Agenda of Corporate and Strategic Committee

Follow-ups from Previous Corporate and Strategic Committee Meetings

Attachment 1

Follow-ups from Corporate and Strategic Committee Meetings

23 September 2015

	Agenda Item	Follow-up / Request	Person Responsible	Status Comment
1	HB Tourism Update	Arrange a famil with Councillors out in the field	A Dundas /L Lambert	A suitable date has yet to be arranged.
2	HR annual report	Health & Safety update to become a standing agenda item	L Hooper /V Moule	Added to next C&S agenda as a standing item
3	HR annual report	Distribution of merit payment criteria	V Moule	Emailed 1 October, ref *follow-up 3* following
4	Gravel resource inventory & gravel demand	Provide Gravel resource management review programme timelines	M Adye	Paper for 8 December E&S meeting

Follow-up 3

From: Leeanne Hooper Sent: Thursday, 1 October 2015 2:46 p.m.

Subject: Criteria for Staff Merit Pay Increases

Good afternoon,

Following up from a query at the Corporate & Strategic Committee meeting on 23 September, following is the criteria used when assessing staff performance for Merit increases.

What are the criteria for being a recipient of a staff recognition payment?

· Before being considered for a staff recognition payment staff must be at, or near, the top of their range.

· There are two categories: ‘Exceptional Performer’ – 110 to 115% and ‘Very Good Performer’ 103, 105, 107.5%.

Exceptional Performer:

Ø Widely recognised as producing exceptional work of a consistently high standard.

Ø Very rarely fails to exceed expectations.

Ø Has an excellent, positive attitude.

Ø Very highly motivated.

Ø Very strong commitment to continuous improvement.

Ø Outcomes and outputs clearly show a ‘value added’ component on most occasions.

Ø High level of comfort dealing with ambiguity.

Ø Clearly understands the ‘bigger picture’ implications.

Ø Regularly looks for new opportunities, ‘breaks down barriers’ and shows high levels of initiative.

Ø Is widely recognised as a person with strong positive influence both internally and externally.

Ø Regularly gets great unsolicited feedback.

To achieve at 110 or 115% of EMV (Estimated Market Value), all of the above criteria must be answered affirmatively.

Very Good Performer:

Ø Achieves at a high, if not exceptional, level on a consistent basis.

Ø Exceeds expectations most of the time.

Ø Has a very positive attitude.

Ø Highly motivated.

Ø Often shows high levels of initiative and ability to ‘break down barriers’.

Ø Considers ‘value added’ component of outcomes/outputs in most instances.

Ø Is recognised as a person with positive influence both internally and externally.

Ø Often receives unsolicited positive feedback.

Ø Is comfortable dealing with ambiguity.

Ø Rarely gets concerned by the micro issues.

Ø Strong commitment to continuous improvement.

Very good performer would apply to 103, 105, 107% of EMV (being the 100% market based salary level-Estimated Market Value).

For 105% and above all of the criteria need to be answered affirmatively.

For 103% no more than two of the criteria may be ‘lacking’ but all others must be answered affirmatively.

Regards,

Leeanne Hooper

HAWKE’S BAY REGIONAL COUNCIL

Corporate and Strategic Committee

Wednesday 18 November 2015

SUBJECT: November 2015 Public Transport Update and Fare Review

Reason for Report

1. This purpose of this agenda item is to:

1.1. provide the Committee with an update on Council’s public transport operations; and

1.2. provide the findings of a review of bus fares in order to make a recommendation to Council.

General Information

2. There were 8.4% fewer bus passenger trips in July to October than during the same period last year. While this drop in passenger transport use is concerning, it is consistent with most regions around the country where services have not recently been increased. Lower petrol prices and improved economic conditions are thought to have been the main contributing factors to this.

3. A number of service improvements are currently being investigated by the transport team and if considered worth trialling and subject to Council approval, could be implemented with the commencement of the new contract in August 2016.

Bus Passenger Trips

4. Diagram 1 shows total bus passenger trips during 2012-13, 2013-14, 2014-15 and 2015-16 YTD.

Diagram 1 – Passenger Trips – 2012-13, 2013-14, 2014-15, 2015-16 YTD

5. Average monthly patronage during 2012-13, 2013-14, 2014-15 and 2015-16 YTD is shown in Diagram 2.

Diagram 2 – Total Annual Passenger Trips and Monthly Averages

Year	Total Annual Trips	Monthly Average
2012-13	761,392	63,449
2013-14	799,845	66,653
2014-15	744,692	62,057
2015-16 (YTD)	245,869	61,467

Bus Service Costs

6. The following table shows the net cost (after fares and excluding GST) of operating the goBay bus service in 2012-13, 2013-14, 2014-15 and 2015-16 YTD. The costs include base contract and quarterly incentive and indexation costs, which accounts for the significant price fluctuations between months.

Diagram 3 – Net Cost of Bus Service – 2012-13, 2013-14, 2014-15 and 2015-16 YTD

Year	Jul	Aug	Sep	Oct	TOTAL
2012-13	$224,406	$206,395	$217,298	$229,967	$878,066
2013-14	$186,170	$278,969	$182,220	$187,613	$834,972
2014-15	$168,720	$157,262	$264,227	$174,153	$764,362
2015-16	$142,779	$189,698	$213,309	$148,791	$694,577

(53% of this cost is met by the New Zealand Transport Agency).

Fare Recovery

7. Fare recovery is the portion of the total cost of the service that is covered by fares (including Supergold payments from central government). The following table shows fare recovery in 2012-13, 2013-14, 2014-15 and 2015-16(YTD).

Diagram 4 – Fare Recovery – 2012-13, 2013-14, 2014-15 and 2015-16 YTD

2012-13	34.26%
2013-14	38.24%
2014-15	38.69%
2015-16 (YTD)	40.60%

Bus Service Tender

8. The bus service contract was recently re-tendered for a period of nine years from 1 August 2016. Six conforming tenders were received, as well as a number of alternative tenders. The contract was won by the current operator, Go Bus Transport Ltd.

Bus Stops

9. NCC has commenced a programme of formalising Napier bus stops.

Review of Bus Fares

10. NZTA policy requires regional councils to undertake a review of bus fares, discounts, concession and ticket types annually.

11. The last fare increase, of 3.6%, was implemented in September 2014. However, since then, the NZTA Cost Index for Public Transport (which is used to adjust contract prices to account for inflation) has fallen by 1.06%.

12. Current fare details are set out in diagrams 5 and 6.

Diagram 5 - Current Fares

Single Trip Cash Fares

	*Adult*	*Tertiary Student/* *Community Services Card*	*Child/High School Student/* *Senior*
1 Zone	$3.60	$2.40	$1.80
2 Zone	$5.40	$3.60	$3.00
Express	$4.20

Single Trip Smartcard Fares (approx. 20% cheaper than cash fares)

	*Adult*	*Tertiary Student/* *Community Services Card*	*Child/High School Student/* *Senior*
1 Zone	$2.88	$1.90	$1.43
2 Zone	$4.28	$2.86	$2.14
Express	$3.65

Diagram 6 - Current Zones

1 Zone Trip	2 Zone Trip
Napier, Tamatea, Taradale, and EIT	Napier, Tamatea and Taradale (before EIT) to Hastings/Flaxmere/Havelock North
Hastings, Havelock North, Flaxmere and EIT	Hastings, Havelock North, Flaxmere to Taradale (after EIT), Tamatea or Napier

13. EIT students pay only a one zone fare as EIT is the zone boundary. A single smartcard trip to/from EIT is $1.90 (with EIT student ID).

14. SuperGold cardholders travel free between 9am and 3pm Monday to Friday and anytime on weekend/public holiday services. HBRC is reimbursed for these fares by the NZ Transport Agency.

15. DHB patients travelling from Napier to Hawke’s Bay Hospital, travel free of charge on production of a valid DHB appointment card/letter. HBRC is reimbursed for these fares by the DHB.

16. As seen in Diagram 7, almost 86% of goBay fares are concessionary fares of one type or another.

Diagram 7 - Passenger Category Percentages 2014-15

2014-15	Trips	%
Adult	122,498	16.8%
Child/High School student	204,468	27.5%
Community Services Cardholder	125,300	16.8%
DHB Appointment Cardholder	3,265	0.4%
Promo/10-trips sold directly by HBRC	14,227	1.9%
Senior	16,357	2.2%
SuperGold Cardholder	115,753	15.5%
Tertiary Student	97,325	13.1%
Transfer	42,561	5.7%
Total	744,692	100.0%

17. Diagram 8 shows fare types and fare recovery rates for other regions. It is not possible to directly compare fares across regions, due to differences in fare structures and zone sizes, but the fare recovery rate provides a suitable means of comparison.

Diagram 8 - A comparison with other regions based on 2014-15 information

Region/city	Fare Recovery	Tertiary Student Fare	Disabled Fare	Community Services Fare
Auckland	51%	√	√
Bay of Plenty	31%	√
Canterbury	40%
Greater Wellington	55-60%
*Hawke’s Bay*	39%	√		√
Horizons	44%	√		√
Invercargill	36%
Nelson	64%	√		√
Otago	48%	√	√
Taranaki		√	√	√
Waikato	38.96%

(All regions provide discount for children, high school students and seniors/SuperGold cardholders).

18. Hawke’s Bay, while not among the highest of fare recovery rates, is similar to other comparable regions. The fare recovery has improved considerably, from 32% in 2011-12.

19. The new lower contract price from 1 August 2016, will benefit both taxpayers and regional ratepayers, and ‘sharing’ this benefit with passengers by keeping fares at their current level may encourage more uptake of public transport. Projections show that based on the decreased cost of the services and assuming the current level of patronage and revenue, the fare recovery rate is expected to increase to around 46%.

20. Given the fluctuating petrol prices and the fall in public transport patronage during 2014-15, it is also possible a fare increase would have a further negative effect on public transport usage.

21. In light of the decline in patronage and decrease in the real cost of operating the service, we therefore do not recommend an increase in fares during 2015-16. However, a fare review should be undertaken again in 2016-17.

SuperGold Card Scheme Update

22. Changes have been made to the funding of the SuperGold scheme which provides free off-peak bus travel for people with a SuperGold card. The Minister of Transport has announced that from 2016-17 funding for this scheme will be capped and each region will be bulk funded. Regional allocations will be adjusted annually by the Consumer Price Index but there will be no funding to accommodate growth in numbers of users of the scheme or in the number of trips taken.

23. Regional Council staff from around the country recently attended a workshop in Wellington to try to work out an equitable way for the fund to be shared among the councils. Several options are being modelled but no preferred options have yet been identified. Regional councils will be formally consulted on several options before NZTA makes a final decision in early 2016.

Total Mobility

24. The Total Mobility Scheme, which is funded by regional council, local councils and the NZTA, provides subsidised taxi transport for people who have a permanent illness or disability which prevents them from using public transport.

25. The following tables show the number of Total Mobility trips made during 2012-13, 2013-14 and 2014-15 and the corresponding costs (excl GST).

26. There were 23,354 trips in the first three months of this year, compared with 23,947 in the same period last year, a decrease of 2.5%. Expenditure decreased by 6.8%, from $160,491 in the first quarter of 2014-15 to $149,471 this year. The reasons for this are not yet clear (although Total Mobility use can be very weather-dependent) and it is too early to tell whether this trend will continue.

Diagram 9 – Total Mobility Trips – 2012-13, 2013-14, 2014-15

Year	Jul	Aug	Sep	Oct	Nov	Dec	Jan	Feb	Mar	Apr	May	June	Total
2012-13	6,753	6,839	6,471	7,256	6,925	6,447	6,022	6,320	6,614	6,850	7,106	6,382	79,985
2013-14	7,401	6,804	6,611	7,658	7,365	7,185	6,546	7,032	7,605	7,745	7,707	7,188	86,847
2014-15	8,320	7,950	7,677	8,267	7,701	7,948	6,354	6,901	8,245	7,328	7,737	7,852	92,280
2015-16	7,949	7,219	8,186										23,354

Diagram 10 – Total Mobility Cost ($, excl GST) – 2012-13, 2013-14, 2014-15, 2015-16 (YTD)

Year	Jul	Aug	Sep	Oct	Nov	Dec	Jan	Feb	Mar	Apr	May	June	Total
2012-13	44,451	44,877	43,241	46,216	45,382	39,880	37,347	40,862	44,382	43,927	47,613	43,394	521,572
2013-14	49,274	46,153	43,965	50,189	47,744	46,968	39,581	46,567	52,047	50,715	51,078	49,348	573,629
2014-15	55,780	53,489	51,222	54,492	53,590	49,973	38,990	45,943	52,581	46,747	50,972	51,422	605,201
2015-16 YTD	50,876	46,254	52,339										149,469 YTD

(60% of this cost is met by the New Zealand Transport Agency).

Decision Making Process

27. Council is required to make a decision in accordance with the requirements of the Local Government Act 2002 (the Act). Staff have assessed the requirements contained in Part 6 Sub Part 1 of the Act in relation to this item and have concluded the following:

27.1. The decision does not significantly alter the service provision or affect a strategic asset.

27.2. The use of the special consultative procedure is not prescribed by legislation.

27.3. The decision has been considered in accordance with Council’s Significance and Engagement Policy.

27.4. The persons affected by this decision are bus users in the region.

27.5. Options that have been considered include increases in bus fares and other fare structures.

27.6. The decision is not inconsistent with an existing policy or plan.

28. Given the nature and significance of the issue to be considered and decided, and also the persons likely to be affected by, or have an interest in the decisions made, Council can exercise its discretion and make a decision without consulting directly with the community or others having an interest in the decision.

Recommendations

1. That the Corporate and Strategic Committee receives the November 2015 Public Transport Update report.

2. The Corporate and Strategic Committee recommends that Council

2.1 Agrees that the decisions to be made are not significant under the criteria contained in Council’s adopted Significance and Engagement Policy, and that Council can exercise its discretion under Sections 79(1)(a) and 82(3) of the Local Government Act 2002 and make decisions on this issue without conferring directly with the community.

2.2 Agrees that bus fares remain at current rates for the remainder of the 2015-16 financial year, and to review fares again in 2016-17.

Megan Welsby

Sustainable Transport Coordinator

Anne Redgrave

Transport Manager

Liz Lambert

Chief Executive

Attachment/s

There are no attachments for this report.

HAWKE’S BAY REGIONAL COUNCIL

Corporate and Strategic Committee

Wednesday 18 November 2015

Subject: Recording of Councillor Attendance

Reason for Report

1. Councillors have requested a re-consideration of what is recorded in relation to attendance records for Council, Committee and other meetings and requirements of the Remuneration Authority and Audit.

2. The following information, including Council’s adopted Councillor Remuneration and Allowances Policy (attached) is provided to inform the discussion and debate for Councillors in reaching a decision as to what information they wish staff to report in the Annual Report in relation to elected members’ attendance at meetings.

Audit Requirements

3. Audit requires there to be a record of attendance at meetings as relates to Travel Claims for mileage to-from Council and Committee meetings, and any other meetings or functions that Councillors are paid a travel allowance for, as part of the disclosure of Councillor Remuneration/Payments.

4. How, or if, that attendance record is provided as part of the Annual Report is a decision for Council to make, however staff are required to record and maintain records of transactions that are the source of whatever is reported upon request – by Audit or by any member of the public (in accordance with LGOIMA).

5. If councillors wish to claim travel or mileage for attendance at meetings, the detailed record of attendance must be provided to staff for recording on the attendance register and saving on Council’s EDRMS in accordance with the Public Records Act and for Audit as supporting documentation.

6. In addition, Audit requires that Council and Committee meeting attendance ‘overall’ is reported against the specific performance measures in the Long Term Plan/ Annual Plan for the Governance, Community Engagement & Services Activity 3 Community Representation & Regional Leadership. There are two level of service measures, which are:

6.1. Councillors’ attendance at monthly Council and Committee meetings achieving at least 90% attendance of elected and appointed members – with the required action to achieve the performance target being to “monitor and record meeting attendance”

6.2. Attendance at Maori Committee meetings rate of at least 80% maintained – with the required action to achieve the performance target being to “monitor and record meeting attendance”.

Remuneration Authority Determination for HBRC

7. The Remuneration Authority, in accordance with the Local Government Act, determines what remuneration, allowances and expenses elected representatives are entitled to, and approval of the Council’s rules and policies for the payment of those.

Local Government Act Requirements

8. The following sections of the Local Government Act apply.

Subpart 1—Local authorities

Governance and management

39 Governance principles

A local authority must act in accordance with the following principles in relation to its governance:

(a) a local authority should ensure that the role of democratic governance of the community, and the expected conduct of elected members, is clear and understood by elected members and the community; and

(b) a local authority should ensure that the governance structures and processes are effective, open, and transparent; and

Remuneration of members

6 Remuneration Authority to determine remuneration

(1) The Remuneration Authority must determine the remuneration, allowances, and expenses payable to—

(a) mayors, deputy mayors, chairpersons, deputy chairpersons, and members of local authorities

(b) chairpersons of committees of local authorities …

(2) …

(3) The Remuneration Authority may do 1 or more of the following things under subclause (1) or (2):

(a) fix—

(i) scales of salaries

(ii) scales of allowances

(iii) ranges of remuneration

(iv) different forms of remuneration

(b) prescribe—

(i) rules for the application of those scales, ranges, or different forms of remuneration

(ii) rules for reimbursing expenses incurred by members

(i) between persons occupying equivalent positions in different local authorities, community boards, or local boards:

(ii) between persons occupying equivalent positions in the same local authorities, community boards, or local boards:

(d) …

(e) approve rules proposed by a local authority for reimbursing expenses incurred by members, subject to any conditions that the Authority thinks fit.

Schedule 10 Long-term plans, annual plans, and annual reports

Part 3 Information to be included in annual reports

32 Remuneration issues

(1) An annual report must include a report on the remuneration that, in the year to which the report relates, was received by, or payable to, each of the following persons:

(a) the mayor or chairperson of the local authority:

(b) each of the other members of the local authority:

(2) The report under subclause (1) must show, in relation to each person specified in that subclause, that person's total remuneration for the year.

(3) To avoid doubt, subclause (2) applies to the total remuneration (including the value of any non-financial benefits) that, during the year, was paid to the person, or was payable to the person, by the local authority and any council organisation of the local authority.

Summary

9. Council is requested to advise staff what they wish to have reported in the Annual Report in relation to attendance at Council and other meetings while ensuring that all legislative and audit requirements are complied with.

Decision Making Process

10. Council is required to make a decision in accordance with the requirements of the Local Government Act 2002 (the Act). Staff have assessed the requirements contained in Part 6 Sub Part 1 of the Act in relation to this item and have concluded the following:

10.1. The decision does not significantly alter the service provision or affect a strategic asset.

10.2. The use of the special consultative procedure is not prescribed by legislation, nor is the decision inconsistent with an existing policy or plan.

10.3. Given the nature and significance of the issue to be considered and decided, and also the persons likely to be affected by, or have an interest in the decisions made, Council can exercise its discretion and make a decision without consulting directly with the community.

Recommendations

1. That the Corporate and Strategic Committee receives the “Recording of Councillor Attendance” report.

2. The Corporate and Strategic Committee recommends that Council:

2.1. Agrees that the decisions to be made are not significant under the criteria contained in Council’s adopted Significance and Engagement Policy, and that Council can exercise its discretion under Sections 79(1)(a) and 82(3) of the Local Government Act 2002 and make decisions on this issue without conferring directly with the community.

2.2. Provides guidance to staff on the range of engagements (including formal meetings) attended by councillors that are to be recorded and then reported in the Council’s Annual Reports.

Leeanne Hooper

Governance & Corporate Administration Manager

Liz Lambert

Chief Executive

Attachment/s

Councillor Remuneration and Allowances Policy

HAWKE’S BAY REGIONAL COUNCIL

Corporate and Strategic Committee

Wednesday 18 November 2015

Subject: Objectives for Inter Council Cooperation

Reason for Report

1. The regional debate around the proposed reorganisation of local government structures in Hawke’s Bay saw regional collaboration and shared services promoted as optimal vehicles for pursuing greater efficiency and cost-effectiveness in the provision of services to Hawke’s Bay, and in gaining greater strategic alignment on infrastructure priorities and investment.

2. Following the reorganisation poll, the Mayors of the Region and the Regional Council Chairman agreed that their Councils should consider a significant strengthening of regional collaboration and shared services initiatives in order to deliver more cost-effective and streamlined service provision for Hawke’s Bay.

3. On 30 November all Hawke’s Bay councillors have been invited to attend a meeting where the focus of discussion will be on activities that are carried out by all five councils and how regional collaboration and shares services should be prioritised.

4. The purpose of this paper is to offer the committee an opportunity to identify priorities for the Hawke’s Bay Regional Council, on the assumption that preparatory work may be required ahead of the 30 November meeting.

HB LASS Ltd Progress

5. There are now a number of active work streams that involve many staff from within each of the shareholding councils.

5.1. The Board has met with representatives of the Manawatu/Wanganui shared services organisation (MW LASS Ltd) and this has provided a number of opportunities to participate in shared services activities across a greater spread of Council organisations.

When reviewing the projects that Manawatu/Wanganui LASS, Bay of Plenty Lass and Waikato Lass have implemented, HB LASS Ltd was able to confirm that much of the ‘lower hanging fruit’ (particularly in terms of cost savings) had already been achieved by the Hawke’s Bay councils working together before the formation of HB LASS.

5.2. As a direct consequence of the meeting with Manawatu/Wanganui LASS HB LASS Ltd participated in an Insurance Brokerage Tender process that involved councils that are members of HB LASS, MW LASS, BOP LASS and a consortium of West Coast South Island Councils. The Hawkes Bay councils spend in excess of $3 million per annum on insurance; the scale provided by the large number of Councils participating is generated opportunities for considerable financial benefits to all the Councils. The savings, of in excess of $900,000 in the 2015/16 financial year are considered to be significantly greater than would have been achieved by the five councils in Hawke’s Bay acting on their own.

5.3. In November 2014 the Board agreed on the letting of a tender for the provision of Digital Ortho photography for the five Councils. The tender was for a total value of $547,000. Officers of the Councils have identified that the collaboration on this project will enable a contribution of $70,000 from Land Information New Zealand towards the costs by and savings of in excess of $100,000 to be made across the five Councils.

In September 2015 HB LASS Ltd launched the Hawke’s Bay Viewer site. This aspect of the GIS project provides a single entry point access to the Hawkes Bay CDEMG Hazards data and provides access to all of the HB LASS councils GIS systems.

5.4. The Collaborative Fleet Management Group continues to meet on a regular basis. The savings that each Council gains from the participation in the syndicated fuel contract are ongoing as are the benefits of shared information and practises.

5.5. HB LASS sees the achievement of IS shared services as the foundation stone for progress with other significant Shared Services projects.

The IS Advisory Group has developed and implemented its short-term strategic plan with key objectives being aligning the Information Services (IS) functions of the region’s five Councils, achieving a level of shared service capability across IS infrastructure and resourcing and to create a state of ‘enablement’ for the delivery of future ‘operational’ shared services with other Councils, regionally and nationally. The alignment of shared ICT infrastructure, operating environments, application software and personnel has been challenging given that each Council is on different purchasing cycles for expensive infrastructure. However the project has now reached a milestone whereby the Board has approved further work around a two-site ICT Shared Infrastructure purchase.

5.6. Officers from all the Councils have met to discuss options for an Asset Management project. It has been agreed that it should initially progress one initiative from each of 3 key themes being;

5.6.1. Procurement Management

5.6.2. Consistency, and

5.6.3. Support services.

5.7. The Chief Financial Officers from the five councils have presented a proposal for the development of a business case to create a specialised internal audit function providing internal audit support across the five councils.

5.8. Outside of the formal projects that have been discussed above the and as a consequence of the collaborative approach that follows from the work of HB LASS, other individual arrangements have progressed over the last twelve months including among other things the sharing of Human Resources capability between some Councils, arrangements for Health & Safety, sharing of executive staff.

S.17A Reviews

6. Since the conclusion of the reorganisation poll the Chief Executives of the five councils have met specifically to discuss s.17A reviews.

7. The amendments to the LGA that came into effect in 2014 (the introduction of section 17A) require councils to review the cost-effectiveness of current arrangements for meeting the needs of communities within its district for good-quality local infrastructure, local public services, and performance of regulatory functions. The Act requires that regional approaches be considered as part of this work.

8. While a separate paper will be prepared and presented to Council on this topic it is worth noting that s 17A provides a mechanism to enable the Council to explore, with its regional partners and potentially others, mechanisms and initiatives for improving the funding, governance and delivery of local government services in Hawke’s Bay in order to improve the quality and cost-effectiveness of those services.

Conclusion

9. The 30 November meeting will include a presentation on the reviewed Regional Economic Development Strategy.

10. Identification of other matters for discussion, either on that day or at a later opportunity, will be of assistance so that any preparatory work can be undertaken.

Decision Making Process

11. Council is required to make a decision in accordance with Part 6 Sub-Part 1, of the Local Government Act 2002 (the Act). Staff have assessed the requirements contained within this section of the Act in relation to this item and have concluded that, as this report is for information only and no decision is to be made, the decision making provisions of the Local Government Act 2002 do not apply.

Recommendations

1. The Corporate and Strategic Committee receives the report and provides guidance to staff on priority matters that may require additional investigation prior to the 30 November meeting of all Hawke’s Bay councillors.

Liz Lambert

Chief Executive

Attachment/s

There are no attachments for this report.

GENERAL SUBJECT OF THE ITEM TO BE CONSIDERED	REASON FOR PASSING THIS RESOLUTION	GROUNDS UNDER SECTION 48(1) FOR THE PASSING OF THE RESOLUTION
Independent Member Recommendation from the Finance Audit and Risk Sub-committee	7(2)(a) That the public conduct of this agenda item would be likely to result in the disclosure of information where the withholding of the information is necessary to protect the privacy of natural persons.	The Council is specified, in the First Schedule to this Act, as a body to which the Act applies.

1	Health and Safety Reporting Dashboard - 1 July 2015 to 30 October 2015
2	Director Health and Safety Checklist
3	HS1 Form Template

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