debt forecasts predict debt at 30 June 2018 to be between $80m and $85m with major capital projects well underway.

4.0       SIGNIFICANCE AND CONSULTATION

4.1      This report does not raise any issues that are significant in terms of the Councils Significance and engagement Policy that would require consultation.

 

5.0       RECOMMENDATIONS AND REASONS

A)        That the report of the Financial Controller titled Financial Quarterly Report for the six months ended 31 December 2017 dated 20/03/2018 be received.

 

Attachments:

 

1

Quarterly Report to 31 December 2017

CG-14-2-00066

 

 

 

 


Quarterly Report to 31 December 2017

Attachment 1

 

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File Ref: 17/1054

 

 

REPORT TO:               Finance and Monitoring Committee

MEETING DATE:        Tuesday 20 March 2018

FROM:                           Chief Financial Officer

Bruce Allan

SUBJECT:                    Growth Development Investments - Risk Assessment        

 

 

1.0       SUMMARY

1.1       The purpose of this report is to inform and update the Committee about the potential financial implications and the risk exposure that Council faces with the advancement of the District Plan variations, the priority setting and the Long Term Plan financial allocations which inform the Development Contributions Policy.

1.2       This update follows on from reports Council has previously received in regards to the risk profile established through the implementation of the growth related infrastructure budgeted.

1.3       The Council is required to give effect to the purpose of local government as prescribed by Section 10 of the Local Government Act 2002. That purpose is to meet the current and future needs of communities for good quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost–effective for households and businesses. Good quality means infrastructure, services and performance that are efficient and effective and appropriate to present and anticipated future circumstances.

1.4       The objective of this decision relevant to the purpose of Local Government is to ensure Council is fully informed of the potential financial implications from the proposed variations to the District Plan; ensuring that Council implements the infrastructure required of the District Plan variations in the most cost effective way.

1.5       This report concludes by recommending that this report be received.

2.0       BACKGROUND

2.1       At the Planning and Regulatory meeting on 10 May 2016 Councillors received a report on the financial implications of the District Plan variations and related growth projects which meant an investment in growth related infrastructure was going to be required much earlier than the 2015-25 Long Term Plan had envisaged.

2.2       The direction of Council in 2015 and 2016 was to proceed with variations to the District Plan for industrial areas at Omahu and Irongate and the residential areas of Iona / Middle Road and Howard Street.  This direction would have financial implications on the debt Council has to incur, the Development Contributions required to service that debt and the potential risk that Development Contributions may have to increase should development not occur at the rates projected.

2.3       Councils are also being encouraged by Central Government to open up as much land as possible for development, yet infrastructure in growth comes with risk for Councils. In most instances and certainly in the Hastings District, even if land is made available it is still at the whim of the developer who may be restricted in how fast they can bring sections and ultimately houses to the market and many will understandably control the release of sections to manage their own risks and control profit margins over the long run.

2.4       In November 2017 Council received a report on the Heretaunga Plains Urban Growth Strategy (HPUDS) and a proposed resetting of greenfields priorities and sequencing for inclusion in the Long Term Plan. Council adopted the sequencing in principle as a basis for future structure planning and indicative infrastructure programming through the 2018-28 Long Term Plan and the 30 Year Infrastructure Strategy.

2.5       Attached as Attachment 1 is a map showing currently active development areas in varying states of progress.

2.6       The adopted sequencing was as follows:

2.7       In that report Council were reminded of the agreed priority setting for growth areas and the infrastructure that was required to make available that land.

3.0       CURRENT SITUATION

3.1       The following is an updated timeline of District Plan Variations currently underway which will ultimately require some form of growth related infrastructure spend from Council.

 

 

Omahu and Irongate Variations

3.2       The Omahu and Irongate Variations have progressed through the submissions and Hearing processes under the Resource Management Act. The Hearing decisions on both variations had been appealed to the Environment Court. The Omahu Appeal has been settled and the consent documents have been signed by the Court which means that this variation is now operative.

3.3       The Irongate appeal has been mediated and a settlement has also been reached. The consent documents have been signed by the Court which means that this variation is also now operative. 

 

Howard Street Variation

3.4       Like the Omahu and Industrial Variations, the Howard Street Variation which brings additional greenfield residential on stream has been through the full resource management process, but has also been appealed to the Environment Court. Informal mediation on this appeal is ongoing.

Iona Variation

3.5       The Draft Iona Structure Plan was released to the community for informal comment, with comments closing on 4th September 2017. The Council has applied to the Minister for the Environment for a direction to adopt the Streamlined Planning Process for the Structure Plan and rezoning for Iona. The Minister issued the direction on 28 February 2018 and the direction has been set with the Notification of the Variation to occur by 6 April 2018 and recommendations to the Minister on the hearing of submissions by 31 July 2018.

 

 

 

Brookvale

3.6       The recommendations from the HPUDS Review identified an area of greenfield land at Brookvale in Havelock North. This area is significantly larger than the area sought by this Council as a replacement for the Arataki extension which currently cannot proceed for reverse sensitivity reasons. A large proportion of this land is also subject to appeal. Mediation on the appeal is due to resume upon the appellant completing the structure plan for the appealed area of land. It is possible that development of this land may proceed sooner than the Council anticipated either by means of resource consent or through the appeal process.

 

Lyndhurst Stage 2

3.7       The deferred zoning on Lyndhurst Stage 2 was lifted in late 2016. The infrastructure corridor upon which the successful servicing of this area relies has recently been agreed. The subdivision of land within Stage 2 has begun with the following progress update:

·    14 titles for Stage 3 have been issued, with titles for an additional 30 lots anticipated for mid-2018.

·    20 lots have been consented for in Stage 6. The estimated construction commencement date is March 2018.

·    The upgrade of Lyndhurst Road is under construction and scheduled for completion in mid-2018.

·    The mains services are scheduled for installation during 2018.

 

2018-28 Long Term Plan

3.8       The draft 2018-28 Long Term Plan has been finalised and a $43m investment plan on top of the 2017/18 budget of $19m has been mapped out over the next ten years. The next 3 years (including the current year) has a heavy investment with $35m budgeted.

 

 

 

3.9      The capital expenditure required to meet this reset sequencing is now reflected in the draft 2018-28 Long Term Plan that is about to be released for consultation.

3.10    The 2017/18 budget of $18.6m is unusually large and includes $14.3m of growth related expenditure that has been carried forward from prior years. Work at Omahu Road and Lyndhurst in particular will get underway with earnest this year.

3.11    The impact of this forecast capital expenditure will have an impact on the debt profile for growth related debt with growth debt solely funded from Development Contributions. The graph below shows the impact on growth related debt compared to the 2015-25 Long Term Plan. Current debt levels are lower than had been anticipated through the 2015-25 LTP with some projects not progressing as previously planned. Industrial developments at Irongate and Omahu Road were heavily weighted to the early years of that plan and while the Irongate water supply and wastewater have largely been implemented, these two development still make up a large proportion of the 2017/18 budget. Likewise Lyndhurst stage II had been budgeted for in the early years of the 2015-25 LTP and is only now progressing.

3.12    The impact of these deferred capital projects is that actual growth related debt is lower at 30 June 2017 than anticipated in the 2015-25 LTP. However the impact of these deferred projects now coming on stream and the reset sequencing following HPUDS 2017 means that projects like Howard Street and Iona/Middle are forecast to happen much earlier than previously forecast. Growth related debt is now forecast to reach $21.5m, significantly more than the $17.9m peak in the 2015-25 LTP.

 

3.13    Increased growth related debt comes with risk to Council as this debt is funded solely through development contributions and any interest incurred on this debt is ring fenced and capitalised. If growth does not occur at rates expected then the level of growth related debt will increase further.

3.14    The residential programme is heavily weighted to the first few years of the 2018-28 LTP with Howard Street, Iona / Middle Road and Lyndhurst all forecast to have significant investments over the first three years of the plan.

3.15    Officers have however been working hard to secure development contributions upfront and have secured development contributions from over 40% of the developable land at Omahu Road. The payment of development contributions has the added benefit to the landowners of reducing their development contributions as well as reducing risk to Council. Officers are also working hard with the landowners at Irongate to secure a larger proportion of development contributions upfront.  While the upfront contributions received from landowners is extremely positive, the timeframe that DC’s are expected to be received has shortened which could still be imparted if development slows.

3.16    While the LTP signals when the capital expenditure will be required, expenditure will only be incurred when demand for sections suggests it is reasonable to do so. If take up of sections does not proceed as predicted, then the timing of capital expenditure can be delayed. Conversely, if section uptake is quicker than expected then this capital expenditure will have to be brought forward, provided all necessary planning, consenting and engineering design has been undertaken.

3.17    Slower than expected growth will impact on the amount of development contributions received and the amount of the growth related debt that can be repaid. This is a risk that Council will have to manage and be cognisant of as it progresses through this greenfield sequencing.

3.18    Industrial

3.19    The Omahu Road and Irongate Industrial developments are progressing well and Council is committed to development works in these industrial development areas. Recent economic activity in Hawkes Bay has provided a boon for Council and enabled the capital expenditure at Omahu Road to be progressed with a much reduced risk profile than had previously been expected. Of the 53ha of developable land at Omahu, Development Contributions have been received for 21.3ha representing $3.9m or 40% of the land available.

3.20    Irongate is also progressing well. Infrastructure for the water supply and wastewater are largely complete and Officers are working with the landowners to secure a large proportion of development contributions up front. This will not only reduce the DC’s payable by the developers due to reduced interest costs, but also reduce the risk to Council. At the time of writing this report, Officers are confident of securing upfront Development Contributions for a further 22ha in addition to the 16ha that have paid or have an agreement to pay by 30 June 2018. This would represent $3.25m of Development Contributions paid upfront or 39% of the 96.5ha of land available for development required to recover all costs associated with this development area.

3.21    The rezoning and release of over 150ha of industrial land in the Hastings District is significant and requires major upfront investments from Council to enable this to occur. The work undertaken by officers to secure upfront Development Contributions has de-risked this investment for Council to a large degree.

 

Provincial Growth Fund

3.22    Availability of supportive funding mechanisms to enable local authorities to manage risk related to the delivery of growth supporting infrastructure prior to receiving the associated development contributions are currently limited or non-existent. Councils are under increasing pressure to meet the needs of growing communities. To ensure continuity of land supply, councils are required to construct growth related infrastructure in advance of development activity.  Unless Councils have funds set aside for this purpose, councils need to borrow funds which are repaid through development contributions (DC’s). 

3.23    The impact of this is twofold, it adds debt to the balance sheet and for some council’s this is not sustainable or possible within their prudential limits. It also adds risk to Council’s finances if growth does not occur as planned and development contributions are not received to repay that debt and meet financing costs. Councils are therefore typically conservative with the timing of growth related infrastructure sometimes resulting in land supply constraints creating supply and demand issues.

3.24    A letter being prepared by Mayor Hazlehurst to the Chief Executives of the Hawke’s Bay Council’s and the Governance of Matariki (REDS) highlights this problem with the lack of any supportive funding mechanisms to enable local authorities to manage risk associated with delivery of growth supporting infrastructure and recommends that this is included in the priorities for Hawkes Bay, for consideration in making an application to the Provincial Growth Fund for assistance.

3.25    Any Central Government funding mechanisms would facilitate earlier delivery of growth infrastructure projects, reducing financial risk to Councils and ratepayers and allowing Hawke’s Bay to capitalise on the associated economic growth opportunities when they arise.

Other critical fail risks

3.26    While the implementation of the adopted growth sequencing provides elevated risk to Council if the economy slows, there are a number of risks Council faces in actually delivering on this programme. There is a delivery risk with having a more aggressive approach to making new land available for development. Council is already under pressure with the largest capital programme in its history. Having this programme of work added to the large water delivery programme and normal business as usual renewal programmes puts pressure on Council’s planning staff and planning consultants, infrastructure design consultants, project managers and civil construction contractors to deliver on this plan.

3.27    The impact of this delivery risk is that growth opportunities could be missed which may have long lasting economic implications for this district.  The chief Executive and senior management are very aware of this risk and are continuing to look for ways to mitigate this risk going forward.

4.0       SIGNIFICANCE AND ENGAGEMENT

4.1       While the financial implications of the infrastructure investments for growth projects are significant, this report is for information only purposes and at this stage no decision is required that would be considered significant in relation to Council’s Significance and Engagement policy.

4.2       The timing of related infrastructure investments for growth projects has been included in the 2018-28 Long Term Plan and will be consulted on as part of that consultation process.

5.0       RECOMMENDATIONS AND REASONS

A)        That the report of the Chief Financial Officer titled Growth Development Investments - Risk Assessment dated 20/03/2018 be received.

B)        That Council note the advice on financial risk associated with the proposed programme of infrastructure investment for growth related projects.

With the reasons for this decision being that the objective of the decision will contribute to meeting the current and future needs of communities for good quality local infrastructure in a way that is most cost-effective for households and business by:

i)          Ensuring that Council is aware of the risks associated with the implementation of the infrastructure required to enable the adopted growth sequencing to occur in the most cost effective way.

 

 

Attachments:

 

1

Growth Development Areas

FIN-09-4-18-159

 

 

 

 


Growth Development Areas

Attachment 1

 

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