Agenda of Audit, Risk and Assurance Committee

Audit, Risk and Assurance Committee

4 December 2025

Audit, Risk and Assurance Committee Updates Report - December 2025

Department: Finance

EXECUTIVE SUMMARY

1 This report provides updates on the progress of various sundry matters that have been noted by the Committee.

RECOMMENDATIONS

That the Committee:

a) Notes the Audit, Risk and Assurance Committee Updates Report – December 2025

DISCUSSION

Insurance

2 The liability insurance programme has now been fully renewed with effect from 1 November 2025. The policies include general/public liability, statutory liability, professional indemnity, and employer’s liability, with the required capacity secured.

3 Full cost insurance valuations are being undertaken at the DCC aquatic buildings and University Oval assets (including plant).

4 Refresher training is being scheduled with Project and Contract Managers on the contract works insurance policy including key risks around hot works and hazardous substance warranties.

2024/25 Annual Report

5 The final audit fieldwork started in the week of 15 September 2025 and finished on 31 October 2025, resulting in an unqualified audit opinion.

6 Following the audit process, the 2024/25 Annual Report was adopted by Council at its inaugural meeting of the new triennium on 31 October 2025.

7 The 2024/25 Annual Report Summary has been prepared by staff and has been audited by Audit NZ. An audit opinion was received in the week beginning 24 November 2025.

8 Following this, the 2024/25 Annual Report and its Summary have been published on the DCC website, within statutory deadlines.

9 Recommended improvements to the development of future Annual Reports are as follows:

a) 3 Waters valuations are completed as at 31 March. Over the past four years, there have been recurring issues with valuations, and completing them three months earlier than usual provides a buffer to address any potential challenges.

b) More detail is included on the performance of each Council-Controlled Organisation (CCO). While the primary focus of the Annual Report is the performance of the DCC, more supporting information on CCOs would provide helpful context to a reader.

c) The timeline for the development of the Annual Report is incrementally brought forward each year, in consultation with Dunedin City Holdings Limited and Audit NZ. This will ensure that the 2027/28 Annual Report can be adopted ahead of the next local government elections.

2026/27 Annual Plan

10 Work on the development of the 2026/27 Annual Plan continues. The development of the Plan is being used as an opportunity to identify new or improved revenue streams, and to review expenditure.

11 Budget update reports for each activity are being prepared and will be considered by Council in January 2026.

12 The schedule for development of the 2026/27 Annual Plan includes sufficient time for an amendment, including audit, should one be required to address a significant or material change from Year 2 of the 9 Year Plan. Community engagement is tentatively scheduled for March/April 2026.

13 The Annual Plan 2026/27 will be adopted by Council by 30 June 2026.

Local Water Done Well

14 All legislation making up the three stages of “Local Water Done Well” have now been passed.

15 Council’s Water Services Delivery Plan (WSDP) was accepted by the Secretary for Local Government on 10 November 2025 and confirms acceptance of the in-house delivery model. DIA accepted the plan without any changes being required and recommended that the delivery of projects required to achieve regulatory compliance is monitored.

16 Staff are now in the process of implementing the WSDP. A programme governance structure has been proposed with ELT representation and a cross departmental group will be formed to meet regularly and coordinate implementation delivery. This group will include representation from 3 Waters, finance and legal and others as required. The DCC Project Management Framework (PMF) has been adopted to manage this programme of work.

Policy Updates

17 The following policies are undergoing review:

a) Information Management Policy

b) Asset Disposal and Write-Off Policy

c) ICT Acceptable Use Policy

d) Staff Code of Conduct

e) Health, Safety and Wellbeing Policy

18 After the review process, updated copies of DCC policies will be provided to the Committee for either feedback or approval.

OPTIONS

19 This is a noting report so there are no options.

Signatories

Author:	Hayley Knight - Assurance Manager
Authoriser:	Carolyn Allan - Chief Financial Officer

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report provides an update on various audit, risk and assurance related matters.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	✔	☐	☐
Economic Development Strategy	✔	☐	☐
Environment Strategy	✔	☐	☐
Arts and Culture Strategy	✔	☐	☐
3 Waters Strategy	✔	☐	☐
Future Development Strategy	✔	☐	☐
Integrated Transport Strategy	✔	☐	☐
Parks and Recreation Strategy	✔	☐	☐
Other strategic projects/policies/plans	☐	☐	✔

This report provides an update on the progress made by Council to deliver upon the activities identified by the Audit, Risk and Assurance Committee, which is a regulatory function and considered good quality and cost effective

Māori Impact Statement

There are no known impacts for mana whenua

Sustainability

There are no implications for sustainability

Zero carbon

There are no implications for zero carbon

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications

Financial considerations

No financial implications have been identified

Significance

This report is rated low under the Council’s Significance and Engagement Policy

Engagement – external

No external engagement has been undertaken

Engagement - internal

Activities noted herein include cross Council engagement and collaboration

Risks: Legal / Health and Safety etc.

No risks have been identified

Conflict of Interest

There are no conflict of interest identified

Community Boards

There have been no implications for Community Boards identified

Audit, Risk and Assurance Committee

4 December 2025

Climate-related risk management

Department: Zero Carbon, Climate and City Growth and Quality and Improvement

EXECUTIVE SUMMARY

1 This report provides information on the DCC’s current climate-related risk management framework, and compares this with evolving best practice. It discusses potential to strengthen the DCC’s approach.

2 The DCC’s climate change response comprises mitigation and adaptation work programmes (Zero Carbon and Climate Adaptation and Resilience). The DCC currently monitors and manages three strategic climate-related risks.

3 Best practice suggests that integration of climate change considerations across governance, strategy, risk management, metrics/targets, and assurance is required for an organisation to manage climate-related risk and opportunity coherently and successfully.

4 The DCC is giving effect to recent sector-specific guidance from the Office of the Auditor General (OAG) on climate-related risk management and associated organisational frameworks. However, an approach more closely aligned with the New Zealand Climate Standards would afford ELT and Council deeper insights on key areas of risk and opportunity, to support stronger climate-related decision-making.

5 The preferred option is for staff to investigate ways the DCC could align more strongly with the NZ Climate Standards approach to climate-related risk management. Staff would report their findings back to the Audit, Risk and Assurance (ARAS) Subcommittee, no later than July 2026.

RECOMMENDATIONS

That the Subcommittee:

a) Notes the climate-related risk management report

b) Approves staff investigation of ways the DCC could align more strongly with the NZ Climate Standards approach to climate-related risk management

BACKGROUND

Responding to climate change has two aspects: mitigation and adaptation

6 Climate Change is defined as a change of climate which is attributed directly or indirectly to human activity that alters the composition of the global atmosphere, and which is in addition to natural climate variability observed over comparable time periods.[1]

7 Climate change mitigation is a human intervention to reduce emissions or enhance the sinks of greenhouse gases.[2]

8 Climate change adaptation is the process of adjustment to actual or expected climate and its effects, in order to moderate harm or exploit beneficial opportunities.[3] The terms ‘resilience’ and ‘adaptation’ are often used interchangeably in climate change discourse. While they are complementary terms, there are subtle but important differences. Resilience describes the capacity to anticipate and cope with shocks or adverse events, and to recover from the associated impacts in a timely and efficient manner. In this sense, adaptation is part of and contributes to resilience.

9 Most economic sectors and industries are affected both by climate-related risks and by the transition to a lower-carbon economy. There are also significant opportunities for organisations focused on climate change mitigation and adaptation.

10 While no equivalent figures are available for Dunedin, a report by Deloitte estimates that inadequate climate action could cost the New Zealand economy $4.4 billion by 2050, with losses becoming exponentially worse after that. On the other hand, decisive climate action could deliver $64 billion to New Zealand’s economy by 2050.[4]

11 The Office of the Auditor General has recently updated its advice to councils with respect to climate change. In doing so, it commented that:

“…in many ways, councils are at the front line of a wider response to climate change. Councils are largely responsible for civil defence, regional and district land use, planning and major community infrastructure. They are also the owners of significant assets, some of which are at risk because of climate change. They also have a role in reducing greenhouse gas emissions.

Councils have obligations to keep their communities and assets safe from the impacts of a changing climate. They also have a responsibility to consult and keep their communities informed about the scenarios they are planning for and the steps they are taking to protect people and property.”[5]

The DCC’s climate change responses comprises two key work programmes

12 Across both work programmes, the approach is designed to be practical, focused on outcomes, and aligned with the city’s broader goals for economic and community development. A low emissions, climate-resilient Ōtepoti Dunedin ultimately means better local services and infrastructure, more efficient systems, improved public health and wellbeing, as well as contributing to global climate goals.

Climate change mitigation

13 The Zero Carbon work programme supports emissions reduction at both the organisation scale (DCC emissions) and the wider city scale (Dunedin emissions). It is led by the Zero Carbon team but integrates with, and is co-dependent on, the work of teams across the DCC. There is also an emphasis for the work programme on collaboration with external partners.

Climate change adaptation

14 A citywide climate adaptation and resilience framework is in development to guide Council and communities as they make decisions about how to respond to natural hazards and the anticipated impacts of climate change. This work commenced only recently and is led by the newly formed Climate Adaptation and Resilience team. The team and work programme have evolved out of the South Dunedin Future programme – a joint initiative between the DCC and the Otago Regional Council (in close association with other stakeholders) focused on producing a long-term adaptation plan for the area by the end of 2026.

DISCUSSION

Best practice climate-related risk management

15 Recent years have seen rapid evolution of the guidance and tools available to steer organisations’ climate-related risk management. Related to this, there is an increasing focus on climate-related reporting and disclosures, and a growing expectation from central government, private sector, and communities that local government will align with the spirit and intent of these approaches.

International guidance - Taskforce on Climate-related Financial Disclosures

16 In 2023, the Task Force on Climate-related Financial Disclosures (TCFD, initiated by the G20) set out recommendations for clear, comparable and consistent climate-related disclosures. The aim was to:

a) promote routine consideration of climate change in business and investment decisions

b) enable entities to better demonstrate responsibility and foresight on climate

c) drive smarter, more efficient allocation of capital, and

d) smooth the transition to a low-carbon economy.

17 The TCFD identified that an organisation’s climate risk exposure is a function of both physical risks caused by the impacts of climate change, and transition risks associated with changes that occur in response to climate change issues:

18 The are four core elements of TCFD’s recommended climate-related financial disclosures, including risk management:

19 The TCFD recommended greater emphasis on the impact of climate-related risks and opportunities on an organisation’s future financial position (as reflected in its income statement, cash flow statement, and balance sheet). This is summarised by the figure below:

National guidance - Aotearoa New Zealand Climate Standards

20 The New Zealand government introduced a mandatory climate-related disclosures regime in 2023, applying to financial institutions, as well as managers of large investment schemes and licensed/large listed issuers that meet certain thresholds. In 2025, thresholds for mandatory participation were revised upwards.

21 Under the regime, climate reporting entities must report in line with the Aotearoa New Zealand Climate Standards (NZ Climate Standards) issued by the External Reporting Board (XRB). The NZ Climate Standards were developed largely in line with TCFD recommendations (there are sections on governance, strategy, risk management, metrics and targets), with an added emphasis on assurance of emissions disclosed by an organisation under the standard. Key elements of disclosure can be summarised as follows:

Source: GRESB

22 The standards can also be adopted voluntarily by organisations, to improve planning and resilience. Examples of Dunedin organisations that have voluntarily aligned with the standards include Silver Fern Farms and the University of Otago.

23 Within the local government sector, strict adherence to the NZ Climate Standards appears to be limited to entities that were caught by the 2023 legislation e.g. Auckland Council (which report at a Group level), and Christchurch City Holdings Ltd.

24 However, local government is increasingly looking to TCFD and the NZ Climate Standards to inform management approaches. This includes in management of council controlled organisations (e.g. Nelson City Council/Tasman District Council have set an expectation that their Infrastructure Holdings company provide climate-related disclosure on an ongoing basis).

Sector-specific guidance - climate-related OAG recommendations

25 In late 2024 the Office of the Auditor General (OAG) released a report auditing the performance of four councils’ climate work. The report included five recommendations for councils, emphasising the need for clarity and transparency with the public in climate-related objective setting and progress monitoring/reporting. The recommendations echo best practice established by the TCFD framework, and the NZ Climate Standard, by emphasising governance, strategy, metrics and targets:

a) Take opportunities to collaborate with and assist each other to understand the current and likely impacts of a changing climate on their infrastructure and communities.

b) Make clear in climate strategies:

i) what their climate-related objectives are,

ii) how they intend to achieve those objectives,

iii) how they will use their strategies to set priorities, and

iv) how they will measure and report on progress in implementing their strategies.

c) Strengthen the use of performance measures that reflect climate-related strategic objectives and priorities.

d) Clearly set out how climate-related activities will be governed and ensure that staff understand what information the relevant governance body needs to govern effectively.

e) Report publicly on progress with their climate change strategies and work programmes, to support accountability and so communities are well-informed, engaged, and supportive.

26 Previous OAG advice has also emphasised a role of Audit and Risk committees in climate-related risk management.

The DCC’s current approach to climate-related risk management and disclosure

27 The DCC’s approach to climate-related risk management has evolved over time, as the organisation’s general risk management framework and climate change work programmes have matured.

28 From a purely risk management perspective, ELT has included three climate-related risks in its suite of strategic risks, considered as part of regular monitoring:

a) Climate Change (Mitigation – DCC): A failure to meet the DCC’s organisational emissions reduction targets

b) Climate Change (Mitigation – City-wide): A failure to meet the DCC’s city-wide emissions reduction targets.

c) Adaptation to Climate Change: A failure to respond effectively to the impacts of climate change

29 The risks, along with current ratings, mitigating controls and improvement plans are set out in Attachment A.

30 However, as discussed above, recent guidance at all scales places climate-related risk management firmly in the context of wider organisational frameworks. Best practice suggests that integration of climate change considerations across governance, strategy, risk management, metrics/targets, and assurance is required for an organisation to manage climate-related risk and opportunity coherently and successfully.

31 The DCC has to date closely followed and sought to align with evolving climate-related OAG guidance. Council was most recently updated on alignment in November 2024, when it noted the Zero Carbon work programme approach to align with the OAG’s most recent recommendations (CNL/2024/221). At that time, the city-wide climate change adaptation and resilience work programme had not yet been developed or approved.

32 Attachment B provides an updated view of how the OAG’s recommendations are being given effect to. The approach is built out across the Zero Carbon work programme, which has had a clear mandate to address climate change mitigation at both city and DCC scales since its genesis in 2020. Work is underway to build a similar framework for climate change adaptation and resilience at both city and DCC scales, which is currently in design as part of an initial two-year pilot through to June 2027. Further advice will be provided to ARAS and Council once design works have progressed, likely in mid-2026.

33 When compared with the NZ Climate Standards, the DCC is fully aligned with some elements of the standards, including emissions-related metrics and annual assurance of Scope 1, 2 and 3 emissions.

Further evolution of DCC’s climate-related risk management

34 While the DCC’s current approach aligns with OAG recommendations, the structured approach set out in the NZ Climate Standards is a step up from current DCC climate-related risk management practice. The approach prescribed by the NZ Climate Standards involves scenario development and analysis, risk/opportunity identification and impact assessment. It supports organisations to develop a more granular understanding of both physical and transition risks and mitigations, as well as climate-related opportunities.

35 Within the local government sector, Auckland Council is most advanced with respect to development of a formal NZ Climate Standards-aligned approach. It has developed its framework at a group level, and currently manages 16 material climate-related risks. Auckland Council anticipates its climate-related scenarios will be reviewed on a three-yearly basis, with an annual review of the group’s climate-related risks and ratings. Work is also underway on a climate-related risk management framework that can be used by operational teams.

36 While a climate-related risk management and disclosures regime fully compliant with the NZ Climate Standards would be a significant undertaking and beyond the current capacity of the DCC’s Zero Carbon and Climate Adaptation and Resilience teams to resource, greater alignment with the standards would afford ELT and Council deeper insights on key areas of risk and opportunity, to support stronger climate-related decision-making.

OPTIONS

37 Two options have been identified.

Option One – Investigate ways to align DCC climate-related risk management more closely with the NZ Climate Standards (Recommended Option)

38 Under this option, the Zero Carbon and Climate Adaptation and Resilience teams investigate ways the DCC could align more strongly with the NZ Climate Standards approach to climate-related risk management. Staff would report their findings back to the Audit, Risk and Assurance Subcommittee, no later than July 2026.

Advantages

· If stronger alignment is ultimately realised, the approach is likely to afford Council/ELT deeper insights on key areas of climate-related risk and opportunity, supporting stronger climate-related decision-making.

· If stronger alignment is ultimately realised, the approach would bring the DCC’s approach more in line with best practice.

· Stronger alignment would contribute to a range of direct and indirect benefits for council and our communities, including in terms of avoided costs that would otherwise be anticipated the impacts of climate change, and opportunities associated with a planned and coordinated transition to a low carbon economy.

Disadvantages

· If strongly alignment is ultimately realised, work associated with implementation (including initial scenario development and analysis, risk/opportunity identification and impact assessment) is likely to involve increased draw on staff capacity. It is unknown at this point whether this could be absorbed within existing team capacity.

Option Two – Continue with existing approach to management of climate-related risk (Status Quo)

39 Under this option, ELT’s current approach to climate-related risk management will continue (currently monitoring three strategic risks).

40 The Zero Carbon and Climate Adaptation and Resilience teams will continue to draw on OAG advice to inform their evolving work programmes, and associated advice to ELT/Council.

Advantages

· An extension of business-as-usual that can be managed within existing resourcing.

Disadvantages

· DCC climate-related risk management and associated decision-making will continue to be less well aligned with best practice than what might be realised under Option One.

· There is a higher chance that climate-related risks and opportunities may remain unaddressed/unrealised.

· DCC and Dunedin city are likely to face costs associated with the impacts of climate change that might otherwise be avoidable and forego opportunities associated with a planned and coordinated transition to a low carbon economy.

NEXT STEPS

41 Should the Committee endorse investigation of ways the DCC climate-related risk management regime more strongly aligned with the NZ Climate Standards, the Zero Carbon and Climate Adaptation and Resilience teams will work together to progress this, reporting back to Audit, Risk and Assurance Subcommittee no later than July 2026.

Signatories

Author:

Jinty MacTavish - Manager - Zero Carbon

Jonathan Rowe - Programme Manager, South Dunedin Future

Tania Cribb - Risk Manager

Authoriser:

Scott MacLean - General Manager, City Services

Attachments

	Title	Page
⇩a	Summary of strategic climate-related risks currently monitored by DCC	61
⇩b	DCC climate risk actions mapped against OAG recommendations	67

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

Strong climate-related risk management promotes the social, economic and environmental well-being of communities in the present and for the future.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	✔	☐	☐
Economic Development Strategy	✔	☐	☐
Environment Strategy	✔	☐	☐
Arts and Culture Strategy	☐	☐	✔
3 Waters Strategy	✔	☐	☐
Future Development Strategy	✔	☐	☐
Integrated Transport Strategy	✔	☐	☐
Parks and Recreation Strategy	✔	☐	☐
Other strategic projects/policies/plans	✔	☐	☐

Strong climate-related risk management supports achievement of goals across most of the DCC’s strategies, as well as the Zero Carbon Plan, Emissions Management and Reduction Plan, and Zero Carbon Policy.

Māori Impact Statement

A critical Treaty of Waitangi analysis was prepared previously as part of the Zero Carbon work programme. This indicated that, in general, taking action to reduce emissions is aligned with Treaty of Waitangi obligations because a wide range of taonga are at risk from climate change. However, individual projects will need to consider Te Taki Haruru and incorporate mana whenua and mātāwaka inputs when delivered.

Sustainability

Climate change mitigation and adaptation efforts are considered key to sustainability. ‘Climate Action’ is one of the United Nation’s Sustainable Development Goals, reflecting the centrality of action on climate change to the achievement of sustainable development. Without significant cuts to emissions, climate change impacts will further accelerate, with commensurate negative impacts on the social, environmental, cultural and economic wellbeing of New Zealand communities. Conversely, adaptation is essential to support community wellbeing to prepare for impacts of climate change that are already locked in and actions to reduce emissions generally have significant co-benefits in terms of community wellbeing.

Zero carbon

A strengthened climate-risk management regime is likely to support emissions reduction at both DCC and city scale, by increasing Council and ELT oversight of transition risks and opportunities.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

A strengthened climate-risk management regime would support LTP / Annual Plan decision making.

Financial considerations

Staff can progress initial exploration of a strengthened climate-risk management regime within existing budgets. It is unknown at this point whether work associated with implementing a strengthened climate risk management regime could be absorbed within existing team capacity.

Significance

This decision is considered low significance in terms of the Council’s Significance and Engagement Policy.

Engagement – external

There has been no external engagement.

Engagement - internal

Assurance Manager

Risks: Legal / Health and Safety etc.

This report sets out an option to deepen climate-related risk management. Advantages and disadvantages are set out in the report.

Conflict of Interest

No conflict of interest has been identified.

Community Boards

No direct implications for Community Boards have been identified.

Audit, Risk and Assurance Committee

4 December 2025

Elected Member Gifts and Hospitality - Guidance

Department: Finance

EXECUTIVE SUMMARY

1 This report provides an overview to the Audit, Risk and Assurance Committee (ARAC) of the management of gifts and hospitality offered to elected members.

RECOMMENDATIONS

That the Committee:

a) Notes the Elected Member Gifts and Hospitality – Guidance report.

BACKGROUND

2 The offer of gifts and/or hospitality from third parties can constitute a personal thank you or be appropriate for relationship management because of the nature of the elected members role. However, gifts and/or hospitality offered by third parties can create an actual, potential, or perceived conflict of interest.

3 By managing conflicts of interest, the DCC ensures that all decision-making processes and business activities cannot be justifiably challenged based on any actual, potential, or perceived bias, or conflict of interest. Guidance has been provided by the Office of the Auditor General on the management of conflicts of interest and includes a scenario regarding gifts and hospitality (attachment A).

4 At a minimum the Local Government (Pecuniary Interests Register) Amendment Act 2022 requires elected members to declare gifts and hospitality valued at or over $500.

5 The Dunedin City Council has a limit for elected members of $50 for declaration as per the code of conduct - https://www.dunedin.govt.nz/resources/documents/council/mayor-and-councillors/mayor/Code-of-Conduct-Oct-2019.pdf

6 The $50 limit aligns with the DCC staff policy, and the table below captures the limits for elected members from some of the other local authorities.

Local Authority	Limit for declaration
Ashburton District Council	$500
Christchurch City Council	$500
Queenstown Lakes District Council	$500
Wellington City Council	$500
Hamilton City Council	$150
Auckland City Council	$100
Gisborne District Council	$100
Dunedin City Council	$50
Hastings District Council	$50
Hutt City Council	$50
Invercargill City Council	$50
Kāpiti Coast District Council	$50
Manawatū District Council	$50
Napier City Council	$50
Tauranga City Council	$50

DISCUSSION

7 At a recent fraud awareness and prevention training session for elected members, questions were raised on what is acceptable or not regarding gifts and hospitality. It was recognised that there needs to be further guidance and a clear process for elected members on what to do when offered gifts and hospitality as a part of their role for the DCC. The following sections aim to provide that clarity.

8 Gifts and hospitality are defined as follows:

a) Gifts can be defined as any benefit provided as a good or service an elected members receives in association with work at the DCC, from a third party. Gifts can include, but are not limited to:

· Bottles of wine

· Flowers

· Prizes won in ‘business card draws’ at DCC-funded conferences

· Tickets to an event

· Invitations to attend an event which has a price tag, including corporate boxes or corporate areas at any function.

b) Hospitality is defined as a type of gift that involves food, drink, entertainment, or a meal. It involves being hosted by a person or organisation at an occasion or function without the freedom to choose when, where and which guests will also attend. Hospitality includes, but is not limited to:

· Meals (includes breakfast, lunch, dinner) paid for the third party with business associates or networks for any purpose.

· Corporate hospitality surrounding events.

· Corporate functions that are catered.

9 Any gifts or hospitality offered at or over the value of $50 needs to be declared, regardless of if it was accepted or not.

10 An initial gifts and hospitality register for elected members has been set-up with elected members required to declare to the Councillor Support email Councillor.Support@dcc.govt.nz An electronic form is under development.

11 The elected members gift and hospitality register will be reviewed by ARAC every quarter. Any identified gifts and hospitality valued at or over $500 will also be included on the relevant members pecuniary interests register.

12 Like that of the staff gifts and hospitality register, the elected members register will capture:

a) Date the gift/hospitality was offered.

b) Who the gift/hospitality was offered to.

c) The name of the third party (company or individual).

d) Description of gift/hospitality.

e) Estimated value.

f) Comments on action (accepted, declined, offered to pay etc.)

g) Any other relevant background (e.g. known DCC supplier, known grant recipient etc.)

13 If elected members are unsure on what is appropriate to accept or not, they should seek guidance from the CEO, or Chair of the Audit, Risk and Assurance Committee.

OPTIONS

14 There are no options as this is an update report.

NEXT STEPS

15 Continue development of an electronic form for the elected members gifts and hospitality register.

16 Circulate this guidance to elected members.

17 Report to ARAC the elected members gifts and hospitality register alongside the staff register.

Signatories

Author:	Hayley Knight - Assurance Manager
Authoriser:	Carolyn Allan - Chief Financial Officer

Attachments

	Title	Page
⇩a	OAG Conflicts of Interest Guidance	108

Audit, Risk and Assurance Committee

4 December 2025

Resolution to Exclude the Public

That the Audit, Risk and Assurance Committee:

Pursuant to the provisions of the Local Government Official Information and Meetings Act 1987, exclude the public from the following part of the proceedings of this meeting namely:

General subject of the matter to be considered	Reasons for passing this resolution in relation to each matter	Ground(s) under section 48(1) for the passing of this resolution	Reason for Confidentiality
C1 Treasury Risk Management Compliance Report	S7(2)(h) The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C2 Dunedin City Holdings Ltd - Update on Audit and Risk Activity	S7(2)(b)(ii) The withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C3 Report to the Council on the Audit of Dunedin City Council for year end 30 June 2025	S7(2)(b)(ii) The withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C4 Finance Operational Assurance Report	S7(2)(h) The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.	The information in this report is commercially sensitive.
C5 Risk Deep Dive: Fraud and Corruption	S7(2)(c)(i) The withholding of the information is necessary to protect information which is subject to an obligation of confidence or which any person has been or could be compelled to provide under the authority of any enactment, where the making available of the information would be likely to prejudice the supply of similar information or information from the same source and it is in the public interest that such information should continue to be supplied.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C6 DCC External Audit Actions Update - November 2025	S7(2)(c)(i) The withholding of the information is necessary to protect information which is subject to an obligation of confidence or which any person has been or could be compelled to provide under the authority of any enactment, where the making available of the information would be likely to prejudice the supply of similar information or information from the same source and it is in the public interest that such information should continue to be supplied.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C7 Internal Audit Workplan Update	S7(2)(b)(i) The withholding of the information is necessary to protect information where the making available of the information would disclose a trade secret. S7(2)(c)(i) The withholding of the information is necessary to protect information which is subject to an obligation of confidence or which any person has been or could be compelled to provide under the authority of any enactment, where the making available of the information would be likely to prejudice the supply of similar information or information from the same source and it is in the public interest that such information should continue to be supplied. S7(2)(h) The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C8 Improvement Opportunities - Actions Update	S7(2)(c)(i) The withholding of the information is necessary to protect information which is subject to an obligation of confidence or which any person has been or could be compelled to provide under the authority of any enactment, where the making available of the information would be likely to prejudice the supply of similar information or information from the same source and it is in the public interest that such information should continue to be supplied.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C9 Protected Disclosure Register - November 2025	S7(2)(a) The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person. S7(2)(c)(i) The withholding of the information is necessary to protect information which is subject to an obligation of confidence or which any person has been or could be compelled to provide under the authority of any enactment, where the making available of the information would be likely to prejudice the supply of similar information or information from the same source and it is in the public interest that such information should continue to be supplied.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C10 Investigation Register - November 2025	S7(2)(a) The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person. S7(2)(c)(i) The withholding of the information is necessary to protect information which is subject to an obligation of confidence or which any person has been or could be compelled to provide under the authority of any enactment, where the making available of the information would be likely to prejudice the supply of similar information or information from the same source and it is in the public interest that such information should continue to be supplied.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

This resolution is made in reliance on Section 48(1)(a) of the Local Government Official Information and Meetings Act 1987, and the particular interest or interests protected by Section 6 or Section 7 of that Act, or Section 6 or Section 7 or Section 9 of the Official Information Act 1982, as the case may require, which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public are as shown above after each item.

[1] Source: Article 1, United Nations Framework Convention on Climate Change (UNFCCC)

[2] Source: IPCC, 2021: Annex VII: Glossary. In Climate Change 2021: The Physical Science Basis. Contribution of Working Group I to the Sixth Assessment Report of the Intergovernmental Panel on Climate Change

[3] Source: IPCC, 2021: Annex VII: Glossary. In Climate Change 2021: The Physical Science Basis. Contribution of Working Group I to the Sixth Assessment Report of the Intergovernmental Panel on Climate Change

Chairperson	Warren Allen
Deputy Chairperson	Janet Copeland
Members	Mayor Sophie Barker	Cr John Chambers
	Cr Cherry Lucas	Cr Andrew Simms
	Cr Lee Vandervis

	Title	Page
⇩a	Financial Update	72
⇩b	Statement of Financial Performance	83
⇩c	Statement of Financial Position	84
⇩d	Statement of Cashflows	85
⇩e	Capital Expenditure Summary	86
⇩f	Capital Expenditure Detailed	87
⇩g	Summary of Operating Variances	93
⇩h	Debt Graph	94

Author:	Wendy Collard - Governance Support Officer
Authoriser:	Jackie Harrison - Manager Governance

Author:	Jane Pearce - Health and Safety Manager
Authoriser:	Paul Henderson - General Manager Corporate and Regulatory Services

Author:	Tony Nelmes - Project Accountant
Authoriser:	Carolyn Allan - Chief Financial Officer