Accountability and Performance Committee April 2012 Part Two

Accountability and Performance Committee 04 April 2012
File No.: CP2012/04601
Executive Summary
Officers have reviewed Regional Facilities Aucklands (RFA) half-year report for the six months from 1 July 2011 to 31 December 2011. (Attachment A). This report summarises officers review, incorporating issues that officers have raised and discussed with RFA. Key points from the half-year report are that RFA:
x
Established a vibrant programme of commercial, professional and community events for 2011/12 and are seeking to secure a wider offering of major commercial entertainment for 2012-14 in line with creating Auckland as the worlds most liveable city. Have an operating deficit (before and after tax) of $9.2 million for the half-year ending 31 December 2011, after receiving $42.3 million operational funding from council. This result was $1.7 million unfavourable against the budgeted operating deficit of $7.5 million. Is on track to achieving the annual targets as indicated from the performance targets measured quarterly.
Rt Hon. Sir Donald McKinnon, Chair of the RFA board, and Mr Robert Domm, Chief Executive of RFA, will present to the meeting, and answer any questions the Accountability and Performance Committee may have.
Recommendation/s
a) b) That the report be received. That the Committee receive the 2011/12 half year report of Regional Facilities Auckland (RFA) noting that: i) RFA has reported an operating deficit of $9.2 million for the six months ending 31 December 2011, after receiving $42.3 million operational funding from council, which is unfavourable by $1.7 million against the budgeted deficit of $7.5 million. RFA key capital projects completed are: 1) Viaduct Events Centre opened in August 2) Te Wao Nui at Auckland Zoo opened in September 3) Auckland Art Gallery re-opened in September From the performance targets measured half yearly, RFA is on track to achieving the annual targets.
ii)
iii)
c)
That the Committee thank Rt Hon. Sir Donald McKinnon, chair of the RFA board, and Mr Robert Domm, chief executive of RFA, for their attendance.
Background
RFA is a council-controlled organisation (CCO) of Auckland Council, responsible for providing a regional perspective for the development of Aucklands arts, culture and heritage, leisure, sport and entertainment venues, including Auckland Art Gallery, Viaduct Events Centre, Auckland Zoo, Mt Smart Stadium, Western Spring Stadium, Aotea Centre and Civic Theatre.
Regional Facilities Auckland half-year report to 31 December 2011
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Key components of RFAs business include performing arts and entertainment, meetings and conventions, sports, and collection-based institutions. RFA plays a key role in providing access to a wide range of recreation, leisure and arts opportunities, attractions and quality programmes. It attracts visitors, and provides jobs through its quality events, venues and activities. In accordance with RFAs SOI, it is required to submit to the council its half-year report. Officers have reviewed RFAs half-year report for the six months ending 31 December 2011. RFAs report includes year-to-date as well as second quarter information and results (1 October to 31 December 2011). The commentary mainly focuses on the second quarter because RFA have already provided commentary on the first quarter (1 July to 30 September 2011). This report focuses on performance for the half-year, which covers two quarters. The issues raised by officers during the review have been discussed with RFA. Financial performance
STATEMENT OF FINANCIAL PERFORMANCE FOR 6 MONTHS TO 31 DECEMBER 2011 (UNAUDITED)
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Accountability and Performance Committee 04 April 2012 Operating Deficit RFA has reported an operating deficit (before and after tax) of $9.2 million for the half year ending 31 December 2011, after receiving $42.3 million operational funding from council. This result was $1.7 million unfavourable against the budgeted operating deficit of $7.5 million. The variance was driven by a number of factors including one-off establishment costs; two major concerts not eventuating; foregone revenue at the Viaduct Events Centre; and urgent un-budgeted repairs required for Mt Smart. This was partially offset by a net $200,000 surplus from events that achieved higher than budgeted external revenue of $4.8 million and additional expenditure of $4.6 million relating to those events. RFA note that the original budgeted operational costs for the new Viaduct Events Centre were understated given the operating programme and the interest shown in the facility. The venue has had to spend more to facilitate the business it is undertaking. An efficiency programme to deliver the annual savings/additional revenue of $4 million is underway. Through the budgeting process RFA have identified a potential $2 million, with a further $2 million still to find. The efficiency savings have not materialised to date, however RFA have placed a number of measures to attenuate this situation. It is uncertain from the information in this quarter, if the savings will be secured due to the current operating deficit, however RFA advise that they are committed to securing these savings for the next six months. Non-Operating Income Capital expenditure funding was previously recorded as non-operating income within the statement of financial performance. Council have changed the treatment of capital expenditure funding to record as being debt funded. This has resulted in the $6.4 million Capex funding from Auckland Council unfavourable variance as capital expenditure is now a loan and RFA are responsible for the interest payments. However, the money for capital expenditure is not presented in the Statement of Financial Performance but is presented in the Auckland Council Statement of Financial Position in the current account as current liabilities for group accounting purposes. The report details a $1.9 million unfavourable variance from Other revenue to fund capital expenditure. The capital subsidies are the funds being raised by the Auckland Art Gallery Foundation towards the Art Gallery Project. The funds were due prior to 31st December 2011, however were received in February 2012.
STATEMENT OF KEY CAPITAL PROJECTS FOR THE HALF YEAR TO 31 DECEMBER 2011
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RFA has completed and opened a number of capital projects of high significance, including the Art Gallery, Te Wao Nui at Auckland Zoo and the Viaduct Events Centre in this half year. The capital expenditure of $16 million is under-spent by $615,000 against a budget of $16.6 million for the year to date. Explanations for key variances are: The Edge building renewals are currently under-budget by $2 million, with $406,000 spent to date, the budget for the year to date is $2.4 million. The key capital project summary has reported a decrease from the first quarter report from $913,000 to $406,000. RFA have confirmed that this is a result of re-classification between The Edge and Aotea Centre ASB Theatre renewals. The Edge building renewals are currently under-budget due to timing of the renewal works. RFA are investigating significant renewal works concerning weather-tightness issues of the building, prior to the work being commissioned, they anticipate that these works will commence in April 2012. RFA note that while the Art Gallery Capital cost of $8.5 million is presenting an unfavourable variance of $3 million against budget of $5.5 million they advise that the final capital expenditure will be within Councils provision, as the budget will be reviewed under an investment proposal as part of the 2011/12 budget re-forecasting. RFA have also advised that they are undertaking in conjunction with Council an assessment of the Auckland Art Gallery Foundation funding budgeted for 2011-2012. The Art Gallery Foundation will not be able to raise all the budgeted funds, due to the current economic conditions. This issue is being reviewed under an investment proposal as part of draft Long Term Plan 2012-22 process. Performance measures Officers note that from the performance targets measured, that RFA is on track to achieving the annual targets. RFA have now added 12 new performance measures in line with their strategic framework as requested in the 2011/12 SOI. The new performance measures relate to:
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x x
RFA are currently establishing baselines to enable monitoring of the new performance measures in the second half of the 2011/12 year.
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x x
Venues and collections are properly cared for and fit for purpose for every generation; People living positive healthy lifestyles through more participation in cultural, recreational and sporting experiences; Strong cohesion through connections, knowledge and understanding through our people coming together more to learn, meet and celebrate; Assist our industry sectors to contribute greater value to the Auckland economy through working with our partners to build capacity.
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Degree of Alignment Auckland Council: RFA have input to the CBD Master Plan and draft Long-Term Plan including the development of Asset Management Plans, Investment Proposals and Activity Plan. Local Boards: RFA have meet all local boards. RFA have also developed in consultation with local boards a Local Board engagement plan. Other CCOs: A number of collaborative projects have progressed with Auckland Transport including parking at the Bruce Mason Centre and a wider parking study at RFA facilities; ATEED with the events calendar production, Viaduct Events Centre and protocol on events coordination; and Waterfront Auckland, with the Rugby World Cup. Other matters ASB Theatre: The Strategy and Finance committee approved the construction budget for the ASB Theatre refurbishment provided that RFA provides updated projections of the projects benefits, the operating consequences and that RFA continues to meet the funding criteria. RFA note that to date Hawkins construction have been appointed and construction work has commenced within the theatre. The project is tracking in accordance with the programme, with phase one due for completion in March 2012. The structural steel for the plant room has been delivered; the orchestra pit and stage pit lifting are ongoing. We have been advised that the third quarter report will include the performance measures and operating costs for the ASB Theatre.
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Under the current Advisory and Management Agreement with the council, RFA continued to provide advice to the council, in relation to the councils statutory obligations regarding RFA+ entities5. RFA has worked with the Auckland War Memorial Museum, Museum of Transport and Technology, and the Auckland Regional Amenities Funding Board on the statutory levy for the 2012/13 financial year.
Decision Making
No applicable.
Significance of Decision
Not applicable.
Maori Impact Statement

RFA have had formal and informal discussions with the Independent Maori Statutory Board. They are also in the process of developing in consultation with the Independent Maori Statutory Board a draft Engagement Plan, including the practical implications on implementing this plan. It is recognised that reporting on Maori wellbeing could improve across CCOs, where relevant, and within Council. In order to facilitate better planning and delivery for the outcomes that CCOs contribute to, the following actions will be taken: x The CCO Governance and monitoring team have recently updated the Quarterly Report template for CCO reporting which will include contribution to Maori wellbeing. This will result in a better picture of CCO progress against Maori outcomes and will be reflected in the Third Quarter Report and all subsequent reports by CCOs. The Maori Strategy & Relations team have provided strategic direction for Maori Wellbeing outcomes into council's Auckland Plan, Long Term Plan and Unitary Plan, this work will be used as the basis for officer comments on ways in which CCOs SOI for 2012 - 2015 could be improved. The CCO governance and monitoring team will continue to work with IMSB and others on a monitoring framework, which could be applied to CCOs with respect to Maori wellbeing.
Consultation
Not applicable.
Local Board Views

The half-year reports of all CCOs and Watercare are provided to local boards for their information via the Local Board Services Department.
Financial and Resourcing Implications

Not applicable.
Legal and Legislative Implications

Not applicable.
Implementation Issues
Not applicable.
RFA+ is a notion that RFA is using to describe all the entities, which RFA has a relationship with and have their own governance structures. Examples include The Trust Stadium, MOTAT and entities under Auckland Regional Amenities Funding Act 2008. Page 154
Attachments
No. A Title Regional Facilities Auckland Limited 2011/12 Half-Year Report for the six months ending 31 December 2011 Page 157
Signatories
Authors Authorisers Colette Farrer, Advisor CCO Governance and Monitoring Jaine Lovell-Gadd, Manager CCO Governance and Monitoring Andrew McKenzie, Chief Finance Officer
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File No.: CP2012/04604
Executive Summary
In accordance with Auckland Council Property Limiteds (ACPL) statement of intent (SOI), ACPL is required to submit a half-year report. ACPL s report includes year-to-date as well as second quarter (1 October to 31 December) results while the commentary focuses primarily on the second quarter because ACPL has already provided commentary on the first quarter. This officers' report, however comments on performance for the half-year, which covers two quarters. Officers have reviewed the report which covers the quarter ending 31 December 2011. Issues raised have been discussed with ACPL, and their responses have been incorporated into the officers report. The key points from ACPLs half-year report are: x ACPLs net operating surplus from all activities is $6.86m against a budget of $6.96m, an unfavourable variance of $101,000. The net surplus from place shaping property developments of $3.19m, against a budget deficit of $4.67m is a favourable variance of $7.86m. An important milestone has been reached through finalising the commercial arrangements between ACPL and Todd Property Limited for the Ormiston Town Centre Masterplan. This will see Stage 1 of the physical works commencing in the third quarter of 2013. The implementation of the new IT/SAP software has highlighted issues with the data quality, this new software will be able to provide better reporting detail on individual lease income / expenditure. ACPL are indicating a shortfall in the budgeted portfolio income. ACPL have relocated into the CBD, L9 Bledisloe Building, this has provided greater efficiency for the group. ACPL are making satisfactory progress against the set performance objectives
x x x x
In attendance from ACPL Board is Chair, Sir John Wells and the Chief Executive, Mr David Rankin. They will provide a briefing and presentation to the meeting.
Recommendation/s
a) b) That the report be received. That the Committee receives the half-year report to 31 December 2011 of Auckland Council Property Limited noting that ACPLs net operating surplus from all activities is $6.8m against a budget of $6.96m, an unfavourable variance of $101,000. The net surplus from place shaping property developments of $3.19m, against a budget deficit of $4.67m is a favourable variance of $7.86m. That the Committee thank Sir John Wells, Chair from the ACPL Board, Chief Executive, Mr David Rankin and Chief Finance Officer, Mr Peter Woodhead for their attendance.
c)
Background
ACPL is a council-controlled organisation (CCO) of Auckland Council, with the objective of "ensuring property held by Auckland Council and its CCOs is well managed until either it is required for the purpose it was acquired or a decision is made by Auckland Council for its disposal. By operating in this way the return to the ratepayer on the funds invested in property will be maximised."
Auckland Council Property Limited, Half-year report to 31 December 2011 Page 181
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Auckland Council Property Limited, Half-year report to 31 December 2011
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Officers have reviewed the second quarter report for the period ending 31 December 2011. The issues raised by officers have been discussed with ACPL and responses are incorporated within the body of this report. ACPL s report includes year-to-date as well as second quarter (1 October to 31 December) results while the commentary focuses primarily on the second quarter because ACPL has already provided commentary on the first quarter. This officers' report, however comments on performance for the half-year, which covers two quarters. This should explain any apparent difference between the two reports. Financial performance Summary table of financial performance For the half-year ended 31 December 2011
Quarter Actual $000s Quarter Budget $000s Quarter Variance $000s Year date Actual $000s to Year date Budget $000s to Year to date Variance $000s
Operating results
Revenue Expenditure Operating surplus from property portfolio Net surplus from Business Interests ACPL operating expenditure Net operating surplus from all activities 7,388 3,601 3,787 828 1,405 7,437 3,180 4,257 618 1,396 (49) (421) (470) 210 (9) 14,665 6,733 7,932 1,955 3,027 14,875 6,360 8,515 1,236 2,790 (210) (373) (583) 719 (237)
3,210
3,479
(269)
6,860
6,961
(101)
Capital receipts & expenditure for Place Shaping Property Developments

Revenue Expenditure Net surplus projects 2,250 940 / (deficit) from 1,310 (7,469) 8,779 3,189 (4,668) 7,857 196 7,665 2,054 6,725 4,890 1,701 4,196 8,864 694 7,163
Property portfolio renewals Net capital result
801 509
801 (8,270)
8,779
1,602 1,587
1,602 (6,270)
7,857
Property Portfolio valuation
965,400
965,400
ACPLs net operating surplus from all activities of $6.86m, against a budget of $6.96m, an unfavourable variance of $101,000. The main reasons for this are: The property portfolio operating surplus of $7.93m against a budget of $8.52m is unfavourable by $583,000. The property portfolio revenue is unfavourable by $210,000. The rental revenue is currently showing a favourable variance of $215,000, however, now that the data validation exercise has been completed, following the implementation of the new property management system, ACPL are indicating that there will be a shortfall in the annual property rental revenues. The opex recoveries are currently showing an unfavourable variance of $425,000, however, ACPL are indicating that there will be an increase in the annual opex recoveries due to more effective management of the commercial tenancy leases. Estimates for both are being assessed as part of the current 11/12 budget reforecast process. The property portfolio expenditure is unfavourable
Auckland Council Property Limited, Half-year report to 31 December 2011 Page 182
The Business Interests net surplus of $1.96m against a budget of $1.24m is favourable by $719,000. This is a combination of the gate rate reduction not yet being agreed and implemented by Waste Disposal Services (favourable variance of $706,000), the late harvesting of the forest with revenue expected in the last quarter, rather than as budgeted evenly (unfavourable variance of $514,000) and income from the Whiteford Quarry of $354,000 relating to the prior years. ACPL Operating expenditure of $3.03m, against a budget of $2.79m is unfavourable by $237,000. This is a combination of unbudgeted spend on the Auckland Council accommodation project, actual costs ahead of the budget due to monthly phasing and contractors covering critical staff positions during structuring the hiring of employees. The net surplus from the place shaping property developments of $3.19m, against a budget deficit of $4.67m is a favourable variance of $7.86m. The reasons a favourable expenditure variance of $7.16m are due to the expenditure focus at the Hobsonville Marine Precinct (Yard 37) being on the resource and planning consents. Much of the budgeted costs related to land development, which will take place once the planning stage is completed and land sales achieved and a favourable revenue variance of $694,000 mainly due to the Todd Property Management fee of $2.25m, against a budget of $1.5m, recognised in December on finalisation of the Ormiston Town Centre development. Statement of Performance The non-financial performance measures are progressing as follows:1. Auckland Council is provided with an appropriate return on property. During the establishment phase ACPL developed a standardised budget reporting system for the property portfolio. The implementation of the new IT/SAP system has highlighted issues with data quality across the Legacy portfolio revenue. The new system, once bedded in, will provide ACPL with reporting on individual property, consolidated Profit and Loss and business process reporting. 2. Auckland Councils activities and commercial negotiations are efficiently and effectively planned and managed. Ormiston Town Centre Master plan was approved by ACPL board in December, with the final decision expected in February. Papatoetoe Town Centre Redevelopment discussions continue with private sector potential partners with five connected workstreams involving the supermarket and mall, the Tavern site, Depot site, Chamber property and roads. The Hobsonville Marine Precinct (Yard 37) is focussed on obtaining resource and planning consents, improving design and selecting preferred suppliers. Auckland Council receives advice on opportunities to optimise and rationalise the service property assets portfolio. The Property Rationalisation Project is currently focussed on developing a systematic approach to the disposal process, this work will be beneficial to assist councils $100m disposal target by September 2013. ACPL have consulted with local boards on a number of proposed disposals, due to be reported to council in the near future. Auckland Council is provided with a commercial perspective on planning initiatives and the implementation of councils development objectives. ACPL continue to provide commercial advice via submissions, working papers, presentations and workshop participation to a number of council workstreams, including the draft City Centre Master plan and the draft Auckland Plan.
3.
4.
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by $373,000. The property portfolio expenditure includes an unfavourable variance of $890,000 due to the phasing of the budgets for the occupancy and rates. The repairs and maintenance is favourable by $500,000 due to a lower level of activity.
Accountability and Performance Committee 04 April 2012 5.
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Private and Government sector collaboration is facilitated in Auckland Council initiated property projects. ACPL are currently investigating opportunities for attracting private and government sector investment in council projects. Also the development community are starting to approach ACPL with opportunities.
Degree of Alignment with Auckland Council ACPL continue to work with council officers providing commercial property input into council policy, plans and strategies. Collaboration with specific local board on projects and the IMSB representatives is ongoing.
Decision Making
Not applicable.
Not applicable.

ACPL are working with Council and the Arapera Forest Maori Trust to consider post-harvest options and continue to consult with the IMSB on all planned property disposals. It is recognised that reporting on Maori wellbeing could improve across CCOs, where relevant, and within Council. In order to facilitate better planning and delivery for the outcomes that CCOs contribute to, the following actions will be taken: x The CCO Governance and Monitoring team have recently updated the Quarterly Report template for CCO reporting which will include contribution to Maori wellbeing. This will result in a better picture of CCO progress against Maori outcomes and will be reflected in the Third Quarter Report and all subsequent reports. x The Maori Strategy & Relations team have provided strategic direction for Maori Wellbeing outcomes into council's Auckland Plan, Long Term Plan and Unitary Plan, this work will be used as the basis for officer comments on ways in which CCOs SOI for 2012 - 2015 could be improved. x The CCO Governance and Monitoring team will continue to work with IMSB and others on a monitoring framework which could be applied to CCOs with respect to Maori wellbeing.
Consultation
No consultation required.
Local Board Views

The quarterly reports of all CCOs and Watercare are provided to local boards for their information via the Local Boards Services Department. Relevant Local Boards will be advised when a property is being considered for disposal prior to recommendations being made to the Council for a final decision.

Not applicable.

Not applicable.
Not applicable.
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Attachments
No. A Title Half-year Report of ACPL for the period ended 31 December 2011 Page 187
Signatories
Author Authorisers Josephine Meuli : Advisor Jaine Lovell-Gadd, Manager CCO Governance and Monitoring Andrew McKenzie, Chief Finance Officer
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File No.: CP2012/04606
Executive Summary
In accordance with Auckland Tourism, Events, and Economic Development Limiteds (ATEEDs) Statement of Intent (SOI), ATEED is required to submit a half-year report. Officers have reviewed the half-year report, and identified issues that have been discussed with ATEED. Clarification on those issues is provided within this cover report. Key matters outlined within the report are now presented for further information and consideration of the Accountability and Performance Committee. The delivery of the final portion of the Rugby World Cup (RWC) was a primary focus for ATEED during the period, culminating in the 24 October 2011 victory parade. Survey results indicate that 95% of international visitors and 96% of domestic visitors believed that RWC in Auckland was a successful event. The results of formal modelling of economic impacts is due in April 2012. ATEED has reported an operating deficit of $6.009 million, with total operating expenditure of $45.170 million ($1.678 million more than budget of $43.492 million) and operating income of $39.161 million ($3.092 million more than budget of $36.069 million). This is an overall favourable variance of $1.414 million against the budgeted net deficit of $7.423 million. Operating revenue and expenditure have both been greater than budgeted. This is largely due to unbudgeted expenditure during RWC. However, this unbudgeted expenditure was more than offset by unbudgeted income generated through RWC. Most of ATEEDs performance targets are measured annually, rather than on a quarterly basis. Reported results to date indicate that ATEED will achieve most of its annual targets but there are three performance target areas which are monitored monthly and which ATEED is not currently on target to achieve: x Two measures relating to the Regional Partner Network (RPN) programme, which ATEED delivers on behalf of New Zealand Trade and Enterprise (NZTE). These measures were discussed in the first quarter report. They are being reviewed by ATEED and NZTE, and revised targets will be included in the 2012-2015 Statement of Intent (SOI), and x Attendee satisfaction with events delivered by ATEED is the third performance measure that ATEED is currently below target on. 78% of Diwali attendees were satisfied with the event, against a target of 85% satisfaction across all events delivered by ATEED. Results from other events will be incorporated into the final annual measure, and improvement will be required to achieve the year-end target. It is noted that this result does not include RWC, which is measured separately. ATEEDs Chair, Mr David McConnell, and the Acting Chief Executive Mr Grant Jenkins, will provide a presentation to the meeting and will answer any questions the committee may have.
ATEED Half-Yearly Report to 31 December 2011
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Recommendation/s
a) b) That the report be received. That the Committee receives the half-year report of Auckland Tourism, Events, and Economic Development Limited (ATEED), noting that: i) ii) ATEED has reported an operating deficit of $6.009 million, against a budgeted deficit of $7.423 million. This is a favourable variance of $1.414 million. Of the 27 performance measures in the ATEED Statement of Intent, 4 have been achieved, 7 are on track to be achieved and 13 annual measures cannot yet be reported against. Three performance measures are not on track to meet year-end targets. ATEED has signalled that it is unlikely to achieve performance targets relating to the delivery of the Regional Partner Network programme, which ATEED delivers on behalf of New Zealand Trade and Enterprise. ATEED is currently reviewing these performance targets with New Zealand Trade and Enterprise, and any changes will be reflected in ATEEDs 2012-2015 Statement of Intent. The results of formal modelling of RWC 2011 economic impacts will be reported to Auckland Council in May 2012
iii)
iv) c)
That the Committee thank ATEED Chair, Mr David McConnell, and the Acting Chief Executive, Mr Grant Jenkins, for their attendance.
Background
In accordance with ATEEDs SOI and the Local Government Act 2002, ATEED is required to submit a half-year report. The half-year report for ATEED, for the period ending 31 December 2011 can be found at Attachment A. ATEED s report includes year-to-date as well as second quarter (1 October to 31 December) results while the commentary focuses primarily on the second quarter because ATEED has already provided commentary on the first quarter. This overview report provides comment on performance for the half-year, which covers two quarters. This should explain any apparent differences between the two reports. Financial Performance ATEED has reported an operating deficit of $6.009 million, against a budgeted net deficit of $7.423 million. This is based on operating income of $39.161 million, and a total operating expenditure of $45.170 million. It is noted that the funding provided by Auckland Council is split equally over the 12 months of the financial year and that this doesnt align to the bulk of RWC costs which occurred within the first half of the year. The negative equity position of ATEED will be redressed by the end of the year when there will be a return to a zero net profit position. For the reporting period through to 31 December 2011, both operating expenditure and revenue have been greater than budgeted (expenditure of $45.170 million versus budget of $43.492 million, and revenue of $39.161 million versus a budget of $36.069 million). This is largely due to unbudgeted expenditure during RWC. It is noted that the unbudgeted expenditure was more than offset by unbudgeted income that was generated through RWC, with an overall favourable operating variance of $1.414 million against a budgeted net deficit of $7.423 million. Net i-SITE revenue continues to be of concern, with net revenue being $485,000 below budget at the end of the first half of the year. ATEED is forecasting an adverse year-end variance to budget of $661,000 from its i-SITE operations. ATEED is currently undertaking a review of the i-SITEs commercial/retail strategy. This review will be presented to the ATEED Board in March 2012.
ATEED Half-Yearly Report to 31 December 2011 Page 218
ATEED also notes that employee costs are $529,000 higher than budget year to date and is in discussion with Auckland Council to address the additional costs which are attributed to unbudgeted employee costs associated with amalgamation (budget based on an old company structure, legacy redundancy payments and costs of harmonising contract conditions).
Statement of Financial Performance for 3 months and year to date ending 31 December 2011
QUARTER Variance Actual $000 Operating Income Opex funding from Auckland Council Revenue from services Finance income Dividend Income Other gains/(losses) Total Operating Income 19607 12087 7516 4 12087 4558 16645 2962 2958 4 0% 65% 0% 0% 0% 18% 39161 24174 14981 6 36069 3092 24174 11895 0 3086 6 0% 26% 0% 0% 0% 9% 48347 18770 67117 Budget $000 Actual to Budget $000 % Actual $000 Budget $000 YEAR TO DATE Variance Actual to Budget $000 % Budget $000 FULL YEAR
Operating Expenditure Total operating expenditure
20797 20797
18681 18681
(2116) (2116)
-11% -11%
45170 45170
43492 43492
(1678) (1678)
-4% -4%
67445 67445
Operating surplus/(deficit) before tax
(1190)
(2036)
846
-42%
(6009)
(7423)
1414
-19%
(328)
Taxation
Operating surplus/(deficit) after tax
(1190)
(2036)
846
-42%
(6009)
(7423)
1414
-19%
Non-operating Income Capex funding from Auckland Council Other revenue to fund capital expenditure Revenue from vested assets Total non-operating income 899 899 899 899 0% 899 899 0 899 899 1610 1610
Non-operating expenditure
333 (624)
0 (2035)
(333)
333 -69% (5443)
0 (7423)
(333)
Total surplus/(deficit)
1412
1980
-27%
1282
Note: financial reporting for parent only
Capital Projects The vast majority of ATEEDs activities relate to operating expenditure (opex) rather than capital expenditure (capex) and no new capex projects are programmed for the rest of the year.
The year to date (YTD) capex of 2.178 million includes unbudgeted capex of $800,000 for the Quay Street fitout (transition of ATEED to new offices), which was funded by the Quay Street incentive payment of $899,000 (this is shown as non-operating income in the Statement of Financial Performance). YTD capex excluding the Quay Street fitout is $1.38m, which is $233K favourable to the YTD capex budget of $1.61m.
Summary of Key Capital Projects as at 31 December 2011
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Plans to improve i-SITE performance will be discussed with ATEED once this review has been completed.

Variance
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Capital Project Name $0
Actual YTD
Budget YTD
Actual to Budget $0 %
Budget Full Year
Total other project < $2m Total capital expenditure
2,177,805 2,177,805
1,610,418 1,610,418
-567,387 -567,387
-35.2% -26.1%
1,610,418 1,610,418
Non-Financial Performance Measures The majority of ATEEDs performance targets are measured on an annual basis. Of the 27 Key Performance Indicators (KPIs) contained within their 2011-2014 SOI: x x x x 4 have been achieved 7 are on track to be achieved by year-end (30 June 2012) 13 cannot yet be reported against 3 are not on track to be achieved by year-end (30 June 2012)
Of the three targets that are not on target, two relate to the RPN programme, which ATEED delivers on behalf of NZTE. As discussed in the first quarter report, these measures are being reviewed by ATEED and NZTE, and the new targets that are agreed will be included in the 20122015 SOI. As the RPN is a new programme, there is no historical data to support the development of reasonable performance target expectations. The NZTE contract provided for a review of the performance targets within the first year. ATEED is working with NZTE to develop performance measures that assess the value that ATEED adds to the client businesses, rather than the purely quantitative assessment which is currently in place. Attendee satisfaction with events delivered by ATEED is the third performance measure that ATEED is currently below target on. 78% of Diwali attendees were satisfied with the event, against a target of 85% satisfaction across all events delivered by ATEED. Results from other events will be incorporated into the final annual measure, and improvement will be required to achieve the year-end target. It is noted that this result does not include RWC, which is measured separately.
Degree of Alignment with Auckland Council ATEED has continued to deliver a high degree of alignment with Auckland Council and the other CCOs. This includes working on both strategic initiatives (contribution towards development of Auckland Councils Economic Development and Events Strategies), and at an operational level (delivery of events such as RWC, the ITU World Cup triathlon, and the Hockey World Champions Trophy). ATEED has also provided input to the development of the Tamaki Drive Masterplan, in addition to other council-led initiatives. ATEED is also involved with council planning for the implementation of the Economic Development Strategy, which is currently in draft form (Hearings underway with Strategy scheduled for formal council endorsement in July 2012).
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Accountability and Performance Committee 04 April 2012 Other issues ATEED is currently working to develop Aucklands food and beverage sector, with two significant events held during the second quarter: x On 26 October 2011 the FoodBowl complex was opened by New Zealand Food Innovations Auckland (NZFIA), an entity which is owned by ATEED. The FoodBowl complex will assist in the development of new products, which will assist in developing this sector. As part of the RWC, ATEED presented the Food Innovation Showcase. This showcase featured 49 exhibitors, with 2,500 registered attendees and in excess of 3,000 public visitors. The showcase provides a good example of the economic leverage opportunities provided by the RWC.
Decision Making
Not applicable.
Not applicable.

ATEEDs half year report identifies activities that it has undertaken with particular benefit to Maori wellbeing. These include: x One of the business leveraging programme activities associated with the RWC included an investment-focussed Maori Business Engagement event. The purpose of this event was to: x connect International and Domestic Business Club members directly with M ori businesses in the Auckland region. x highlight the growing iwi economy and the investment opportunities. x provide international Business Club members with an insight into the diversity of opportunities within and macroeconomic investment environment in New Zealand. x Participated in a Te Tiriti o Waitangi best practice audit which is being undertaken on behalf of the Independent Maori Statutory Board. x The development of an Iwi Business Development Strategy. It is recognised that reporting on Maori wellbeing could improve across CCOs, where relevant, and within council. In order to facilitate better planning and delivery for the outcomes that CCOs contribute to, the following actions will be taken. x CCO Governance and Monitoring team have recently updated the Quarterly Report template for CCO reporting which will include contribution to Maori wellbeing. This will result in a better picture of CCO progress against Maori wellbeing outcomes and will be reflected in the Third Quarter Report and all subsequent reports by CCOs. x The Maori Strategy & Relations team have provided strategic direction for Maori Wellbeing outcomes into council's Auckland Plan, Long Term Plan and Unitary Plan, this work will be used as the basis for officer comments on ways in which CCOs SOI for 2012 - 2015 could be improved. x The CCO Governance and Monitoring team will continue to work with IMSB and others on a monitoring framework which could be applied to CCOs with respect to Maori wellbeing.
Consultation
Local Board Views

The half-year reports of all CCOs and Watercare are provided to Local Boards for their information via the Local Board Services Department.
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Item 17
Not applicable.

Not applicable.
Not applicable.
Attachments
No. A Title Half Year report of Auckland Tourism, Events and Economic Development Limited for the period ended 31 December 2011 Page 223
Signatories
Authors Authorisers Alastair Cameron, Principal Advisor, CCO Governance and Monitoring Jaine Lovell-Gadd, Manager CCO Governance and Monitoring Andrew McKenzie, Chief Finance Officer
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File No.: CP2012/04612
Executive Summary
In accordance with Waterfront Aucklands (WAs) Statement of Intent (SOI) WA is required to submit a half-year report. Officers have reviewed the half-year report, and identified issues have been discussed with WA. Clarification on those issues is provided within this cover report. Key matters outlined within the report are now presented for further information and consideration of the Accountability and Performance Committee. WA was involved in the provision of a fan zone on Wynyard Quarter during the final stages of the Rugby World Cup (RWC). Waterfront Auckland staff also participated in the on-site operations centre during key game weekends. It is noted that the collaboration of WA with Auckland Council and Auckland Tourism, Events, and Economic Development Limited (ATEED) helped deliver successful RWC events in Auckland. WA has reported a net operating deficit of $2.468 million against a budgeted net deficit of $3.066 million. Operating expenditure for the first six months was $15.692 million ($1.988 million more than budget of $13.704 million) and operating income of $13.224 million ($2.586 million more than budget of $10.638 million). This is an overall favourable variance of $0.598 million. Increased operating revenue is due mainly to unbudgeted rental, and unbudgeted RWC expenditure being recharged to Auckland Council, ATEED, and the Ministry of Economic Development (MED). There has been little in the way of capital expenditure following completion of the RWC development projects. Work continues on planning for the next phase of development. The WA Board approved an additional $1.75 million for the fit-out of the Cloud structure, including the purchase of the LED screens, which has resulted in an overspend of $1.651 million. This budget variance will be addressed through the 2011/12 council reforecast process. The Chair of WA, Mr Bob Harvey, and the Chief Executive, Mr John Dalzell, will provide a presentation to the meeting and will answer any questions the committee may have.
Recommendation/s
a) a) That the report be received. That the Committee receives the half-year report of Waterfront Auckland, noting that: i) ii) Waterfront Auckland has reported an operating deficit of $2.468 million, against a budgeted deficit of $3.066 million. This is a favourable variance of $0.598 million. Additional capital expenditure for the fit-out of the Cloud structure resulted in a $1.651 overspend on this project. This budget variance will be addressed through the 2011/12 council reforecast process. Waterfront Auckland has not identified any issues that will prevent it from achieving its annual non-financial performance measures.
iii) b)
That the Committee thank Waterfront Auckland Chair, Mr Bob Harvey, and the Chief Executive, Mr John Dalzell, for their attendance.
Waterfront Auckland Half-Year Report to 31 December 2011
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Background
Item 18
In accordance with WAs SOI and the Local Government Act 2002, WA is required to submit a half-year report. The half-year report for WA, for the period ending 31 December 2011 can be found at Attachment A. WA s report includes year-to-date (1 July to 31 December 2011) as well as second quarter (1 October to 31 December) results while the commentary focuses primarily on the second quarter because WA has already provided commentary on the first quarter. This overview report provides comment on performance for the half-year, which covers two quarters. This should explain any apparent differences between the two reports. The second quarter has not seen the same level of construction on the waterfront as in the first, however development of the Waterfront Plan has continued, along with planning for the next phase of development projects. Providing input to Auckland Councils 2012-2022 Long Term Plan (LTP), and all the necessary background work that this involved, was a key focus for WA during the second quarter. Delivery of a fan zone on Wynyard Quarter for the final stages of RWC was also a key deliverable for WA. This involved a high level of collaboration with Auckland Council and ATEED. Financial performance Overall, the review of the half-year report indicates that financial performance is good, and there are no concerns for the final year-end result. WA reported a net half-year operating deficit of $2.468 million, against a budgeted deficit of $3.066 million. This is based on total operating income of $13.224 million (against total budget of $10.638 million), and total operating expenditure of $15.692 million (against budget of $13.704 million). WAs revenue from services was $2.993 million more than budgeted (actual revenue of $12.464 million versus budget of $9.471million due to unbudgeted rental income, and the reimbursement of unbudgeted RWC expenditure resulting in $1.1m of additional unbudgeted expenditure.
Statement of Financial Performance (YTD to 31 December 2011) Actual YTD $000 Operating income Opex funding from Auckland Council Revenue from services Finance income Total operating income Operating expenditure Expenditure activities on Budget YTD $000 Variance Actual to Budget $000 Variance Actual to Budget %
753 12,464 7 13,224
1,167 9,471
(414) 2,993 7
(35%) 32% 100% 24%
10,638
2,586
12,908
12,064
(844)
7%
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Accountability and Performance Committee 04 April 2012 Interest expense Depreciation and amortisation Total Operating Expenditure Net surplus / (deficit) before tax Taxation Net surplus / (deficit) after tax Capital Projects The following table provides a summary of WAs capital expenditure: Actual YTD $m Wynyard Quarter Private Projects Wynyard Quarter Public Projects Central Wharves Public Projects Other public works Other private works Total 2.0 9.1 7.7 1.3 1.4 21.5 Budget YTD $m 4.8 8.5 6.0 0.6 2.9 22.8 Variance (overspend)/under-spend $m 2.8 (0.6) (1.7) (0.7) 1.5 1.3
852 15,692 (2,468)
280 13,704 (3,066)
(572) (1,988) 598
(204%) (15%) 20%
(2,468)
(3,066)
598
20%
Minimal capital expenditure took place during the second quarter, with total year to date expenditure only increasing by $1.1m over the second quarter (total capex spend of $20.4 million at 30 September 2011). Included in this total year to date figure is the receipt of $0.5m from the MED as contribution towards the Cloud fit-out. This contribution from MED explains why the year to date expenditure on the Central Wharves Public Projects is less than the expenditure reported in the first quarter. The overspend on Queens Wharf includes an additional $1.75 million approved by the WA Board for the fit-out of the Cloud structure, including the purchase of the LED screens. This overspend was addressed by the WA Board by bringing forward funds from the 2012/13 Queens Wharf budget, which is yet to be formally approved through the 2012-2022 Long Term Plan. This budget variance was not in accordance with the agreed reprioritisation principles for CCOs and will now need to be addressed through the 2011/12 council reforecast process. Non-Financial Performance measures The majority of WAs performance targets are measured annually. In relation to those targets measured this quarter, WA has reported that: x x x x The target of an additional 5 hectares of waterfront public space has been achieved by the delivery of Silo 6, the playground site, and North Wharf. An additional 1.1km of waterfront promenade was developed (Silo Park-North WharfKaranga Plaza-Wynyard Crossing-Queens Wharf). The City Link bus service commenced into Wynyard Quarter every 15 minutes between 7am and midnight, against a target of a bus every 10 minutes between 7am-7pm. A low number of injuries have been reported by staff and contractors (continuous improvement against baseline, with no serious harm / lost time incidents occurring).
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1,932
1,360
(572)
42%
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WA has not identified any issues that would prevent it from achieving its annual non-financial performance measures. Degree of Alignment with Auckland Council WA has been involved in the development of Auckland Councils 2012-2022 LTP, as well as the development of other council plans and projects. A representative for WA has been included on the Quay Street Steering Group. This group will oversee the redevelopment of Quay Street, and includes representatives from Auckland Council and Auckland Transport. As previously noted, WA has also worked collaboratively with Auckland Council and ATEED to deliver a fan zone on Wynyard Quarter for the final stages of RWC. The Accountability and Performance Committee has sought clarification on the intended use and appropriate lifetime of the Cloud structure subsequent to the RWC (Resolution No. AP/2011/43) formal reporting on this matter is programmed for June 2012.
Decision Making
Not applicable.
Not applicable.

It is noted that the local iwi representatives are identified as key stakeholders and collaboration partners for delivery of the Wynyard Quarter and Queens Wharf projects. It is recognised that reporting on Maori wellbeing could improve across CCOs, where relevant, and within council. In order to facilitate better planning and delivery for the outcomes that CCOs contribute to, the following actions will be taken. x CCO Governance and Monitoring team have recently updated the Quarterly Report template for CCO reporting which will include contribution to Maori wellbeing. This will result in a better picture of CCO progress against Maori wellbeing outcomes and will be reflected in the Third Quarter Report and all subsequent reports by CCOs. x The Maori Strategy & Relations team have provided strategic direction for Maori Wellbeing outcomes into council's Auckland Plan, Long Term Plan and Unitary Plan, this work will be used as the basis for officer comments on ways in which CCOs SOI for 2012 - 2015 could be improved. x The CCO Governance and Monitoring team will continue to work with IMSB and others on a monitoring framework which could be applied to CCOs with respect to Maori wellbeing.
Consultation
Local Board Views

The quarterly reports of all CCOs and Watercare are provided to Local Boards for their information via the Local Board Services Department.

Not applicable.
Page 258

The CCOs are required by statute to provide Auckland Council with a half-year report. Waterfront Auckland has fulfilled this obligation.
Not applicable.
Attachments
No. A Title Half Year report of Waterfront Auckland for the period ended 31 December 2011 Page 261
Signatories
Authors Authorisers Alastair Cameron, Principal Advisor, CCO Governance and Monitoring Jaine Lovell-Gadd, Manager CCO Governance and Monitoring Andrew McKenzie, Chief Finance Officer
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File No.: CP2012/04614
Progress on resolutions of the Accountability and Performance Committee Row Resolution Item No. Resolution Action Taken Number No. 1 AP/2011/43 14 That Auckland Waterfront To be advised report on the intended use and appropriate lifetime of the cloud structure subsequent to the Rugby World Cup. 2 AP/2011/66 14 That officers report to the To be advised 8/9/11 appropriate committee on the level and purpose of debt attributed to RFA and on possible options for retaining an appropriate proportion of surpluses as working capital. Watercare Services Limited, Workshop date 19 3 AP/2011/63 First Quarter Report to 30 confirmed to be 8/9/11 held at September 2011 d) That Watercare Services Watercare on 17 2012 Limited be requested to May the report on long term and following 14 AP/2011/99 short term debt and any Accountability 8/12/11 potential use of water and restrictions in future Performance Committee reports. meeting.
Target Date June 2012
June 2012
17 May 2012
Watercare to April 2012 include in its 2012 report to the April meeting any potential use of water restrictions e) That Watercare Services Limited prepare a presentation, to be shared at the planned workshop, showing how it intends to manage risks where repeated wet and dry weather overflows of significance are occurring across the region. 17 May 2012
Progress on resolutions of the Accountability and Performance Committee
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Accountability and Performance Committee 04 April 2012 5 AP/2011/96
Item 19
11 8/12/11
AP/2011/109 12 8/12/11
Performance Report for the four months ending October 2011 ix) That expenditure on consultants will be highlighted in future reports. CCOs Requirement to Act Consistently with Auckland Council Plans and Strategies d) That a report or reports will be compiled to ensure this process is undertaken for the small number of plans and strategies that have already been adopted by the Auckland Council since 1 November 2011.
The Manager April 2012 Finance will give an update at the meeting.
Pending
May 2012
Page 278

Accountability and Performance Committee April 2012 Part Two

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Accountability and Performance Committee 04 April 2012

File No.: CP2012/04601

Regional Facilities Auckland half-year report to 31 December 2011

Regional Facilities Auckland half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Regional Facilities Auckland half-year report to 31 December 2011

Regional Facilities Auckland half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Accountability and Performance Committee 04 April 2012

Regional Facilities Auckland half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Accountability and Performance Committee 04 April 2012

Regional Facilities Auckland half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Maori Impact Statement

Local Board Views

Financial and Resourcing Implications

Legal and Legislative Implications

Regional Facilities Auckland half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Regional Facilities Auckland half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Regional Facilities Auckland half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Accountability and Performance Committee 04 April 2012

Regional Facilities Auckland half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Accountability and Performance Committee 04 April 2012

Regional Facilities Auckland half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Accountability and Performance Committee 04 April 2012

Regional Facilities Auckland half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Accountability and Performance Committee 04 April 2012

Regional Facilities Auckland half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Accountability and Performance Committee 04 April 2012

Regional Facilities Auckland half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Accountability and Performance Committee 04 April 2012

Regional Facilities Auckland half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Accountability and Performance Committee 04 April 2012

Regional Facilities Auckland half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Accountability and Performance Committee 04 April 2012

Regional Facilities Auckland half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Accountability and Performance Committee 04 April 2012

Regional Facilities Auckland half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Accountability and Performance Committee 04 April 2012

Regional Facilities Auckland half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Accountability and Performance Committee 04 April 2012

Regional Facilities Auckland half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Accountability and Performance Committee 04 April 2012

File No.: CP2012/04604

Auckland Council Property Limited, Half-year report to 31 December 2011

Accountability and Performance Committee 04 April 2012

Capital receipts & expenditure for Place Shaping Property Developments