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Note: The reports contained within this agenda are for consideration and should not be construed as Council policyunless and until adopted. Should Members require further information relating to any reports, please contactthe relevant manager, Chairperson or Deputy Chairperson.

I hereby give notice that an ordinary meeting of the Governing Body will be held on:

Date:Time:Meeting Room:Venue:

Thursday, 27 March 20149.30amReception LoungeAuckland Town Hall301-305 Queen StreetAuckland

Governing BodyOPEN AGENDA

MEMBERSHIP

Mayor Len Brown, JPDeputy Mayor Cr Penny HulseCouncillors Cr Anae Arthur Anae Cr Dick Quax

Cr Cameron Brewer Cr Sharon Stewart, QSMCr Dr Cathy Casey Cr Sir John Walker, KNZM, CBECr Bill Cashmore Cr Wayne WalkerCr Ross Clow Cr John WatsonCr Linda Cooper, JP Cr Penny WebsterCr Chris Darby Cr George Wood, CNZMCr Alf FilipainaCr Hon Chris Fletcher, QSOCr Denise KrumCr Mike LeeCr Calum Penrose

(Quorum 11 members)

Elaine StephensonDemocracy Advisor

21 March 2014

Contact Telephone: (09) 373 6328Email: [email protected]: www.aucklandcouncil.govt.nz

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TERMS OF REFERENCE

Those powers which cannot legally be delegated:

(a) the power to make a rate; or

(b) the power to make a bylaw; or

(c) the power to borrow money, or purchase or dispose of assets, other than in accordance withthe long term council community plan; or

(d) the power to adopt a long term plan, annual plan, or annual report; or

(e) the power to appoint a Chief Executive; or

(f) the power to adopt policies required to be adopted and consulted on under the LocalGovernment Act 2002 in association with the long term plan or developed for the purpose ofthe local governance statement; or

(g) the power to adopt a remuneration and employment policy.

Additional responsibilities retained by the Governing Body:

(a) Approval of a draft long term plan or draft annual plan prior to community consultation

(b) Approval of a draft bylaw prior to community consultation

(c) Resolutions required to be made by a local authority under the Local Electoral Act 2001,including the appointment of electoral officer

(d) Adoption of, and amendment to, the Committee Terms of Reference, Standing Orders andCode of Conduct

(e) Relationships with the Independent Maori Statutory Board, including the funding agreement

and appointments to committees.

(f) Approval of the Unitary Plan

(g) Overview of the implementation of the Auckland Plan through setting direction on key strategicprojects (e.g. the City Rail Link and the alternative funding mechanisms for transport) andreceiving regular reporting on the overall achievement of Auckland Plan priorities andperformance measures.

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Page 3

ITEM TABLE OF CONTENTS PAGE

1 Affirmation 5

2 Apologies 5

3 Declaration of Interest 5

4 Confirmation of Minutes 5

5 Acknowledgements 5

6 Petitions 5

7 Public Input 5

8 Local Board Input 5

9 Extraordinary Business 6

10 Notices of Motion 6

11 Auckland Regional Amenities Funding Plan 2014-15 7

12 The 2014-15 Levies for the Auckland War Memorial Museum, and the

Museum of Transport and Technology 77

13 Council Controlled Organisation Review - Project Plan and Timing for

Phase Two 159

14 Cemeteries and Crematoria Bylaw: Statement of Proposal - Resolutions

from the Regulatory and Bylaws Committee 169

15 Request to amend the implementation date of the Public Safety and

Nuisance Bylaw 2013, and to accelerate the development of the local

approved products policy 231

16 2014 Local Government New Zealand AGM and Conference 233

17 Consideration of Extraordinary Items

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1 Affirmation

His Worship the Mayor will read the affirmation.

2 Apologies

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

3 Declaration of Interest

Members are reminded of the need to be vigilant to stand aside from decision makingwhen a conflict arises between their role as a member and any private or other externalinterest they might have.

4 Confirmation of Minutes

That the Governing Body:

a) confirm the ordinary minutes of its meeting, held on Thursday, 27 February 2014,

including the confidential section, as a true and correct record.

5 Acknowledgements

His Worship the Mayor will acknowledge the passing of Les Andrews.

6 Petitions

At the close of the agenda no requests to present petitions had been received.

7 Public Input

Standing Order 3.21 provides for Public Input. Applications to speak must be made to theCommittee Secretary, in writing, no later than two (2)working days prior to the meetingand must include the subject matter. The meeting Chairperson has the discretion todecline any application that does not meet the requirements of Standing Orders. Amaximum of thirty (30)minutes is allocated to the period for public input with five (5)minutes speaking time for each speaker.

At the close of the agenda no requests for public input had been received.

8 Local Board Input

Standing Order 3.22 provides for Local Board Input. The Chairperson (or nominee of thatChairperson) is entitled to speak for up to five (5)minutes during this time. TheChairperson of the Local Board (or nominee of that Chairperson) shall wherever practical,give two (2)days notice of their wish to speak. The meeting Chairperson has thediscretion to decline any application that does not meet the requirements of StandingOrders.

This right is in addition to the right under Standing Order 3.9.14 to speak to matters on theagenda.

At the close of the agenda no requests for local board input had been received.

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9 Extraordinary Business

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (asamended) states:

An item that is not on the agenda for a meeting may be dealt with at that meeting if-

(a) The local authority by resolution so decides; and

(b) The presiding member explains at the meeting, at a time when it is open to thepublic,-

(i) The reason why the item is not on the agenda; and

(ii) The reason why the discussion of the item cannot be delayed until asubsequent meeting.

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (asamended) states:

Where an item is not on the agenda for a meeting,-

(a) That item may be discussed at that meeting if-

(i) That item is a minor matter relating to the general business of the localauthority; and

(ii) the presiding member explains at the beginning of the meeting, at a time

when it is open to the public, that the item will be discussed at the meeting;but

(b) no resolution, decision or recommendation may be made in respect of that itemexcept to refer that item to a subsequent meeting of the local authority for furtherdiscussion.

10 Notices of Motion

At the close of the agenda no requests for notices of motion had been received.

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Auckland Regional Amenities Funding Plan 2014-15 Page 7

Auckland Regional Amenities Funding Plan 2014-15

File No.:CP2014/04779

Purpose1. To approve the proposed total levy in the Auckland Regional Amenities Funding Boards

2014-15 Funding Plan.

Executive Summary2. Following consideration of public submissions, the Auckland Regional Amenities Funding

Board (the Funding Board) has submitted to Auckland Council its 2014-15 Funding Plan forconsideration.

3. The Funding Plan proposes a total levy of $14.311 million, a $215,000 (1.5 percent)increase from the 2013-14 levy. In addition to the levy, a payment of $400,000 will be madeto the Funding Board this financial year for the costs associated with the judicial reviewproceedings brought by the Auckland Regional Rescue Helicopter Trust (ARRHT).

4. Under the Auckland Regional Amenities Funding Act 2008 (the Act), Auckland Councils roleis to approve or reject the total levy. In making this decision, Auckland Council must haveregard to the Acts funding principles.

5. Auckland Council does not make the decisions relating to the allocation of funding to theindividual Amenities. That is the role of the Funding Board, which is required under the Actto act independently of Auckland Council.

6. If Auckland Council rejects the proposed levy, the matter must be referred to arbitration.The arbitrator would determine the total levy, but not the allocations to the individualAmenities.

7. Council staff have reviewed the Funding Plan, and discussed the Funding Plan and theAmenities funding applications with the Funding Board. Following this review and thediscussions, it is considered that the Funding Plan is consistent with the funding principles,and the proposed levy should be approved.

RecommendationsThat the Governing Body:

a) approve the 2014/15 levy of $14.311 million recommended by the Auckland RegionalAmenities Funding Board.

b) note that a one off payment of $400,000 will be made to the Auckland RegionalAmenities Funding Board for costs associated with the Auckland Regional RescueHelicopter Trust judicial review proceedings, which will be made in the 2013/14financial year.

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Discussion8. The following table sets out the timeline for the 2014-15 funding process:

2014-15 Auckland Regional Amenities Funding Process

30 September 2013 Amenities submit funding applications to the

Funding Board.

20 January 2014 Funding Board publically notifies draftFunding Plan.

21 February 2014 Deadline for submissions on the draftFunding Plan.

11 March 2014 Funding Boards submissions hearing.Funding Board considers submissions, andmakes any amendments it considersappropriate to the Draft Funding Plan.

19 March 2014 The Funding Board submits the FundingPlan to Auckland Council for consideration.

27 March 2014 Auckland Council considers the FundingPlan, having regard to the fundingprinciples, and either approves or rejectsthe proposed levy.

No later than 30 April 2014 If Auckland Council approves the levy, theFunding Board meets to deliberate on andadopt its Funding Plan and fix the levy.

If Auckland Council reject the levy, theparties go to arbitration, and the levy will befixed by the arbitrator.

1 July 2014 Auckland Council pays the levy to theFunding Board.

9. On 20 February 2014, the Finance and Performance committee approved Councilssubmission on the draft Funding Plan. The key points of Councils submission were:

acknowledge the Funding Board and the Amenities for their contribution towardsmaking Auckland a vibrant, attractive, and safe place to live and visit.

acknowledge the Funding Board for proposing a modest 1.5 percent increase in totalfunding for the Amenities.

note that the majority of Amenities have received substantial increases in ratepayerfunding since the Act came into force, and that this may indicate that some of theAmenities are becoming increasing reliant on ratepayer funding. The draftsubmission asks the Funding Board to continue working with the Amenities to ensurethey have a plan for achieving financial sustainability, and ideally a decreasedreliance on ratepayer funding.

express concern at the level of funding the Amenities have indicated they will applyfor in future years. The submission asks that the Funding Board discuss with Council

any substantial increases in funding that are proposed by an Amenity, particularlythose that are the result of proposed increases in levels of service, and/or capitaldevelopments.

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10. The Funding Boards response to Councils submission can be found at Attachment A.

11. This year the Funding Board received a total of nine submissions. Seven were supportive orneutral, and two were opposed to the Funding Plan. Those submissions that were opposedto the Funding Plan related to the ARRHT.

12. Following consideration of the submission, the Funding Board has finalised the 2014-15Funding Plan. The Funding Plan can be found at Attachment B. The Funding Board isproposing to make the following grants to the Amenities:

Amenity FundingBoard Grant2013-14

AmenityFundingApplication2014-15

Funding BoardAllocation2014-15

Change from2013-14

Auckland ArtsFestival

$2,230,000 $2,375,000 $2,305,000 +$75,000

Auckland

Philharmonia

$2,817,000 $3,100,000 $2,942,000 +$125,000

AucklandRegional RescueHelicopter

$900,000 $1,350,000 $450,000 -$450,000

Auckland TheatreCompany

$1,330,000 $1,545,000 $1,415,000 +$85,000

CoastguardNorthern Region

$650,000 $670,000 $670,000 +$20,000

New ZealandOpera

$800,000 $840,000 $800,000 $0

Stardome $1,119,000 $1,315,000 $1,269,000 +$150,000

Surf Life SavingNorthern Region $1,140,000 $1,201,421 $1,200,000 +$60,000

Voyager - NewZealand MaritimeMuseum

$1,875,000 $2,300,000 $1,975,000 +$100,000

WatersafeAuckland

$920,000 $1,012,000 $970,000 +$50,000

Total $13,781,000 $15,708,421 $13,996,000 +$215,000Funding Boardadministrationbudget

$315,000 $315,000* $0

Total Levy

payable byAucklandCouncil

$14,096,000 $15,708,421 $14,311,00 +$215,000

* An additional one off payment of $400,000 will be made to the Funding Board thisfinancial year. This payment is for the Funding Boards costs associated with theARRHT judicial review proceedings.

Roles and Responsibilities

13. The Funding Board and Council have defined roles under the Act. The Funding Board mustreview the Amenities funding applications, and make determinations on the level of funding

for each of the specified Amenities for the year. When doing so, the Funding Board musthave regard to the funding principles and other requirements of the Act. The Funding Boardmust then make a recommendation to Council on the total amount of the levy for the year.

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14. Councils role is confined to approvingor rejectingthe total levy amount, having regard tothe funding principles. Under the Act, Council does not have a role in decisions relating tohow the funding provided to the Funding Board is allocated between the individualAmenities. Council can confer with the Funding Board on the draft Funding Plan, and alsomake submissions to the Funding Board as part of public consultation.

15. The Act specifies that the Funding Board has been established as an independent body of

the Council. Councils role is in the provision of annual funding, not in the decision making ofhow the funds are allocated between the Amenities.

16. Should Council (having regard to the funding principles) decide to reject the proposed totallevy; the dispute must be referred to an independent arbitrator. The Act does not allow forrenegotiation of the proposed amounts, the matter must be referred to an arbitrator in thefirst instance.

17. The funding principles are attached in full at Attachment C. The most relevant fundingprinciples are as follows:

the primary purpose of the funding is to contribute to the expenses that the specifiedamenity must incur to provide its facilities or services

funding is not available for any part of facilities or services that the specified amenityprovides outside of the Auckland region

funding is not available for capital expenditure

funding is available only if the specified amenity has made all reasonable endeavoursto maximise their funding from other available funding sources.

Consideration of the Funding Plan against the funding principles

18. Council staff have reviewed the Funding Plan against the funding principles. Council staffhave also discussed the Amenities funding applications and the Funding Plan with the

Funding Board.19. Following this review, and the discussions with the Funding Board, it is considered that the

Funding Plan is consistent with the funding principles. It is therefore recommended that theFunding Plan be approved by Auckland Council.

20. It should be noted that Council staff will be undertaking further work with the Amenities tohelp develop performance measures that align with the Auckland Plan.

Auckland Regional Rescue Helicopter Trust

21. The ARRHT brought judicial review proceedings over the Funding Boards allocationdecisions for 2013-14. ARRHT also challenged one of the new funding principles introduced

by Council under the Act, which ARRHT claims contributed to the reduction in its allocation.The new funding principle was as follows:

Total funding for all specified amenities assessed for a financial year should haveregard to Auckland Councils proposed rates increase for the forthcoming year

22. The ARRHT is seeking orders requiring the Funding Board to reconsider its 2013-14allocation (largely on fairness grounds), and that the new funding principle is invalid. Notethat the Court cannot decide the funding allocations itself; it can only direct the FundingBoard to reconsider the matter if it thinks there was a material flaw in the Funding Boardsprocess.

23. Whilst one of Councils new funding principles is being challenged, Councils main interestin the proceedings is to ensure that the integrity of the funding regime is maintained.

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24. The judicial review proceedings were heard in the High Court on 4 and 5 March 2014, andthe parties are still waiting on the Courts reserved judgment. This is the first time theARAFA legislation has been tested in court. The Courts decision may clarify a number ofissues under the Act and assist Council, the Funding Board and Amenities in future fundingrounds.

25. In reviewing the Funding Boards allocation decision and the new funding principle, the High

Court may have to rule on:

whether the requirement under the Act for amenities to maximise other revenue sourcesbefore applying for any ARAFA funding means that the Funding Board can properly takean holistic overview of double-trust and similar structures

whether the Funding Board (or Council) has any role to play in mediating the levels andscope of services that amenities should provide (since this is not actually specified underARAFA)

whether the Funding Board can ever reduce funding to an amenity, or whether ARAFAonly works on an upwards ratchet in the expectation of continually increasing allocations

until the statutory cap is reached

whether the Funding Board can make these resource allocation decisions in itsreasonable discretion, as an independent professional board established for thatpurpose, in accordance with the criteria under the Act

26. The judicial review proceedings, and subsequent public comments regarding the 2014-15funding round, have raised some issues that require clarification. It is not appropriate tocomment on all of these issues until such time as the Court releases its judgment. However,some commentary on the issues raised is set out below.

ARRHT Trust structure

27. Initially the ARRHT owned and operated the rescue helicopters. However, in March 2011,the ARRHT determined to separate the operations of the ARRHT from ownership of the twohelicopters.

28. A new charitable trust was formed, The Rescue Helicopter (Auckland) Trust (TRHAT).TRHAT has the same trustees as the ARRHT.

29. The intent was that TRHAT would own the helicopters, and become the main fundraisingvehicle. ARRHT would continue to operate the rescue helicopter service.

30. On registration of TRHAT, the two helicopters were sold at market valuation by ARRHT toTRHAT, the latter taking over and becoming responsible for payment of the debt relating tothe helicopters.

31. At the same time, a commercial lease arrangement was entered into between the ARRHTand TRHAT whereby the ARRHT agreed to pay a commercial rental for the lease of thehelicopters from TRHAT.

32. One effect of the change of structure is to place all of the day to day operational costs of thehelicopter service in one entity (the ARRHT), while placing the assets and fundraisingcapacity in TRHAT. The Act requires ARRHT to make all reasonable efforts to raise fundsfrom other sources. Due to the interconnectedness of the two trusts, the Funding Boardconsiders the accounts of the two trusts on a consolidated basis when assessing theARRHTs funding applications.

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Financial needs based assessment

33. The Funding Board assesses the financial need of each Amenity when determining theappropriate level of ratepayer support.

34. The different Amenities are all in different financial situations, have different financialrequirements, and differ in their ability to generate revenue. Attachment D provides financialdetails of the Amenities as at 31 December 2013. This summary gives an indication of thedifferent financial circumstances of each of the Amenities.

35. Each year, the Funding Board assesses the financial need of the Amenities afresh. Thisapproach reflects the fact that the financial circumstances of the Amenities may change overtime.

36. Some of the Amenities have a need to raise funds for capital projects. This may have animpact on funds available for operating expenses. However, the Act prevents the FundingBoard from allocating any funding to an Amenity for capital projects.

Relative merits of the different Amenities

37. The Act does not allow the Funding Board to make an assessment of the relative merits ofthe different Amenities. The Funding Board is not permitted by the Act, for example, to saythat rescue services are more deserving of funding than arts or cultural organisations.

38. The Funding Board is under a statutory obligation to work within the Acts mechanism foradequate, sustainable, and secure funding for all of the specified amenities. Fundingapplications from each of the Amenities must be considered in light of the funding principles,and no priority can be given to one amenity over another.

Consideration

Local Board Views

39. Decision making and oversight in respect of regional activities is the responsibility of theGoverning Body.

40. The views of the Franklin, Rodney, Waiheke, and Great Barrier Local Boards were sought inrelation to the Funding Plan, given the importance of the ARRHT service to these localboards in particular. Whilst no formal feedback has been received, the chairs of theFranklin, Rodney, and Waiheke Local Boards did provide some informal feedback.

41. This feedback expressed concern as to whether the level of service provided by the ARRHTwould be impacted by the proposed level of funding.

42. This is an assessment that the Funding Board must make. The Funding Board is confidentthat the level of funding allocated to ARRHT is an appropriate contribution to support the

activities laid out in the ARRHTs 2014-15 funding application.

Mori Impact Statement

43. The Amenities have the ability to make positive contributions to Mori wellbeing. The Actalso requires that the membership of the Funding Board must have at least one memberwho represents the interests of Mori in the Auckland Region.

General

44. This report does not trigger the significance policy.

Implementation Issues

45. There are no implementation issues associated with this report.

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Attachments

No. Title Page

A Funding Board's response to Auckland Council's submission 15

B 2014-15 Auckland Regional Amenities Funding Plan 17

C Funding Principles 73

D Financial information regarding the Amenities as at 31 December 2013 75

Signatories

Author Alastair Cameron - Principal Advisor CCO Governance and External Partnerships

Authorisers Mark Butcher - Treasurer

Andrew McKenzie - Chief Finance Officer

Stephen Town - Chief Executive

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Auckland Regional Amenities Funding ActFunding Principles

The funding principles are embodied in s.21 of the Act.

These principles are to be considered by the Funding Board and Auckland Council when

assessing the funding applications and approving the total levy.

These principles are summarised below:

a) the primary purpose of the funding is to contribute to the expenses that the specifiedamenity must incur to provide its facilities or services;

b) funding is not available for capital expenditure;

c) funding is not available for any part of facilities or services that the specified amenityprovides outside the Auckland region;

d) funding is not available for facilities or services that at any time in the five yearsimmediately before the date on which the Funding Board or the Auckland Council applies thisparagraph have been provided funding by -

I. a crown entity as defined in section 7 (1) of the Crown Entities Act 2004

II. a department specified in Schedule 1 of the State Sector Act 1988;

e) the funding for the retention and preservation of a specified amenitys library or collectiontakes priority over the amenitys other expenses;

f) funding is available only if the specified amenity has made all reasonable endeavours tomaximise its funding from all other available sources;

g) total funding for all specified amenities assessed for a financial year must not exceed themaximum total levy for that year under s.34;

h) Total funding for all specified amenities assessed for a financial year should have regard toAuckland Councils proposed rates increases for the forthcoming year;

i) Funding is available only if the specified amenity has made all reasonable endeavours toalign its activities (in the Auckland region, and for which it seeks funding) with the objectives ofthe Auckland Plan, including by adopting relevant performance measures.

Note: (h) and (i) above were introduced by Auckland Council on 25 November 2012.

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Auckland

Festival Trust

Auckland

Philharmonia

Orchestra

Auckland

Regional

Rescue

Helicopter

Trust

Auckland

Theatre

Company

Coastguard

Northern

Region

Voyager - NZ

National

Maritime

Museum

New Zealand

Opera

Stardome

Observatory

Surf Life Saving

Northern

Region

Watersafe

Auckland Inc

Income

ARAFB Grant 2,230,000$ 1,408,500$ 450,000$ 363,551$ 937,500$ 391,000$ 563,424$ 431,100$ 460,000$

Sponsorship 25,000$ 583,923$ 967,609$ 43,065$ 251,827$ 613,167$

Sal es/ Box O ff ice /Entry F ee s/ Subs 55,000$ 1,198,583$ 2,347,903$ 2,763,444$ 1,255,585$ 911,988$ 1,236,019$ 377,994$ 99,667$ 26,292$

Grants - CNZ/Other 185,000$ 1,440,329$ 825,734$ 361,770$ 260,290$ 2,615,685$ 48,713$

Donations 298,477$ 3,051,596$ 10,787$ 7,935$

Interest 53,661$ 110,571$ 25,565$ 32,983$

Other 185,912$ 88,980$ 31,812$ 13,238$

Total 2,548,661$ 5,115,724$ 7,753,413$ 2,763,444$ 2,123,738$ 2,135,343$ 4,494,531$ 941,418$ 1,216,664$ 548,243$

Expenditure

Direct Costs 640,253$ 1,320,147$ 1,718,990$ 2,063,744$ 715,564$ 784,824$ 3,244,405$ 983,745$ 512,902$ 556,844$

Fixed Costs 3,885,537$ 3,388,691$ 876,208$ 1,010,950$ 1,435,805$ 1,037,292$ 639,000$

Depreciation 22,500$ 70,716$ 526,215$ 150,847$ 629,472$ 80,495$ 222,000$ 24,903$ 10,962$

Total 662,753$ 5,276,400$ 5,633,896$ 2,939,952$ 1,877,361$ 2,850,101$ 4,362,192$ 1,205,745$ 1,176,805$ 567,806$

Net Surplus/(Loss) 1,885,908$ -$160,676 2,119,517$ -$176,508 246,377$ -$714,758 132,339$ -$264,327 39,859$ -$19,563

Net Surplus/(Loss) excl

Depreciation 1,908,408$ -$89,960 2,645,732$ -$176,508 397,224$ -$85,286 212,834$ -$42,327 $64,762.00 -$8,601

TRADING RESULTS FOR PERIOD ENDED 31 DECEMBER 2013

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Auckland

Festival Trust

Auckland

Philharmonia

Orchestra

Auckland

Regional

Rescue

Helicopter

Trust

Auckland

Theatre

Company

Coastguard

Northern

Region

Voyager - NZ

National

Maritime

Museum

New Zealand

Opera

Stardome

Observatory

Surf Life Saving

Northern

Region

Watersafe

Auckland Inc

(Consolidated)

ASSETS

Current Assets

Cash 3,256,381$ 3,682,952$ 8,585,086$ 1,885,079$ 2,422,217$ 1,264,059$ 157,228$ 1,099,610$ 1,987,412$ 1,036,916$

Prepaid Expenses 286,863$ 275,595$ 243,695$ 616,826$ 31,033$ 151,218$ 1,958$

Accounts Receivable 348,354$ 175,617$ 159,288$ 179,264$ 174,478$ 16,790$ 145,191$ 5,428$

Other 56,997$ 9,629$ 169,805$ 1,966$ 42,580-$ 42,424$ 38,952$ 6,812$Total Current Assets 3,313,378$ 4,327,798$ 8,754,891$ 2,338,257$ 2,782,620$ 1,485,747$ 948,532$ 1,186,385$ 2,290,633$ 1,044,302$

LIABILITIES

Current Liabilities

Sundry Creditors 136,142$ 691,423$ 1,393,176$ 536,632$ 572,965$ 248,772$ 227,076$ 721,383$ 256,855$ 209,334$

Income in Adv 1,930,531$ 1,430,273$ 1,426,423$ 995,281$ 1,257,686$ 648,529$ 990,258$ 588,186$

Other 20,000$

Subs in Advance 629,578$ 376,961$

Total Current Liabilities 136,142$ 3,251,532$ 1,393,176$ 2,343,866$ 1,999,388$ 1,244,053$ 1,504,762$ 1,369,912$ 1,247,113$ 797,520$

Working Capital 3,177,236$ 1,076,266$ 7,361,715$ 5,609-$ 783,232$ 241,694$ 556,230-$ 183,527-$ 1,043,520$ 246,782$

Fixed Assets 841,054$ 7,947,545$ 812,935$ 999,977$ 23,392,320$ 426,425$ 2,803,472$ 146,059$ 134,429$

Less Depreciation 47,709$ 12,173,731$

Net Fixed Assets -$ 841,054$ 7,947,545$ 765,226$ 999,977$ 11,218,589$ 426,425$ 2,803,472$ 146,059$ 134,429$

-$

Term Liabilities 1,246,678$ 1,983,617$

Net Assets 3,177,236$ 1,917,320$ 15,309,260$ 759,617$ 1,783,209$ 10,213,605$ 129,805-$ 636,328$ 1,189,579$ 381,211$

Equity

Retained Earnings 1,291,327$ 2,077,996$ 13,189,742$ 936,125$ 1,536,831$ 10,928,365$ 260,144-$ 900,656$ 1,149,721$ 400,773$

Curre nt Year Earni ngs/( loss) 1,885, 908$ 160,676-$ 2,119,517$ 176,508-$ 246,377$ 714,758-$ 132,339$ 264,327-$ 39,859$ 19,562-$

Total Equity 3,177,235$ 1,917,320$ 15,309,259$ 759,617$ 1,783,208$ 10,213,607$ 127,805-$ 636,329$ 1,189,580$ 381,211$

Wo rk ing Ca pi tal Rat io s > 1 i s g oo d 24. 338 1.331 6.284 0.998 1.392 1.194 0.630 0.866 1.837 1.309

BALANCE SHEET POSITION AS AT 31 DECEMBER 2013

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The 2014-15 Levies for the Auckland War Memorial Museum, and the Museum of Transport andTechnology

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The 2014-15 Levies for the Auckland War Memorial Museum, and theMuseum of Transport and Technology

File No.:CP2014/05155

Purpose1. To approve the 2014-15 levies for the Auckland War Memorial Museum (AWMM), and the

Museum of Transport and Technology (MOTAT).

Executive Summary2. The independent boards of AWMM and MOTAT have prepared their draft annual plans for

the 2014-15 financial year. The draft annual plans have been published and consulted on.

3. Under the Advisory and Management Agreement, RFA is the appointed advisor to AucklandCouncil on the annual AWMM and MOTAT funding processes. It is RFAs role to consider

and make recommendations to the Council in regard to the statutory levies imposed byMOTAT and AWMM.

4. Council must consider whether to approve or reject the levies requested by AWMM andMOTAT.

5. The MOTAT annual plan proposes a levy of $11.987 million, a 2.5 percent or $292,000increase from 2013-14. RFA has recommended that the MOTAT levy be approved.

6. RFAs view is that the MOTAT board is acting prudently in keeping the levy increase to aminimum, and MOTAT is demonstrating that it has the willingness to commit its ownendevours to the delivery of outcomes.

7. The AWMM annual plan proposes a levy of $28.657 million, a 4.9 percent or $1.349 million

increase from 2013-14. RFA has recommended that Council reject the AWMM levy, but thatit should support a 2.5 percent increase in the levy.

8. The Auckland War Memorial Museum Act 1996 provides that, should Council decide toreject the proposed levy, and an agreement cannot be reached between the parties, thematter is to be referred (by either party) to an arbitrator for a decision. Council will be a partyto the arbitration.

9. It is recommended that the Chair of the Finance and Performance Committee be delegatedauthority to negotiate an agreement with AWMM, with any such agreement to be consistentwith the RFA levy recommendation. If no agreement can be reached, then this mattershould be referred to arbitration.

Recommendation/sThat the Governing Body:

a) approve the 2014-15 Museum of Transport and Technology levy of $11.987 million,as recommended by Regional Facilities Auckland.

b) reject the 2014-15 Auckland War Memorial Museum levy of $28.657 million, asrecommended by Regional Facilities Auckland.

c) agree that the Chair of the Finance and Performance committee be authorised tonegotiate an agreement in relation to the Auckland War Memorial Museum levy.

d) agree that if no agreement can be reached, then the issue of the Auckland War

Memorial Museum levy be referred to an arbitrator.

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Discussion10. AWMM and MOTAT operate under the following pieces of legislation:

Auckland War Memorial Museum Act 1996

Museum of Transport and Technology Act 200011. The legislation requires both museums to publish draft annual plans, including details of the

proposed levy to be imposed on Auckland Council. These annual plans must be publicallyconsulted on.

12. Pursuant to the Advisory and Management Agreement between RFA and Auckland Council,RFA has been appointed Councils advisor for the museums annual funding process. RFAhas made submissions on Auckland Councils behalf to both AWMM and MOTAT (seeattachments A and B).

13. Both AWMM and MOTAT have considered the submissions they received, and finalisedtheir annual plans, including details of the proposed levies.

14. RFA has assessed the levies proposed by the museums, and made its recommendations toAuckland Council. A letter containing RFAs recommendations can be found at AttachmentC. Copies of AWMM and MOTATs annual plans can also be found at Attachment D and E.

15. The RFA board has recommended to approve the MOTAT levy, but to reject the AWMMlevy. The principles RFA considered when assessing the levies and RFAsrecommendations are discussed in more detail below.

RFAs principles for assessing the levies

16. The RFA board considered the draft annual plans in November 2013. Both AWMM andMOTAT were advised by RFA that a levy increase of 2.5 percent was the maximum that

could be supported. RFAs position was based in part on Auckland Councils proposedaverage rates increase for 2014-15.

17. RFA, to help it objectively assess the levy request, considered the following principles:

alignment with the objectives in the Auckland Plan and any stakeholder directionspreviously conveyed

satisfaction that the respective museums past setting of financial targets have beenrealistic and achieved

future commercial revenue projections maximise available opportunities and have beenreviewed to do so

the level of funding requested is set so as to reflect a sustainable burden on publicfunding across the collection/heritage sector in the medium term

where there is a proposed funding increase, whether there is the ability for programmesor activities to be spread over the medium term

MOTAT

18. The final MOTAT annual plan differs from that consulted on. Changes have been made toreflect MOTATs newly developed strategy. A copy of the new strategy is at Attachment F.

19. The MOTAT annual plan proposes a levy of $11.987 million, a 2.5 percent or $292,000increase from 2013-14. RFA has considered this levy against the above principles, and

recommended that the levy be approved.

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20. RFA notes that:

the proposed levy is in line with the levy indicated as being supported by the RFA boardin November 2013

MOTATs objectives take into account the needs of the Auckland community and look toachieve the outcomes of the Auckland Plan

MOTATs focus on exhibition development and education is supported.

overall MOTAT exceeded their target for external revenue / funding for 2012-13. Thetotal revenue targets projected in the 2014-15 annual plan continue to rise above thosein previous plans. The increase in the levy is matched by a corresponding increase inMOTATs other revenue

it is regarded that MOTATs requested increase is to deal with short term issues.MOTAT has reprioritised existing funding and identified alternative funding avenues toaddress their needs

RFA considers that the MOTAT board is acting prudently in keeping the levy increase toa minimum

AWMM

21. There are many positive aspects in the AWMM annual plan. For instance, the annual planstates that:

We are working jointly with Auckland Council to prepare to commemorate the centenary ofthe First World War; we are shaping programmes to mark 175 years since the Treaty ofWaitangi and founding of Auckland; and we will continue to be active partners with iwi, Moriand Pacific communities, welcoming more of them to the work of the museum.

22. The AWMM annual plan proposes a levy of $28.657 million, a 4.9 percent or $1.349 millionincrease from 2013-14. RFA has considered this levy against the principles set out atparagraph 17, and recommended that the levy be rejected. RFA has indicated a levyincrease of 2.5 percent should be supported.

23. RFAs reasons for this position are set out in the letter at Attachment C. These aresummarised as follows:

the AWMMs total costs of activities are planned to increase partly due to aligning itsFuture Museum strategy with the Auckland Plan. Given the long term nature of boththese plans, some thought could be given to spreading some activities throughout thelife of the Future Museum strategy

the AWMM revenue projections need to be further discussed, as there could beopportunities to maximise other sources of revenue

other funded arts and culture facilities in Auckland have received only modest increasesin funding

the should be further discussion regarding the utilisation of the Museum AssetReplacement Reserve

24. There needs to be some clarification from the AWMM in relation to its annual plan. Thisrelates to the level of admission revenue that the AWMM can expect to receive now that it ispossible for it to charge admission to international visitors. Also, the impact of savings thatthe AWMM has achieved on the annual plan could be explored. Through some excellent

initiatives, the AWMM has managed to achieve significant savings in the areas of electricityand gas consumption (40 percent saving from the 2010 baseline), and the AWMM hasreceived a reduction in its rates of $250,000 per annum.

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25. Given all of the above factors, RFA is of the view that a levy increase in line with the generalrates increase would be sufficient. RFA has therefore recommended that the AWMM levybe rejected, but that a levy increase of 2.5 percent is appropriate.

26. The Auckland War Memorial Museum Act 1996 provides that, should Council decide toreject the proposed levy, and an agreement cannot be reached between the parties, thematter is to be referred (by either party) to an arbitrator for a decision. Council will be a party

to the arbitration.27. It is recommended that the Chair of the Finance and Performance committee be delegated

authority to discuss the draft annual plan with AWMM, and to negotiate an agreement withAWMM. If no agreement can be reached, then this matter should be referred to arbitration.

28. If the matter is referred to arbitration, the Act provides that the arbitrator would need to reacha decision before the end of April, and the AWMM board must adopt its annual plan by30 April 2014.

Consideration

Local Board Views29. Decision making and oversight in respect of regional activities is the responsibility of theGoverning Body.

Mori Impact Statement

30. AWMM and MOTAT have the ability to make positive contributions to Mori wellbeing, andto deliver on Auckland Plan outcomes relating to effective communication and engagementwith Mori.

31. In last years levy process, MOTAT and the AWMM were asked to engage withmanawhenua and mataawaka in the region, in relation to ongoing development of theirrespective strategies.

32. In its annual plan, MOTAT states that it is focusing on its relationship with the local iwi usingthe principles of Te Tiriti o Waitangi, and respecting their customary kaitiaki role.

33. MOTAT is aiming to develop a mutually rewarding relationship whereby iwi assist themuseum to highlight Mori knowledge, culture and views in ways that ensures it isacknowledged, respected and passed on.

34. The AWMM is prioritising Mori partnership and co-development and will develop aframework for a new model of engagement with whanau, hapu and iwi to enhancematauranga Mori and knowledge about taonga Mori.

General

35. This report does not trigger the significance policy.

Implementation Issues36. There are no implementation issues associated with this report.

Attachments

No. Title Page

A RFA submission to the AWMM draft annual plan 83

B RFA submission to the MOTAT 2014-15 annual plan 87

C RFA recommendation to Council on AWMM and MOTAT levies 91D AWMM draft annual plan 2014-15 97

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E MOTAT draft annual plan 2014-15 119

F MOTAT 2014-19 Strategy 149

Signatories

Author Alastair Cameron - Principal Advisor CCO Governance and External PartnershipsAuthorisers Mark Butcher - Treasurer

Andrew McKenzie - Chief Finance Officer

Stephen Town - Chief Executive

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Museum of Transport and Technology

2014 TO 2019 MASTER STRATEGY FOR THE MUSEUM

Hapaitia te ara tika pumau ai te rangatiratanga mo nga uri whakatipuFoster the pathway of knowledge to strength, independence and growth for future generations

Part OneIdentity

Our Vision:

To be the must experience venue that uses New Zealands heritage, Kiwi ingenuity, transport,

technology and the associated stories in a creative and interactive way to educate and inspire the

innovators of tomorrow.

Our Values:

Collaboration is the way we work together internally and externally as a team that respects and supports

one another, sharing ideas, knowledge and skills so that we achieve our full potential.

Integrity is the foundation on which our relationships, reputation and authority are built. We will

act morally, ethically and with respect and transparency at all times.

Creativity is the quality that allows us to be courageous and to try new things so as to inspire those

we interact with.

Stewardship is our individual and collective duty as custodians to manage, develop and preserve

MOTATs collection, skills and knowledge and to pass themon to the next generation.

Our Approach:

In order to inspire and engage with our visitors and each other we will:

Make it simple: easy to understand, remember and use.

Make it personal: relevant and meaningful so that it stimulates thought, conversation and debate.

Make it active: a hands-on, multi-dimensional experience.

Make it connect: put the collection and the associated information into context in a way that

connects people, concepts and ideas.

Make it happen: deliver what is promised in accordance with the strategy and the Annual Plan.

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Outcome of Strategy

Objective OneMaximise the Visitor Experience

Increase the number and quality of exhibitions and events that use MOTATs heritage objects, Kiwi

ingenuity, transport, technology and the associated stories in a creative and interactive way to

inspire the museums visitors and extend their knowledge.

Develop a new MOTAT Online experience.

Develop and implement a Marketing Strategy (that includes the use of social media) designed to

attract visitors, sponsors and volunteers to MOTAT and to promote it as a must experience

venue.

Establish a Think Tank of leading New Zealanders to explore how MOTAT can use its collection,

Kiwi ingenuity, technology and innovation to inspire and educate the museums visitors.

Objective Two

Empower the MOTAT Team (i.e. the staff and volunteers)

Improve MOTATs structures and systems by aligning the Hubs and each MOTAT Team members

objectives to the achievement of the Vision.

Build and strengthen the working relationships across the MOTAT Team so as to ensure that the

staff and volunteers work together as one towards the achievement of the Vision.

Use the Values to define who we are, how we operate and how we relate to others.

Implementing change programmes to ensure that the MOTAT Team is aligned with the Vision,

Values and Strategy, thereby ensuring that the Team is accountable and responsible for the

achievement of the associated goals.

Objective ThreeImprove Quality of the Collection and its Care

Develop and implement a Rationalisation Programme that identifies the objects that are or should

be in MOTATs collection that can be utilised in the achievement of the museums Vision.

Take proactive steps to improve the quality (as opposed to the quantity) of MOTATs collection.

Review, develop, implement, communicate and monitor MOTATs collection policies and

procedures in accordance with the Museums Aotearoa Code of Ethics so that they are aligned to

best museum practice and facilitate the achievement of the Vision.

Ensure that MOTATs collection objects are cared for in accordance with the museums policies.

Use MOTATs collection to enhance and support the visitor experience and the achievement of the

Vision.

Objective FourImprove Business and Community Sustainability

1. Develop and implement the Asset Management Plan (i.e. the plan for the maintenance or

upgrading of MOTATs buildings and infrastructure) and the Development Plan (i.e. the plan for the

replacement of MOTATs buildings overtime) so as to ensure that the museums buildings and

infrastructures provide a proper platform for the achievement of the Vision.

2. Refine MOTATs sustainability programmes so as to reduce the museums impact on the

environment.

3. Prudently and proactively manage MOTATs finances and other resources.

4. Re-engage and develop a mutually beneficial relationship with the local Iwi using the principles ofTe Tiriti o Waitangi/the Treaty of Waitangi.

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5. Ensue that the principles of Te Tiriti o Waitangi and Maori customs and principles are reflected and

acknowledged where relevant.

6. Develop long term and mutually beneficial relationships with MOTATs Stakeholders (i.e. the

Council, Regional Facilities Auckland and the MOTAT Society), the Western Springs Community and

major learning institutions such as Unitec, AUT and the Auckland and Massey Universities.

7. Investigate the development of an integrated approach to the enhancement of Aucklands Cultural

and Heritage offering with Regional Facilities Auckland, the Auckland War Memorial Museum, the

Voyager Museum and the Stardome.

8. Business Services will review and improve MOTATs systems and approach for securing and

monitoring the museums site and collection.

Timetable:

Year OneDevelop and Implement

1. Commence implementation of strategy.2. Review the existing structures so as to ensure that MOTAT has the right people, competencies and

roles to achieve the strategy.

3. Develop and implement the Rationalisation Programme for the alignment of MOTATs collection to

the achievement of the Vision and to improve the significance and quality (but not the quantity) of

MOTATs collection.

4. Plan and develop the exhibitions, events and other projects that will have the biggest impact on

the achievement of the Vision. .

5. Align MOTATs Annual Plan and budgets to the implementation of the strategy.

6. Develop and align MOTATs education programmes to the Vision and the NZ Curriculum and the

Ministry of Educations priority areas.

7. Engage with Unitec, AUT and the Auckland and Massey Universities to explore how they can assistMOTAT with the development of the museums learning programmes.

8. Proactively engage with MOTATs Stakeholders, the Western Springs community, the Auckland

War Memorial Museum, the Stardome and Voyager Museum with a view to developing a closer

working relationship.

9. Re-engage and develop a mutually beneficial relationship with the local Iwi using the principles of

Te Tiriti o Waitangi/the Treaty of Waitangi.

10. Commence implementation of the Asset Management Plan recommendations.

11. Identify and appoint the requisite firm(s) that will help MOTAT map out and complete a

Development Plan.

Year Two

Deliver and Refine:

1. Continue with implementation of Year One timetable.

2. Review the structures, systems and procedures so as to ensure that they are working effectively.

3. Create a must experience exhibition that is aligned to the Vision.

4. Commence implementation of the Development Plan.

Year ThreeReview and Consolidate:

1. Continue with implementation of Year Two timetable.

2. Review internally and with the relevant stakeholders, where appropriate, whether the objectives

and the timetable so as to ensure that they remain relevant and will lead MOTAT to achieving itsVision.

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3. Ensure that MOTAT is providing a consistent and high quality visitor experience that is aligned to

the Vision.

Year Four/FiveReflect and Evolve:

1. Continue with implementation of Year Three timetable.

2. Review and update strategy and associated plans for next five years.

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MOTAT

Museum of Transport and Technology

2014 TO 2019 MAIN STRATEGY FOR THE MUSEUM

Part TwoCore Objectives

Objectives:

The following objectives have been set to ensure that MOTAT achieves its Vision and complies with its

obligations under the MOTAT Act 2000.

MOTATs goal is to move away from being a museum that predominantly focuses on its objects to an

institution that uses its collection and its focus on Kiwi ingenuity, transport, technology and the associated

stories in a creative and interactive way that motivates and inspires the innovators of tomorrow. By doing

this MOTAT will provide a multidimensional experiences that its visitors will find rewarding and will make

them want to return for more on a regular basis.

Objective OneMaximise the Visitor Experience

Visitor Experience Objectives:

MOTAT will focus predominantly on the Auckland community with a view to increasing the number of

people it directly and indirectly engages with by ensuring that its exhibitions, events, web site and social

media are aligned to the Vision. In order to achieve this:

1. During the course of the strategy MOTAT Will increase the number of themed exhibitions it

undertakes from one to three per annum over the period of the strategy. Those exhibitions, which will be

developed by the Experience Hub, shall be consistent with the Vision and will be designed to:

(a) Use heritage objects and where possible Kiwi ingenuity, transport, technology, and the associated

stories in a creative way that challenges and develops the visitors imagination and knowledge.

(b) Improve the visitor experience and associated feedback on an annual basis.

(c) Attract sponsors.

(d) Ensure that MOTAT becomes a must experience venue.

(e) Increase paying visitor numbers by 14% per annum in the first year and at least 8% in each of the

following years.

(f) Increase the number of Gold Card holders that visit the museum each year by 5% per annum.

2. The Experience Hub will develop, with input from Collection Services and the Collection Hubs,

programmes and events (including Mobile MOTATS) that:

(a) Enable the visitors to experience the museums collection and team in a proactive way.

(b) Ensure that the associated stories are aligned with the Vision and are communicated to the

museums visitors.

(c) Ensure the museum provides an interactive and consistent experience to MOTATs visitors.

(d) Demonstrates, where relevant the technological/scientific principles associated with the museums

objects.

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3. Business Services will develop over the period of the strategy a new MOTAT Online that will

increase the museums online presence and will enable visitors to access (via the website or any

device of their choice) information on MOTATs:

(a) Admission prices, location and transport options.

(b) Collection, including technical specification, history and relevance to the Vision.

(c) Current and proposed exhibitions and events.

(d) Learning programmes and other initiatives.

(e) Vision, Values, history, governance and management structures and key personnel.

(f) Online dialogues and conversations between MOTAT, the online community and the community

members themselves.

(g) Volunteer community and opportunities.

(h) The MOTAT Society

1. The Experience Hub will establish a Think Tank of leading New Zealanders to advise on the

incorporation of Kiwi ingenuity, technology and innovation into the museums exhibitions and

learning programmes.

Education and Charitable Objectives:

MOTAT will develop learning programmes (based on Kiwi ingenuity, transport, technology and innovation

and its impact on New Zealand) that are designed to (a) appeal to a wide and diverse audience (b) improve

their knowledge (c) encourage thinking and debate and (d) inspire them to become the innovators of

tomorrow. In order to achieve this:

1. The Experience Hub will develop and implement learning programmes that are aligned to the

Vision and are consistent with the NZ Curriculum and the Ministry of Educations priority areas so

as to encourage:(a) Schools to use MOTATs facilities, programmes and education personnel.

(b) Universities and other tertiary institutions to work on educational projects with MOTATs

education team and to encourage their students to undertake research in relation to the

museums collection.

(c) Teenagers to develop their skills and work readiness in conjunction with MOTATs education team

and third party providers (e.g. web, app and graphic designers).

2. The Business Services and Experience Hubs will develop a plan for the provision of apprenticeship

support, internships and other training programmes so as to ensure that the requisite skills at

MOTAT are preserved and passed onto the next generation.

3. The Experience Hub will develop, implement and monitor programmes that:

(a) Encourage charities and low decile families and schools to use MOTAT.

(b) Benefit directly or indirectly one or more charities a year.

(c) Use Mobile MOTATs (at least four a year) to actively engage with schools, charities and the public

in general.

Marketing/Profile Objectives:

MOTAT will ensure that what it is trying to achieve is well publicised and in order to achieve this:

1. The Experience Hub will develop and implement a marketing strategy that:(a) Is aligned to the Vision.

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(b) Is focussed on the Auckland community.

(c) Highlights what MOTAT has to offer to its Visitors and why.

(d) Emphasises, when appropriate, any specific exhibitions and events being undertaken by MOTAT.

(e) Identifies certain areas of the Auckland community that should be focused on and tailors the

museums offers and promotions accordingly.

(f) Promotes MOTAT as a must experience venue.

(g) Promotes MOTATs knowledge and expertise in relation to its collection.

Objective TwoEmpower the MOTAT Team

MOTAT Team Objectives:

MOTATs evolution over the last 10 years has created a divide between the m

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