Finance and Performance Committee

27 March 2024

Finance and Performance Committee of the whole - Terms of Reference Ngā Ārahina Mahinga

Chair	Councillor MacDonald
Deputy Chair	Councillor Coker
Membership	The Mayor and all Councillors
Quorum	Half of the members if the number of members (including vacancies) is even, or a majority of members if the number of members (including vacancies) is odd
Meeting Cycle	Monthly
Reports To	Council

Delegations

The Council delegates to the Finance and Performance Committee authority to oversee and make decisions on:

Capital Programme and operational expenditure

· Monitoring the delivery of the Council’s Capital Programme and associated operational expenditure, including inquiring into any material discrepancies from planned expenditure.

· As may be necessary from time to time, approving amendments to the Capital Programme outside the Long-Term Plan or Annual Plan processes.

· Approving Capital Programme business and investment cases, and any associated operational expenditure, as agreed in the Council’s Long-Term Plan.

· Approving any capital or other carry forward requests and the use of operating surpluses as the case may be.

· Approving the procurement plans (where applicable), preferred supplier, and contracts for all capital expenditure where the value of the contract exceeds $15 Million (noting that the Committee may sub delegate authority for approval of the preferred supplier and /or contract to the Chief Executive provided the procurement plan strategy is followed).

· Approving the procurement plans (where applicable), preferred supplier, and contracts, for all operational expenditure where the value of the contract exceeds $10 Million (noting that the Committee may sub delegate authority for approval of the preferred supplier and/or contract to the Chief Executive provided the procurement plan strategy is followed).

Non-financial performance

· Reviewing the delivery of services under s17A.

· Amending levels of service targets, unless the decision is precluded under section 97 of the Local Government Act 2002.

· Exercising all of the Council's powers under section 17A of the Local Government Act 2002, relating to service delivery reviews and decisions not to undertake a review.

Council Controlled Organisations

· Monitoring the financial and non-financial performance of the Council and Council Controlled Organisations.

· Making governance decisions related to Council Controlled Organisations under sections 65 to 72 of the Local Government Act 2002.

· Exercising the Council’s powers directly as the shareholder, or through CCHL, or in respect of an entity (within the meaning of section 6(1) of the Local Government Act 2002) in relation to –

o (without limitation) the modification of constitutions and/or trust deeds, and other governance arrangements, granting shareholder approval of major transactions, appointing directors or trustees, and approving policies related to Council Controlled Organisations; and

o in relation to the approval of Statements of Intent and their modification (if any).

Development Contributions

· Exercising all of the Council's powers in relation to development contributions, other than those delegated to the Chief Executive and Council officers as set out in the Council's Delegations Register.

Property

· Purchasing or disposing of property where required for the delivery of the Capital Programme, in accordance with the Council’s Long-Term Plan, and where those acquisitions or disposals have not been delegated to another decision-making body of the Council or staff.

Loans and debt write-offs

· Approving debt write-offs where those debt write-offs are not delegated to staff.

· Approving amendments to loans, in accordance with the Council’s Long-Term Plan.

Insurance

· All insurance matters, including considering legal advice from the Council’s legal and other advisers, approving further actions relating to the issues, and authorising the taking of formal actions (Sub-delegated to the Insurance Subcommittee as per the Subcommittees Terms of Reference)

Annual Plan and Long Term Plan

· Provides oversight and monitors development of the Long Term Plan (LTP) and Annual Plan.

· Approves the appointment of the Chairperson and Deputy Chairperson of the External Advisory Group for the LTP 2021-31.

Submissions

· The Council delegates to the Committee authority:

· To consider and approve draft submissions on behalf of the Council on topics within its terms of reference. Where the timing of a consultation does not allow for consideration of a draft submission by the Council or relevant Committee, that the draft submission can be considered and approved on behalf of the Council.

Limitations

· The general delegations to this Committee exclude any specific decision-making powers that are delegated to a Community Board, another Committee of Council or Joint Committee. Delegations to staff are set out in the delegations register.

· The Council retains the authority to adopt policies, strategies and bylaws.

The following matters are prohibited from being subdelegated in accordance with LGA 2002 Schedule 7 Clause 32(1) :

· the power to make a rate; or

· the power to make a bylaw; or

· the power to borrow money, or purchase or dispose of assets, other than in accordance with the long-term plan; or

· the power to adopt a long-term plan, annual plan, or annual report; or

· the power to appoint a chief executive; or

· the power to adopt policies required to be adopted and consulted on under this Act in association with the long-term plan or developed for the purpose of the local governance statement; or

· the power to adopt a remuneration and employment policy.

Chairperson may refer urgent matters to the Council

As may be necessary from time to time, the Committee Chairperson is authorised to refer urgent matters to the Council for decision, where this Committee would ordinarily have considered the matter. In order to exercise this authority:

· The Committee Advisor must inform the Chairperson in writing the reasons why the referral is necessary

· The Chairperson must then respond to the Committee Advisor in writing with their decision.

· If the Chairperson agrees to refer the report to the Council, the Council may then assume decision making authority for that specific report.

Urgent matters referred from the Council

As may be necessary from time to time, the Mayor is authorised to refer urgent matters to this Committee for decision, where the Council would ordinarily have considered the matter, except for those matters listed in the limitations above.

In order to exercise this authority:

· The Council Secretary must inform the Mayor and Chief Executive in writing the reasons why the referral is necessary

· The Mayor and Chief Executive must then respond to the Council Secretary in writing with their decision.

If the Mayor and Chief Executive agrees to refer the report to the Committee, the Committee may then assume decision-making authority for that specific report.

Finance and Performance Committee

27 March 2024

Unconfirmed

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Finance and Performance Committee

Open Minutes

Date: Wednesday 28 February 2024

Time: 9.33 am

Venue: Council Chambers, Civic Offices,
53 Hereford Street, Christchurch

Present

Chairperson

Deputy Chairperson

Members

Councillor Sam MacDonald

Councillor Melanie Coker

Mayor Phil Mauger

Deputy Mayor Pauline Cotter

Councillor Kelly Barber

Councillor Celeste Donovan

Councillor Tyrone Fields

Councillor James Gough -via audio/visual

Councillor Tyla Harrison-Hunt

Councillor Victoria Henstock

Councillor Yani Johanson

Councillor Aaron Keown

Councillor Jake McLellan

Councillor Andrei Moore

Councillor Mark Peters

Councillor Tim Scandrett

Councillor Sara Templeton

Principal Advisor

Russell Holden

Acting General Manager - Resources / CFO

Tel: 941 8999

David Corlett

Democratic Services Advisor

941 5421

david.corlett@ccc.govt.nz

www.ccc.govt.nz

Part A Matters Requiring a Council Decision

Part B Reports for Information

Part C Decisions Under Delegation

Karakia Tīmatanga: Given by all

The agenda was dealt with in the following order.

1. Apologies Ngā Whakapāha

Part C

Committee Resolved FPCO/2024/00009

That the apologies received from Councillor Donovan for a partial absence be accepted.

Councillor MacDonald/Councillor Coker Carried

2. Declarations of Interest Ngā Whakapuaki Aronga

Part B

Councillor Mark Peters declared an interest in Item 12 and PX Item 18 (Riccarton Bush Trust)

Councillors Henstock and McLellan declared an interest in Item 13 (ChristchurchNZ Ltd)

Councillors Barber and Scandrett declared an interest in Item 14 (Venues Ōtautahi Ltd)

Councillors MacDonald and Templeton declared an interest in Item 15 (Christchurch City Holdings Ltd)

3. Confirmation of Previous Minutes Te Whakaāe o te hui o mua

Part C

Committee Resolved FPCO/2024/00010

That the minutes of the Finance and Performance Committee meeting held on Wednesday, 31 January 2024 be confirmed.

Councillor MacDonald/Councillor Harrison-Hunt Carried

Mayor Mauger joined the meeting at 9.37am during consideration of item 4.1.

4. Public Forum Te Huinga Whānui

Part B

4.1 Aurora Garner-Randolph

Aurora Garner-Randolph from School Strike for Climate spoke in relation to Te Aratai Cycleway.

5. Deputations by Appointment Ngā Huinga Whakaritenga

Part B

5.1 Funding Te Aratai Cycle Connections

Dermot Coffey spoke in relation to the funding of Te Aratai Cycle Connections (Item 11).

5.2 Te Aratai Cycle Connections

Bronwyn Hayward from Canterbury University spoke regarding Te Aratai Cycle connections improvements (Item 11).

6. Presentation of Petitions Ngā Pākikitanga

Part B

There was no presentation of petitions.

7. Key Organisational Performance Results - January 2024

Committee Resolved FPCO/2024/00011

Officer recommendations accepted without change

Part C

That the Finance and Performance Committee:

1. Receive the information in the Key Organisational Performance Results – January 2024 report.

Mayor/Councillor Coker Carried

Councillor Fields left the meeting at 10.10am and returned at 10.18am during consideration of item 8.

Councillor Cotter left the meeting at 10.13am and returned at 10.18 during consideration of item 8.

8. Financial Performance Report - January 2024

Committee Resolved FPCO/2024/00012

Officer recommendations accepted without change

Part C

That the Finance and Performance Committee:

1. Receive the information in the Financial Performance Report for January 2024.

Councillor MacDonald/Councillor McLellan Carried

Councillor Barber left the meeting at 10.33am and returned at 10.35am during consideration of item 9.

Councillor Scandrett left the meeting at 10.38am and returned at 10.41am during consideration of item 9.

The meeting adjourned at 10.57am and reconvened at 11.17am during questions on item 9.

Councillor Donovan left the meeting during the adjournment.

9. Capital Programme Performance Report January 2024

Committee Resolved FPCO/2024/00013

Officer recommendations accepted without change

Part C

That the Finance and Performance Committee:

1. Receive the information in the Capital Programme Performance Report January 2024.

Councillor MacDonald/Councillor Scandrett Carried

The meeting adjourned at 11.48am and reconvened at 11.53am during consideration of item 11.

11. Reprogramming of Transport Choices Projects
	Committee Comment 1. The Committee agreed that in recommendation 2 the word “stop” be replaced with “paused”, and that the words “Annual Plan” be replaced with “Long Term Plan or Annual Plan.”
	Officer Recommendations Ngā Tūtohu That the Finance and Performance Committee: 1. Receives the information contained in this report 2. Resolves that work will stop on the following Transport Choices projects and they will be assessed for inclusion in a future Annual Plan: a. #72759 Westmorland Cycle Connections b. #72755 Te Aratai Cycle Connections c. #72760 Little River Link Cycle Connections – Simeon and Aidanfield d. #74469 Improving Bromley Roads 3. Resolves that #72758 Richmond Greenway and #72764 Linwood Roading Improvement will be returned to the Community Board to be prioritised as part of the Christchurch Regeneration Acceleration Facility (CRAF) programme. 4. Notes that work will continue for projects that have a signed Schedule 2 or are able to be accommodated within existing programmes, including: a. #72777 School Safety Linwood b. #72760 Little River Cycle Connections – Nga Puna Wai c. #72779 Linwood Bus Stops d. #72776 Slow Speed Neighbourhood - Linwood 5. Notes that work will continue for #34094 Linwood Village Streetscape0 Enhancements. 6. Notes that there is no impact on rates that were struck for the 2023/24 Financial Year. 7. Instructs staff to restart work on seven projects that were previously deferred: a. #68430 Ferry Road – Active Transport Improvements b. #68389 Condell Ave Street Renewals c. #66406 Glandovey Road West and Idris Road – Active Transport Improvements d. #2034 Burwood & Mairehau Intersection Improvement e. #17060 Cycle Connections – Uni-Cycle f. #26601 Major Cycleway - Ōtākaro-Avon Route (Section 1) Fitzgerald to Swanns Road Bridge (OARC) g. #65986 Gardiners Road Shared Path - Wilkinsons to Styx Mill - Stage One
	Committee Resolved FPCO/2024/00014 Part C That the Finance and Performance Committee: 1. Receives the information contained in this report 2. Resolves that work will pause on the following Transport Choices projects and they will be assessed for inclusion in a future Long Term Plan or Annual Plan: a. #72759 Westmorland Cycle Connections b. #72755 Te Aratai Cycle Connections c. #72760 Little River Link Cycle Connections – Simeon and Aidanfield d. #74469 Improving Bromley Roads 3. Resolves that #72758 Richmond Greenway and #72764 Linwood Roading Improvement will be returned to the Community Board to be prioritised as part of the Christchurch Regeneration Acceleration Facility (CRAF) programme. 4. Notes that work will continue for projects that have a signed Schedule 2 or are able to be accommodated within existing programmes, including: a. #72777 School Safety Linwood b. #72760 Little River Cycle Connections – Nga Puna Wai c. #72779 Linwood Bus Stops d. #72776 Slow Speed Neighbourhood - Linwood 5. Notes that work will continue for #34094 Linwood Village Streetscape Enhancements. 6. Notes that there is no impact on rates that were struck for the 2023/24 Financial Year. 7. Instructs staff to restart work on seven projects that were previously deferred: a. #68430 Ferry Road – Active Transport Improvements b. #68389 Condell Ave Street Renewals c. #66406 Glandovey Road West and Idris Road – Active Transport Improvements d. #2034 Burwood & Mairehau Intersection Improvement e. #17060 Cycle Connections – Uni-Cycle f. #26601 Major Cycleway - Ōtākaro-Avon Route (Section 1) Fitzgerald to Swanns Road Bridge (OARC) g. #65986 Gardiners Road Shared Path - Wilkinsons to Styx Mill - Stage One 8. In light of the Minister of Transport cancelling the CERF funding and given the significant investment that the Council has invested in Transport Choices, requests that the Minister provides clarity of funding for alternative transport projects that are in line with the new Government’s priorities and policies. Councillor MacDonald/Mayor Carried Councillor Johanson requested that his vote against the resolution 2d be recorded. Councillor Gough requested that his abstention from resolution 7c be recorded.

Councillor Cotter raised a point of order that Councillor Keown misrepresented what a person presenting a deputation earlier in the meeting had said. The Chair ruled in favour of the point of order and that there be no further discussion on the matter.

Secretarial note: Councillor Templeton moved a procedural motion under 20.2(e) of Standing Orders that the item of business being discussed should lie on the table and not be further discussed at the meeting. This was seconded by Councillor Coker. The procedural motion was withdrawn before a vote was taken.

Councillor Donovan returned to the meeting at 12.40pm during consideration of item 10.

Councillor Harrison-Hunt left the meeting at 12.40pm and returned at 12.42pm during consideration of item 10.

Mayor Mauger left the meeting at 12.42pm and returned at 12.46pm during consideration of item 10.

Councillor Moore left the meeting at 12.45pm and returned at 12.47pm during consideration of item 10.

10. CWTP Insurance Update

Officer Recommendations Ngā Tūtohu

That the Finance and Performance Committee:

1. Receive the information in this report

2. Notes that updates will be provided to the Committee on a quarterly basis or as required

Committee Resolved FPCO/2024/00015

Part C

That the Finance and Performance Committee:

1. Receive the information in this report

2. Notes that updates will be provided to the Committee on a quarterly basis or as required

3. That the Council acknowledges that the local community is continuing to experience odours coming from the damaged CWTP and request that staff:

a. Update the Council’s website to provide a dynamic display on the landing page of the air quality readings, the pond conditions, and the primary tank status alongside any other useful information to inform the community over the state of and impact from the damaged CWTP.

b. Re-engage with key stakeholders, including the health and welfare sectors to see what further social support can be provided.

c. Update the Adaptive Recovery plan and status of the implementation of the findings of the independent review and provide a comprehensive report back to Council in April.

Councillor Johanson/Councillor Donovan Carried

12. Riccarton Bush Trust - Financial performance

Committee Resolved FPCO/2024/00016

Officer Recommendations accepted without change

Part C

That the Finance and Performance Committee:

1. Receives the Riccarton Bush Trust’s Half Year Report for the period 1 July- 31 December 2023;

2. Receives the Riccarton Bush Trust’s Annual Report for 2022/23; and

3. Receives the Riccarton Bush Trust’s Annual Report for 2021/22.

Councillor MacDonald/Mayor Carried

The meeting adjourned at 12.56pm and reconvened at 2.03pm.

Councillor Coker assumed the Chair for consideration of item 13.

Councillors McLellan and Scandrett were not present and did not rejoin the meeting.

Councillor Gough joined the meeting via audio/visual link at 2.05pm.

Councillor Moore joined the meeting via audio/visual link at 2.17pm.

13. ChristchurchNZ Holdings Ltd - Draft Letter of Expectations for 2024/25

Committee Resolved FPCO/2024/00017

Officer Recommendations accepted without change

Part C

That the Finance and Performance Committee:

1. Approves the draft Letter of Expectations for ChristchurchNZ Holdings Ltd for 2024/25.

Councillor Templeton/Councillor Scandrett Carried

Councillor MacDonald returned to the Chair.

14. Venues Ōtautahi - Draft Letter of Expectations 2024/25

Committee Resolved FPCO/2024/00018

Officer Recommendations accepted without change

Part C

That the Finance and Performance Committee:

1. Approves the draft Letter of Expectations for Venues Ōtautahi Ltd for 2024/25.

Councillor MacDonald/Mayor Carried

15. Christchurch City Holdings Ltd - Draft Letter of Expectations 2024/25

Officer Recommendations Ngā Tūtohu

That the Finance and Performance Committee:

1. Approves the draft Letter of Expectations for Christchurch City Holdings Ltd for 2024/25.

Committee Resolved FPCO/2024/00019

Part C

That the Finance and Performance Committee:

1. Approves the draft Letter of Expectations for Christchurch City Holdings Ltd for 2024/25 with the following additions:

a. Add an additional bullet point to the Letter of Expectations under the heading of “briefings” to read:

· Financial Performance Update.

b. Add to end of paragraph 6 the following wording:

· We expect CCHL to have regular and ongoing dialogue with all subsidiaries to ensure they assist in meeting Council’s overall objectives.

c. Under the heading “governance” remove “continue” and replace with “show”.

Councillor Coker/Deputy Mayor Carried

Councillor Keown requested that his vote against the resolutions be recorded.

16. Resolution to Exclude the Public Te whakataunga kaupare hunga tūmatanui

Committee Resolved FPCO/2024/00020

Part C

That at 2.22pm the resolution to exclude the public set out on pages 241 and 242 of the agenda be adopted.

Mayor/Councillor Coker Carried

The public were re-admitted to the meeting at 2.34pm.

Karakia Whakamutunga: Given by all

Meeting concluded at 2.34pm.

CONFIRMED THIS 27^th DAY OF MARCH 2024

Councillor Sam MacDonald

Chairperson

Finance and Performance Committee

27 March 2024

7. Council submission on Government Policy Statement on land transport 2024
Reference / Te Tohutoro:	24/375210
Report of / Te Pou Matua:	Jane Cameron, Team Leader Strategic Transport
Senior Manager / Pouwhakarae:	Jane Parfitt, Interim General Manager Infrastructure, Planning and Regulatory Services

1. Purpose and Origin of Report Te Pūtake Pūrongo

1.1 The purpose of this report is to seek approval of the draft Council submission on the draft Government Policy Statement on land transport 2024.

1.2 The draft Government Policy Statement on land transport was re-released by the Ministry of Transport on 4 March 2024. Consultation closes on 2 April 2024.

1.3 The decisions in this report are of medium significance in relation to the Christchurch City Council’s Significance and Engagement Policy. The level of significance was determined by considering the significance of the Government Policy Statement in setting the direction and the funding parameters for regional and local transport planning. This impacts a broad range of communities across the city and has wide-ranging social, cultural and environmental impacts.

2. Officer Recommendations Ngā Tūtohu

That the Finance and Performance Committee:

1. Approves lodging the draft submission (Attachment A) on the Government Policy Statement on land transport 2024 to Te Manatū Waka - Ministry of Transport.

2. Delegates authority to [insert named Councillors] to approve any further changes to the draft Council submission on the Draft Government Policy Statement on Land Transport 2024.

3. Reason for Report Recommendations Ngā Take mō te Whakatau

3.1 The Draft Government Policy Statement on land transport was re-released by Te Manatū Waka (Ministry of Transport) on 4 March 2024. Consultation closes on 2 April 2024.

3.2 The GPS is significant as it sets out the Government’s priorities for investment in land transport over the next ten years and guides expenditure from the National Land Transport Programme.

3.3 The GPS outlines the Strategic Priorities that are to guide investment, and then directs funding to activities that will deliver on these priority areas. It is also an opportunity for the Minister of Transport to set out their expectations for how Waka Kotahi is to give effect to the GPS.

3.4 The Government reviews the GPS every three years, and this is an important opportunity for the Council to have its say in whether the Government priorities are aligned with our own strategic priorities and long-term transport planning.

4. Alternative Options Considered Ētahi atu Kōwhiringa

4.1 The alternative option would be to not submit on the draft GPS.

4.2 This course of action is not recommended due to the significance of the GPS in setting the direction for our transport planning, and prescribing funding. It is therefore important to ensure that government priorities are aligned with our own; through a submission we can seek to influence this.

5. Detail Te Whakamahuki

Overview of the draft GPS

5.1 The draft GPS sets out the strategic priorities for the land transport system over the next 10 years. These priorities are:

· Economic Growth and Productivity

· Increased maintenance and resilience

· Safety

· Value for Money

5.2 In the first three years of the draft 2024 GPS there is a $5.2 billion increase in funding from the previous 2021 GPS.

5.3 There are several key differences in this draft GPS compared with the 2021 GPS. For example, the revised draft has much stronger focus on economic growth and a reduced focus on climate change responses.

5.4 The draft GPS reintroduces the Roads of National Significance policy and introduces some new activity classes, notably pothole prevention activity classes for both state highways and local roads.

Summary of submission content

5.5 The following details key points outlined in the Council’s draft submission (Attachment A):

5.5.1 The submission supports a number of strategic directions in the draft GPS. This includes:

· increased strategic focus and proposed funding increase for maintenance and resilience.

· focus on the role the transport system plays in economic growth and productivity.

· increased focus on road safety compliance and enforcement.

· focus on value for money and exploration of a broader set of transport funding and financing tools.

· directions in the GPS that have the potential to enable longer term planning and investment certainty and reduce compliance and cost from the NZTA business case process.

5.5.2 The submission also raises issues and opportunities for improvement for consideration. This includes:

· the lack of recognition of key strategic transport programmes in Christchurch and the Greater Christchurch sub-region.

· the implications of a narrower strategic focus on achieving wider outcomes from investment in transport (such as, climate change and inclusive access).

· a strong state highway focus which reduces opportunities for achieving economic and wider outcomes from investment in public transport and walking and cycling on local roads.

5.5.3 The submission requests that Greater Christchurch Public Transport Futures and Mass Rapid Transit and Pages Road Bridge renewal projects are elevated within the draft GPS into the Major Transport Projects investment programme to reflect the regional and national importance of these projects, and how far they are already progressed.

6. Responses to Councillor feedback

6.1 As requested by Councillors at the 19 March Information Session/Workshop with staff on this submission, the following provides an overview of specific topics of interest raised and location within the attached submission to focus discussion at the Finance and Performance Committee meeting:

Feedback/Topic of interest	Paragraph reference in submission
System reform: support for road user charges reforms	Para 12
System reform: review of tolling and congestion legislation	Para 13
System reform: emissions reduction approach and reduced prioritisation	Paras 14-16
Economic Growth and Productivity: need to balance greenfield development with public transport investment	Para 22
Economic Growth and Productivity: importance of port and rail and road freight links, reference to Cook Strait Ferry	Paras 32-34
Maintenance and Resilience: importance of road renewals and ongoing Canterbury Earthquake recovery	Para 37
Maintenance and Resilience: stand alone reference to Pages Road Bridge Renewal project	Paras 42-43
Value for Money: concerns about impact of public transport fare box recovery directive and additional set of enforcement revenue gathering recommendations	Paras 52-53
Recommended additions to Canterbury Package/Crown Investment Programme: Public Transport Futures and MRT; and Pages Road Bridge Renewal	Para 59 a and b
Activity Classes – feedback on comparative funding levels, scope and flexibility	Paras 62-68

For detailed responses please see Appendix B.

7. Policy Framework Implications Ngā Hīraunga ā- Kaupapa here

Strategic Alignment Te Rautaki Tīaroaro

7.1 The decision to submit on the draft GPS aligns in part with the Council’s strategic framework.

7.2 The increased priority for investing in maintenance and resilience aligns with the Council’s strategic framework and is a welcomed addition. The draft submission highlights the importance of transport funding managing ratepayers’ (as well as taxpayers’) money wisely and planning for the wellbeing of both today’s residents and future generations.

7.3 The draft GPS places significantly less emphasis on reducing emissions (as evidenced by no strategic priority) and provides reduced funding for transport projects that directly contribute to environmental improvements and enhanced travel choice. This does not align with the Council’s strategic framework which has a strong focus on reducing emissions, with targets to halve greenhouse gas emissions by 2039 and reach net-zero emissions by 2045.

7.4 This report supports the Council's Long Term Plan (2021 - 2031):

7.5 Strategic Planning and Policy

7.5.1 Activity: Strategic Planning, Future Development and Regeneration

· Level of Service: 17.0.1.1 Advice to Council on high priority policy and planning issues that affect the City. Advice is aligned with and delivers on the governance expectations as evidenced through the Council Strategic Framework. - Triennial reconfirmation of the strategic framework or as required.

Policy Consistency Te Whai Kaupapa here

7.6 The decision to submit on the draft GPS is consistent with Council’s Plans and Policies.

Impact on Mana Whenua Ngā Whai Take Mana Whenua

7.7 The decision to lodge a council submission on the draft GPS is not a significant decision in relation to ancestral land or a body of water or other elements of intrinsic value, therefore this decision does not specifically impact Mana Whenua, their culture and traditions.

7.8 The decision involves a matter of interest to Mana Whenua, however the decision to submit on the draft GPS will not impact on our agreed partnership priorities with Ngā Papatipu Rūnanga.

7.9 Contrary to the GPS 2021, there is no explicit commitment and responsibility from the Crown to engage with Māori and to consider Māori outcomes in the draft GPS. However, commitment is expressed through the Ministry of Transport’s strategy, Hei Arataki, and Waka Kotahi’s Māori Strategy: Te Ara Kotahi/Our Māori Strategy, which remain operative.

Climate Change Impact Considerations Ngā Whai Whakaaro mā te Āhuarangi

7.10 The decision to lodge a council submission does not have any direct climate change impacts.

7.11 There are potential implications from funding directions in the draft GPS which may impact the Council’s ability to access the NZTA Funding Assistance Rate for Walking and Cycling projects. This may impact the Council’s planned portfolio of capital projects that directly contribute to transport emission reductions.

Accessibility Considerations Ngā Whai Whakaaro mā te Hunga Hauā

7.12 There are no direct accessibility considerations associated with the decision to submit on the draft GPS.

8. Resource Implications Ngā Hīraunga Rauemi

Capex/Opex Ngā Utu Whakahaere

8.1 Cost to Implement - the cost of making this submission will be met from existing operational budgets. The costs involved in implementing transport planning priorities as a result of the direction set by the GPS, will be determined through long term planning processes.

8.2 Maintenance/Ongoing costs – as above.

8.3 Funding Source – existing operational budgets.

9. Legal Implications Ngā Hīraunga ā-Ture

Statutory power to undertake proposals in the report Te Manatū Whakahaere Kaupapa

9.1 The opportunity to lodge a submission on the draft GPS is open to any person or organisation.

Other Legal Implications Ētahi atu Hīraunga-ā-Ture

9.2 There is no legal context, issue, or implication relevant to this decision. The Legal Services team will provide a review of the submission before it is finalised.

10. Risk Management Implications Ngā Hīraunga Tūraru

10.1 The decision to lodge a council submission is of low risk.

11. Next Steps Ngā Mahinga ā-muri

11.1 Subject to approval, the draft submission (Attachment A) on the Government Policy Statement on land transport 2024 will be lodged to Te Manatū Waka - Ministry of Transport.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	Draft GPS Land Transport CCC submission	24/373322	25
b ⇩	Detailed responses to Council feedback on GPS submission	24/471600	34

In addition to the attached documents, the following background information is available:

Document Name – Location / File Link

Draft 2024 Government Policy Statement - Land Transport

Confirmation of Statutory Compliance Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i) sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

Signatories Ngā Kaiwaitohu

Authors

Helaina Gregg - Principal Advisor Policy

Jane Cameron - Team Leader Transport

Approved By

Lynette Ellis - Head of Transport & Waste Management

Jane Parfitt - Interim General Manager Infrastructure, Planning and Regulatory Services

Finance and Performance Committee

27 March 2024

8. Key Organisational Performance Results - February 2024
Reference / Te Tohutoro:	24/352422
Report of / Te Pou Matua:	Peter Ryan, Head of Corporate Planning & Performance Peter.Ryan@ccc.govt.nz
General Manager / Pouwhakarae:	Lynn McClelland, Assistant Chief Executive Strategic Policy and Performance (lynn.mcclelland@ccc.govt.nz)

1. Nature of Information Update and Report Origin

1.1 The purpose of this report is to provide Council with an overview of service, project and budget performance, as adopted through the 2021-31 Long Term Plan (and Annual Plan 2023/24).

1.2 This is a long-standing report focused on performance against agreed organisational performance targets.

2. Officer Recommendations Ngā Tūtohu

That the Finance and Performance Committee:

1. Receive the information in the Key Organisational Performance Results – February 2024 report.

3. Brief Summary (briefly include any relevant background details or context)

3.1 The key organisational performance targets include:

· 1.1.1 Service delivery

· 1.1.2 Capital projects (both planning and delivery)

· 1.1.3 Finance

3.2 Organisational performance forecasts, February 2024, for the third year of the LTP 2021-31 (financial year to June 2024).

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3.3 Community level of service delivery is forecast at 83.1%, against ELT’s target of 85%, a small decline of 0.5%. These performance forecasts include the Residents’ Survey results for 2023/24, as presented to Council 6 March 2024. See 4.3 for further information.

3.4 Key project milestone delivery is forecast at 83%, remaining stable, while Non-Key project delivery sees a small improvement to a forecast of 80% (both remain below ELTs target at 85%). For project-specific information refer to the Capital Programme Performance Report.

3.5 Capital planning performance shows funding programme budgets allocated for FY2025 by 1^st March 2024 is reported at 91%, achieving ELTs target. Budget drawdowns for FY2026 and 2027 by 1^st May 2024 is reported at 84%. There is time remaining for the FY2026 and 2027 drawdowns target to be met.

3.6 Operational budget is forecasting a surplus of $0.4m (after carry-forwards). For more information refer to the Financial Performance Report.

3.7 The overall capital programme is forecast to deliver at -4.5% of budget (on track against a target of between 0% and -10%), an small increase of -0.3% from January. More information is available in the Capital Programme Performance Report.

4. Service delivery

1. ELT Goal: Deliver 85% Community Levels of Service to target

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4.1 Community levels of service (LOS) is forecast at 83.1% delivery against the performance target of 85%, a small decline of 0.5% from January.

4.2 Note that Council resolved at its meeting of 6 March 2024 that an analysis will be carried out on how the recent Residents’ Survey results align with the draft Long-Term Plan 2024-34, and report back in time to inform decision-making for the final adoption of the Long-Term Plan 2024-34. This action has been assigned as an action item to the Corporate Planning and Performance team. A process is presently being developed for this and Council will be kept informed.

4.3 Analysis of Residents’ survey results for 2023/24 included in February performance forecasts.

4.3.1 There is nett change of one resident survey result against ELTs performance target, resulting in the 0.5% decline for Community LOS.

4.3.2 Point of Contact (POC) Survey – 20 of 24 targets have been met. Of these, 5 results improved noticeably from last year (by 4% to 15%), while 14 results remain the same or within 3% of last year. Of the 4 targets not met, all four have declined further from last year (6% to 7% decline).

4.3.3 General Satisfaction Survey (GSS) – 9 of 17 targets have been met. Of these, 5 results show good improvement from last year (by 5% to 8%), while the other 4 remain the same or within 3% of last year. Of the 8 targets not met four have improved from last year (by 2% to 5%). The remaining four targets show a small decline from last year (by 1% to 5%).

4.4 The following recommendations (proposed with the June 2023 performance report) are being implemented, towards continued improvement of forecasting of LOS and other ELTs performance priorities for year ahead:

4.4.1 ELT members to work closely with Heads of Service and teams to encourage and support regular monthly status report updates to bring areas of concern to light;

4.4.2 Ensure Performance Reports remain as regular monthly agenda items, determine remedial actions for identified exceptions and set action items in minutes to bring exceptions back on track before year-end;

4.4.3 Continue with the standing Audit and Risk Management Committee (ARMC) directive – all LOS that were not met the previous year must continue to be reported as an exception until evidence is provided that the target will or has been met.

4.5 Activities report level of service delivery forecasts ranging from 33.3% to 100% achievement. In summary, across various activities, forecast LOS exceptions for the February period include:

4.5.1 Transport & Waste Management activities have thirteen exceptions related to road and footpath condition, resurfacing, including resident satisfaction, deaths or serious injury crashes, and transport mode-share.

4.5.2 Three Waters activities have nine exceptions related to water supply compliance, wastewater and water supply reliability, responsiveness to faults and call outs, including resident satisfaction, and water loss and average water consumption.

4.5.3 Building Consenting activity has three exceptions related to building consents and code of compliance certificates processing timeframes.

4.5.4 Resource Consents activity has two exceptions related to resource management applications processed within statutory timeframes.

4.5.5 Regulatory Compliance and Licencing activity have three exceptions related to response to inappropriate noise levels, food control plan verification visits, and investigation of dangerous building reports.

4.5.6 Corporate Planning & Performance service has one exception related to the implementation of the Long-term Plan programme.

4.5.7 Communications & Engagement has one exception related to providing advice and support.

4.5.8 Citizens and Community activities have four exceptions: Citizen & Customer Services (2); Parks (2), which mostly relate to the latest annual Resident Satisfaction Survey results.

4.6 Forecast actuals, comments, and remedial actions from managers for LOS exceptions are available in Attachment A.

4.7 The scatter diagram below is an overview of the performance of the top-ten activities (in terms of budget size).

· The vertical y-axis shows service delivery (LOS) performance.

· The horizontal x-axis shows budget over/underspend.

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5. Capital projects - delivery and planning

2. ELT Goal: Deliver 85% Key capital projects to ‘delivery complete’ milestones

3. ELT Goal: Deliver 85% non-Key capital projects to ‘delivery complete’ milestones

5.1 Key project milestone delivery is forecast at 83% delivery, remaining stable from January and below ELT’s target of 85%.

5.2 Non-Key project milestone delivery is forecast at 80% delivery (against the target of 85%), a small increase (1%) from January.

5.3 For further information and underlying project detail, refer to the Capital Programme Performance Report.

5.4 Below is a forward view of capital delivery performance (financial) for the first three years of the LTP 2021-31, with an overview of capital delivery in recent years against plan. This view takes into account a revised year-end budget delivery figure for 2022/23, and the adopted capital programme from the Annual Plan 2023/24 (adopted by Council 27 June 2023) – noting there has been an increase in the overall FY24 capex budget since the August report which relates to late FY23 financial adjustments on Te Kaha, and a budget increase within the Parks programme.

5.5 After March 2024, once the draft Long-term Plan 2024-34 is adopted, this forward view will be adjusted to include planned budgets for the future three-year period (2024/25 to 2026/27).

5.6 For the year 3 of the LTP 2021 (through the Annual Plan 2023/24), the revised total programme budget set for CCC to deliver is $492m (blue line). To the end of January 2024, the total forecast capital delivery remains stable at $470m (green line), which equates to 95.5% delivery.

5.7 This forecast delivery value is an increase from the previous year forecasts (2022/23) of between $390m to $405m (year-end actual $452m), includes both core and externally funded works, but excludes Te Kaha. (Please note that Parakiore was formerly excluded along with Te Kaha but has now been included in core capital calculations.)

5.8 Council delivery for 2022/23 and delivery forecast for 2023/24 show a distinctive lift from that seen the previous four years. This historic level of delivery (approx. $450m per annum) is informing the development of the draft LTP 2024-34. Prior to 2023/24 there has been stability of delivery year-on-year for projects CCC is responsible for (green line – total spend/forecast spend), ranging in a band between $371m to $409m spend per annum over the previous four years.

5.9 The ELT performance goal for capital delivery is based on all delivery CCC is accountable for, regardless of funding source.

5.10 Figures align with the Financial and Capital Programme Performance reports.

4. ELT Goal: Ensure capital planning for FY25 funding programme budgets allocated,
90% by 1 March 2024.

5. ELT Goal: Ensure capital planning for FY26 & FY27 funding programme budgets drawn down, 90% by 1 May 2024.

5.11 Capital planning targets are intended to monitor the draw-down and allocation of future capital funding programme budgets. This helps the business plan and prepare for future capital project delivery, to effectively implement the LTP and subsequent Annual Plans.

5.12 Capital planning performance shows minimal improvement for February, with funding programme budgets allocated for FY2025 by 1^st March 2024 reported at 91%. This has met the ELTs performance priority target. Budget drawdowns for FY2026 and 2027 by 1^st May 2024 is reported at 84%, remaining below ELTs target of 90% for now. It is not unusual for forecasts to be below target at this time of the cycle. Ongoing collaboration between PMO and service units is expected to see this ELT goal being met for May, as has been in the case in previous years.

6. Finance

6.1 The organisation reports a forecast operational surplus of $0.4m (after carry-forwards). For more information refer to the Financial Performance Report.

6.2 Overall capital programme budget expenditure forecast is at -4.5% (rounded). This is a small change of -0.3% from January and remains on track to meet ELTs target (between 0% to -10%). More information is available in the Capital Programme Performance Report.

Attachments / Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	LOS Exceptions Commentary	24/434313	45

In addition to the attached documents, the following background information is available:

Document Name – Location / File Link

Not applicable

Confirmation of Statutory Compliance / Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i) sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

Signatories / Ngā Kaiwaitohu

Authors

Amber Tait - Performance Analyst

Boyd Kedzlie - Senior Corporate Planning & Performance Analyst

Approved By

Peter Ryan - Head of Corporate Planning & Performance

Lynn McClelland - Assistant Chief Executive Strategic Policy and Performance

Finance and Performance Committee

27 March 2024

9. Financial Performance Report - February 2024
Reference / Te Tohutoro:	24/375618
Report of / Te Pou Matua:	Russell Holden, Head of Finance (russell.holden@ccc.govt.nz)
General Manager / Pouwhakarae:	Bede Carran, Acting General Manager Resources/Chief Financial Officer

1. Nature of Information Update and Report Origin

1.1 The purpose of this report is for the Finance and Performance Committee to be updated on Council's financial performance to February 2024 including the current year forecast, and to receive current treasury information.

1.2 This is a regular monthly report that goes to the Committee.

2. Officer Recommendations Ngā Tūtohu

That the Finance and Performance Committee:

1. Receive the information in the Financial Performance Report for February 2024.

3. Brief Summary

3.1 The financial result for February shows a year to date operational surplus of $12.8m, which is $14.1 million higher than budgeted. This is due to reduced personnel costs due to staff vacancies, increased rates penalties, improved recreation & sports revenues and increased waste revenues. A surplus of $0.4 million is forecast for year-end, after accounting for proposed carry forwards.

3.2 The total capital programme before signalled carry forwards is forecast to be under spent by $49.0 million. This comprises a forecast under spend of $22.0 million on the core/external funded programme and forecast under spend of $27.0 million on Te Kaha.

3.3 All treasury risk positions are within policy limits.

4. Operating Forecast

4.1 The $0.4 million forecast year end surplus after carry forwards is a deterioration of $1.6 million from that reported last month. The deterioration is largely due to an increase in forecast interest expense, and forecast increases in the net cost of building consenting.

4.2 The current forecast surplus of $5.1 million before carry forwards, is driven by; rates income, pool revenues, Water Reform additional funding and savings in personnel costs, partially offset by reductions in staff capitalisation in the Digital unit.

4.3 The forecast is updated monthly and alters as new information and events come to light.

4.4 Expenditure carry forwards signalled at this point are:

4.4.1 Water Reform $3.6 million – The water reform project is anticipated to receive the full revenue entitlement under the works agreement by the end of the current financial year, those revenues are required to cover any water reform expenditure out to the end of FY-25, any unspent funds must be returned to the Government.

4.4.2 Solid Waste $750k for works associated with the closure of landfills.

4.4.3 Vertical Capital $344k for professional advice fees associated with Yaldhurst Memorial Hall.

5. Operational Expenditure and Revenue

5.1 This covers day to day spend on staffing, operations and maintenance, and revenues to fund it.

5.2 Operational revenue exceeds expenditure as it includes rates revenue for capital renewals and debt repayment. This revenue is referred to below as ‘Funds not available for Opex’ and is removed to show the year to date and forecast operational cash surplus or deficit.

	Year to Date Results			Forecast Year End Results			After Carry Forwards
$m	Actual	Budget	Var	Forecast	Budget	Var	Carry Fwd	Var
Revenues	(694.0)	(687.5)	6.5	(1,003.3)	(994.1)	9.3	(0.2)	9.5
Expenditure	502.0	511.6	9.6	765.1	760.8	(4.3)	4.9	(9.2)
Funds not available for Opex	179.2	177.2	(2.0)	233.2	233.3	0.1	-	0.1
Operating (Surplus)/Deficit	(12.8)	1.3	14.1	(5.1)	-	5.1	4.7	0.4

5.3 Brief summaries of revenue and expenditure variances are highlighted below.

5.4 Revenues are $6.5 million ahead of budget year to date and are forecast to be $9.5 million higher at year end. Key drivers of actual and forecast variances to budget include:

Variance	YTD	Forecast (after c/f)
Waste operations (primarily Burwood landfill & Ecocentral Rebate)	4.1m	5.0m
Consenting Revenues (reducing consents backlogs)	1.9m	1.8m
Recreation & Sports Centres increased participation	1.8m	1.5m
Rating base growth	1.2m	1.2m
Rates penalties	1.7m	0.9m
Rates valuation objections (prior year)	(0.3m)	(0.3m)
Transwaste dividends	(0.5m)	(0.6m)
Transport revenues (NZTA Opex Subsidy)	(1.5m)	-
Better Off Funding grants	(2.6m)	-

5.5 Expenditure is $9.6 million lower than budget year to date, and forecast to be $9.2 million over budget at year end. The year-to-date variance is primarily driven by lower personnel costs due to higher than budgeted vacancies.

Key drivers of actual and forecast variances to budget include:

Variance	YTD	Forecast (after c/f)
Staff Costs (Carrying vacancies planned to be filled from start of the year)	7.1m	6.8m
Grant payments (delays in projects and budget phasing variances)	3.2m	0.7m
Timing of Community Support operating & maintenance costs	1.5m
Transport operating and maintenance costs (timing of works being undertaken)	1.2m
Waste operating costs (lower recycling processing fees, lower residual waste disposal fees and lower organics processing costs)	1.0m	(2.2m)
Building & planning consenting operating & professional expenditure acquiring additional resource to clear backlog.	(0.3m)	(2.5m)
Three Waters maintenance & operating costs (additional reactive maintenance)	(2.2m)	(2.3m)
Digital capitalisation budget allocation	(2.5m)	(3.4m)
Digital P/O receipting errors resulting in FY-23 costs in FY-24 & increases in software renewal costs greater than allowed in the budget.	(2.7m)	(2.7m)
Total	6.3m	(5.6m)

5.6 In the 23/24 Annual Plan process, a change in structure had an unintended consequence of additional Digital costs being incorrectly capitalised in the budget and therefore not rated for. This has been corrected in the LTP, however it leaves a funding gap in the current year.

5.7 Funds not available for opex - items included in this category contributing to the variance are Housing and Dogs (both non-rates funded), Capital Endowment funded projects, and Capital grants (borrowed).

6. Capital Expenditure and Revenue

6.1 This section covers the capital programme spend and funding relating to it.

	Year to Date Results			Forecast Year End Results			After Carry Forwards
$m	Actual	Budget	Var	Forecast	Budget	Var	Carry Fwd	Var
Core Programme	246.8	301.8	55.0	449.1	466.8	17.7	10.8	28.5
External Funded Programme	31.1	18.0	(13.0)	44.1	25.2	(18.9)	(18.5)	(0.4)
Less unidentified Carry Forwards	0.0	0.0	0.0	(23.2)	0.0	23.2	51.2	(28.0)
Core/External Funded Programme	277.8	319.8	42.0	470.0	492.0	22.0	21.8	0.2
Te Kaha	115.1	139.7	24.5	197.2	224.2	27.0	27.0	-
Total Capital Programme	392.9	459.5	66.5	667.2	716.2	49.0	48.8	-
Revenues and Funding	(218.2)	(198.5)	19.7	(300.3)	(312.9)	(12.6)	(15.1)	2.5
Borrowing required	174.7	261.0	86.2	366.9	403.3	36.4	33.7	2.7

Capital Expenditure

6.2 Gross capital expenditure of $392.9 million has been incurred against a year to date budget of $459.5 million.

6.3 Overall, total capital expenditure of $667.2 million is forecast (based on the PMO forecast of $470 million for CCC Capital-Core/External Funded) to be spent against the annual budget of $716.2 million. Of the $49.0 million variance, the majority is forecast to be carried forward at year end.

6.4 For further information on capital expenditure, please refer to the Capital Programme Performance Report contained in this agenda.

Capital Revenues and Funding

6.5 Capital revenues and funding are a net $19.7 million higher than budget year to date, due to having received higher development contribution revenues.

6.6 Capital revenues and funding are forecast to be $12.6 million lower before carry forwards comprising delays in NZTA capital subsidies, the revenue not recovered in the current financial year is expected to be received in FY-25, and partially offset by higher development contribution receipts.

7. Treasury

Policy Compliance

7.1 All Treasury risks are within Policy limits, with no breaches projected over the coming year:

Risk Area	Compliance	*Plain-language meaning*
Liquidity Risk	Yes	(cash availability)
Funding Risk	Yes	(spread of debt maturities)
Interest Rate Risk	Yes	(managing interest costs)
Counterparty Credit Risk	Yes	(not all eggs in one basket)

Borrowing & Advances to Related Parties

7.2 Council’s actual and forecast borrowing and Advances are shown below ($ million):

7.3 Advances are primarily to Christchurch City Holdings Ltd (currently $641.2 million).

7.4 Net Debt by Jun-24 is estimated to be $315.9 million higher than at Jun-23, driven by capital expenditure (particularly Te Kaha).

Funding & Interest Rates

7.5 Council’s projected funding requirements, per financial year, are shown below. These are split between existing debt maturities (green) and expected new borrowing requirements (grey).

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7.6 Council’s interest rate risk is managed to reduce the volatility of interest costs from year to year. Most existing Council debt has been fixed for at least the next three years, which will limit the impact of current higher interest rates on Council’s future borrowing costs.

Average for 2022/23 was 4.9%; pre-Covid, in 2018/19, it was 5.2%.

Attachments / Ngā Tāpirihanga

There are no attachments for this report.

In addition to the attached documents, the following background information is available:

Document Name – Location / File Link

Not applicable

Confirmation of Statutory Compliance / Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i) sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

Signatories / Ngā Kaiwaitohu

Authors

Mitchell Shaw - Reporting Accountant

Steve Ballard - Group Treasurer

Karthik MG - Reporting Accountant

Bruce Moher - Manager Corporate Reporting

Approved By

Russell Holden - Head of Finance

Bede Carran - Acting General Manager Resources/Chief Financial Officer

Finance and Performance Committee

27 March 2024

10. Capital Programme Performance Report February 2024
Reference / Te Tohutoro:	24/2209
Report of / Te Pou Matua:	Andrew Robinson, Head of Programme Management Office (andrew.robinson@ccc.govt.nz)
General Manager / Pouwhakarae:	Lynn McClelland, Assistant Chief Executive Strategic Policy and Performance (lynn.mcclelland@ccc.govt.nz)

1. Nature of Information Update and Report Origin

1.1 The purpose of this report is to present to the Council meeting the monthly Capital Programme Performance Report February 2024.

1.2 This report provides Elected Members with oversight on the performance of the Capital Programme.

2. Officer Recommendations Ngā Tūtohu

That the Finance and Performance Committee:

1. Receive the information in the Capital Programme Performance Report February 2024.

3. Brief Summary

3.1 The consolidated FY24 forecast for the CCC Capital component of the programme (excl. Te Kaha) as reported by Project Managers is $485m against a Budget of $492m. This has reduced by -$15m from prior month.

3.2 Combined with the rephasing of the Te Kaha structural steel payments, the Overall Capital forecast has reduced by -$33m from prior month. Te Kaha is further reported in the Watchlist.

3.3 The PMO forecast for the CCC Capital component remains at $470m for year-end. This is based on programme-level analysis including current levels of expenditure and historical performance and current overall outlook.

3.4 The main forecast-budget exception is in the Digital portfolio where forecasts show significant departures from the current year budget. This has been reported in prior months and the proposed LTP addresses this capital phasing issue with a better year-year balance across longer term programme provisions. In the Digital section of the attached report several notable milestone achievements on long standing projects are recorded.

3.5 Transport delivery remains relatively strong with the Major Cycleway Programme, Carriageway Reseals Programme and Halswell Junction Road supporting expenditure and making good progress. There will be future Budget adjustments required as the impact of the Transport Choices programme reduction is adjusted (reported to Finance & Performance 28 February). Further budget changes will include recently advised external funding for resurfacing, wet weather event remediation and additional CRAF subsidy. It is expected that overall, these will be approximately neutral to the current annual budget (with both positive and negative budget movements). This will be confirmed next month.

3.6 The FY24 Watchlist is included in Attachment A – Appendix 1.

3.7 CRAF and CERF Programme updates were provided in the January Report and will be updated quarterly (in the April Report). Further information will be provided by Transport on the CRAF subsidy referred to above.

3.8 The Monthly Change Report is included in the public excluded section due to contract commercial sensitivity.

Attachments / Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	Attachment to report 24/2265 (Title: Capital Programme Performance Report - February 2024 - Final)	24/424529	65

In addition to the attached documents, the following background information is available:

Document Name – Location / File Link

Not applicable

Confirmation of Statutory Compliance / Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i) sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

Signatories / Ngā Kaiwaitohu

Authors

Lauren Barry - Senior PMO Analyst

Andrew Robinson - Head of Programme Management Office

Greer Hill - Administrator Officer

Approved By

Lynn McClelland - Assistant Chief Executive Strategic Policy and Performance

Finance and Performance Committee

27 March 2024

11. ChristchurchNZ Holdings Ltd - Quarter 2 performance report to 31 December 2023
Reference / Te Tohutoro:	23/2006620
Report of / Te Pou Matua:	Linda Gibb, Performance Advisor, Resources Group (linda.gibb@ccc.govt.nz)
Senior Manager / Pouwhakarae:	Bede Carran, Acting General Manager Resources/Chief Financial Officer

1. Purpose and Origin of Report Te Pūtake Pūrongo

1.1 This report presents ChristchurchNZ Holdings Ltd's (CNZHL's) Quarter 2/Half Year Performance Report for the six months ended 31 December 2023.

1.2 CNZHL's report was received on 20 February 2024 which is within the timing required by section 66(2) of the Local Government Act 2002.

1.3 CNZHL’s half year report is at Attachment A.

2. Officer Recommendations Ngā Tūtohu

That the Finance and Performance Committee:

1. Receives ChristchurchNZ Holdings Ltd’s Quarter 2/Half Year Performance Report for the period ending 31 December 2023.

3. Brief Summary

3.1 The commentary and analysis below is to provide additional context and analysis to the CNZHL’s six month report.

3.2 The following table presents CNZHL’s financial data to 31 December 2023:

Actual YTD to Dec 2023

$000

SOI target

$000

Variance

$000

Last YTD to Dec 2022

$000

Variance

$000

Third party revenue

2,293

1,885

+408

4,319

-2,026

Surplus/(Deficit) before tax

1,226

362

+864

366

+860

3.3 Against SOI target, third party revenue is higher by $400,000 as a result of unexpected grant revenue from central government ($80,000) for the Buskers event, $200,000 from FIFA relating to last year’s Women’s World Cup for legacy outcomes and property management receipts from Development Christchurch Ltd for property that was expected to have been transferred to CNZHL but has been delayed due to audit complications.

3.4 CNZHL’s SOI target for third party revenue is to be greater than 15% of total funding. At the half year, this is 22%.

3.5 The surplus before tax is higher by $864,000 partly due to the unplanned third-party revenue of $400,000 and partly due to the timing of expenditure that has been held over until the second half of the financial year and which will correct by year end.

3.6 Against last year, third party revenue is lower by $2 million reflecting the completion of the majority of the Government’s tourism recovery funding in 2022.

3.7 The higher surplus of $860,000 is for the same reason as against SOI target (discussed above).

3.8 Full year outturn is projected for CNZHL to meet its SOI target deficit of $1.5 million. This is a planned deficit that is funded from CNZHL’s reserves and which will bring that source of funding to an end.

3.9 CNZHL has provided an interim assessment of outcomes it has contributed to in terms of the KPIs in its SOI. Note that:

· performance is assessed as CNZHL’s contribution to the outcomes sought; the market is dynamic, and a number of factors are at play which are outside CNZHL’s control; and

· CNZHL’s auditor reviews the evaluation methodology and calculations underpinning the assessment of full year performance against the targets;

· the targets shown in the graphs below are full year; performance is half year at December 2023;

· assessment data is not fully available at the half year point but in some cases is estimated from a variety of other metrics, with a more accurate representation provided at year-end; and

· the performance measured is likely to be conservative as it discounts any achievement that cannot be attributed to CNZHL’s activities with a high degree of confidence.

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3.10 The prevailing economic pressures in the global economy have slowed GDP growth (for Christchurch 1% to December 2023 compared with the prior half year’s 5.6%) and have impacted the KPIs with two exceptions – short term job creation and visitor spend.

3.11 Visitor spend is well advanced to meet full year SOI target and is consistent with the last half year’s result. It reflects contributions from major events that took place in the first half of the 2023/24 financial year (e.g. the New Zealand Cup) and expected spend from visitors attending business events secured by CNZHL during that period. At present CNZHL is attracting a much greater number of business events to the city than expected (level of service target 37.5% success rate of bids; actual year to date circa 50%).

3.12 A selection of CNZHL’s published statistics on the overall Christchurch and national economies to 31 December is shown below (refer to CNZHL’s Economic Data Dashboard at Quarterly Economic Dashboard - ChristchurchNZ.com and quarterly_dec-2023.pdf (christchurchnz.com):

	Christchurch December 2023	Change since December 2022	National December 2023
GDP growth	1%	-4.6%	0.7%
Unemployment rate	4.2%	+0.6%	3.9%
Online job growth	-28.9%	-32.8%	-29.5%
Retail spending (value)	-1.2%	-10.6%	-3.4%
Business expansion (total)	1.3%	-1.4%	0.9%
Residential building consents	-6.7%	-21.3%	-27.1%

3.13 CNZ’s report advises that as part of its urban development and innovation and business growth functions it is focussing on several large opportunities such as the new cancer therapy centre (with estimated construction costs of $500 million). CNZHL reports that the projects are progressing well and will be included in KPI results when confirmed.

3.14 The New Zealand Treasury’s economic outlook from late 2023 indicates that in 2024 continuing softening of economic activity will continue as high interest rates and inflation slowly reduce. The unemployment rate is expected to further increase while interest rates remain high. Economic growth (GDP) is expected to be around 1.5% in each of the next two years, and is expected to pick up from 2026 when inflation should fall to levels within the Reserve Bank’s 1-3% target band.

3.15 All levels of service (appended to CNZHL’s Quarter 2 Performance Report) are on track to be met for the full year.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	ChristchurchNZ Holdings Ltd - Half year report 2023/24	24/411349	105

In addition to the attached documents, the following background information is available:

Document Name – Location / File Link

Not applicable

Confirmation of Statutory Compliance Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i) sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

Signatories Ngā Kaiwaitohu

Author

Linda Gibb - Performance Monitoring Advisor CCO

Approved By

Russell Holden - Head of Finance

Bede Carran - Acting General Manager Resources/Chief Financial Officer

Finance and Performance Committee

27 March 2024

12. Venues Ōtautahi - Half year report for the six months ended 31 December 2023
Reference / Te Tohutoro:	23/2006734
Report of / Te Pou Matua:	Linda Gibb, Performance Advisor, Resources Group (linda.gibb@ccc.govt.nz)
Senior Manager / Pouwhakarae:	Bede Carran, Acting General Manager Resources/Chief Financial Officer

1. Purpose and Origin of Report Te Pūtake Pūrongo

1.1 This report presents Venues Ōtautahi's (VŌ's) half year performance report for the six months ended 31 December 2023.

1.2 VŌ's report was received on 28 February 2024 as required by section 66(2) of the Local Government Act 2002.

2. Officer Recommendations Ngā Tūtohu

That the Finance and Performance Committee:

1. Receives the information in the Venues Ōtautahi Half Year Report for 2023/24.

3. Brief Summary

Financial Performance

3.1 The following table presents VŌ’s operating performance for the six months to 31 December 2023. Underpinning outturn for the half year was lower demand for event catering due to prevailing economic uncertainties. Although the number of events were consistent with target at 211, the mix of events was not – ticketed events for which catering income is generally highest were 74% of target and 57% of event numbers in the prior half year. Net catering revenue was 58% of target and 41% of the prior half year’s outturn.

	Actual $000	Budget $000	Variance $000	Prior year $000	Variance $000
Operational outturn	(3,506)	(2,384)	-1,122	(1,001)	-2,505
Council subsidy	1,625	1,625	0	2,025	-400
EBITDA	(1,881)	(759)	-1,122	1,024	-2,905

	Actual	Budget	Variance	Prior year	Variance
Number of events	211	208	+3	253	-42
Number of visitors	279,013	225,000	+54,013	327,988	-48,975
Net catering revenue ($000)	851	1,456	-605	2,061	-1,210

3.2 Against target, EBITDA is lower by $1.1 million which is attributable to a reduction in net catering income of $0.65 million and higher administration and facilities’ maintenance costs of $0.4 million (living wage (+10%), insurance (+54%) and utilities (+20%)).

3.3 Against the prior year, EBITDA is lower by $2.9 million made up of a reduction in the Council’s operating grant of $0.4 million due to reduced debt financing costs following repayment of a substantial portion of its debt in the second half of 2022/23, lower net catering income by $1.2 million, increased administration (living wage, insurance, utilities and general inflation on other goods such as food) and facilities’ maintenance costs of $0.8 million and Te Kaha pre-opening costs in the current period only of $0.4 million.

3.4 VŌ is meeting all pre-opening costs for Te Kaha from its operating cashflows, which will be reimbursed through operating funding after 2026 when the venue opens.

3.5 Expectations for financial year end (June 2024) - VŌ expects to get back on track to meet its full year targets by June 2024 based on its event forecast for the second half of the year.

3.6 At its meeting in December 2023 the Chair of the Finance and Performance Committee requested that VŌ provides further information regarding what measures it is taking, or is able to take, to mitigate the cost pressures it is facing. This was provided by VŌ in December 2023 to the Chair who referred it to all councillors. The memo provided by VŌ contained commercially sensitive information, so its content is not replicated here. However, in summary, staff note:

· The cost of maintaining the venues is expensive, in particular recently the costs of insurance, utilities and living wage have increased extensively (e.g. insurance by 54%, utilities by 20% and living wage by 10% noted above).

· To ensure VŌ venues remain competitive in the local market and that the venues continue to be accessible to the community, the level of price increases to recoup costs is constrained.

· Venues must be safe, compliant and operationally functional to maintain the value of the asset on the balance sheet, to attract all event types and to ensure the safety of all guests, staff and event delivery partners.

· VŌ is looking for opportunities to supplement revenue, such as its catering of SailGP in 2023 (a contract awarded in a competitive tender) and in 2024;

· Benefits generated by VŌ activities include re-investing profits in the venues to maintain their value and minimise the call on the Council for financial support (currently $3 million per annum) and to maximise the returns to the community from, for example, attracting visitors to the city who engage in hospitality and opportunities for residents to attend events.

3.7 Non-financial performance targets, have all been met bar one. The target to procure 80% of food product lines from Canterbury is slightly under the target.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	Venues Ōtautahi - Half year report 2023/24	24/380746	122

In addition to the attached documents, the following background information is available:

Document Name – Location / File Link

Not applicable

Confirmation of Statutory Compliance Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i) sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

Signatories Ngā Kaiwaitohu

Author	Linda Gibb - Performance Monitoring Advisor CCO
Approved By	Bede Carran - Acting General Manager Resources/Chief Financial Officer

Finance and Performance Committee

27 March 2024

13. Council-controlled organisations - Half year reports for the six months ended 31 December 2023
Reference / Te Tohutoro:	23/2006681
Report of / Te Pou Matua:	Linda Gibb, Performance Advisor, Resources Group (linda.gibb@ccc.govt.nz)
Senior Manager / Pouwhakarae:	Bede Carran, Acting General Manager Resources/Chief Financial Officer

1. Purpose and Origin of Report Te Pūtake Pūrongo

1.1 This report presents Council-controlled organisations' (CCOs') half year reports for the six months ended 31 December 2023 for Civic Building Ltd, Local Government Funding Agency (LGFA), Rod Donald Banks Peninsula Trust and Te Kaha Project Development Ltd.

1.2 The reports were received within two months after the end of the first half of the 2023/24 financial year as required by section 66(2) of the Local Government Act 2002 (LGA).

2. Officer Recommendations Ngā Tūtohu

That the Finance and Performance Committee:

1. Receives the half year reports for the period 1 July-31 December 2023 for the following Council-controlled organisations:

· Civic Building Ltd;

· Local Government Funding Agency;

· Rod Donald Banks Peninsula Trust;

· Te Kaha Project Delivery Ltd; and

2. Receives the Rod Donald Banks Peninsula Trust’s modified Statement of Intent for 2023/24.

3. Brief Summary

3.1 The half year reports contain the information necessary to enable an informed assessment of the operations of each of the CCOs, by including a comparison of SOI performance targets and explaining material variances. This meets the requirements of section 66(4) of the LGA. The commentary and analysis below is intended to provide some additional context to reports presented.

Civic Building Ltd (Attachment A)

Half year to 31 December 2023

Actual

2023/24

SOI target

6 months

Variance

Last year

2022/23

Variance

Net profit before tax ($000)

235

154

+81

+140

Change

+52.6%

+147%

3.2 Civic’s income is generated mostly from the Council’s finance lease payments for occupancy of Civic Building, less the costs of servicing the Council’s loan for the building’s purchase.

3.3 Underlying the increased net profit before tax is lower debt due to a repayment of $4.5 million in the half year to December 2023. This has had the major consequence of reducing the finance costs borne by Civic and on-charged to the Council as a cost of tenancy of Civic Building. Offsetting the benefit of the reduced finance costs is price pressure from inflation on operating costs, most particularly insurance and rates.

3.4 Against the SOI target, net profit has increased by $81,000 (52.6%) which is largely attributable to higher property maintenance expenses in an earlier period which were recovered from the Council (as tenant of the building) in the half year.

3.5 Against the 2021/22 half year performance, net profit increased by $140,000 (147%) made up of lower finance costs of $186,000 (-10.8%) due to the debt repayment in the current period and lower interest costs reflecting the expiry of debt instruments which were reset at lower interest rates. Expenses have increased by 8.6% due to inflation, the majority of which will be recovered from the Council as tenant in future periods.

3.6 Non-financial performance targets are in progress towards completion by year end.

Local Government Funding Agency (Attachment B)

3.7 The LGFA is owned by the New Zealand Government (11.1%) and 30 councils (88.9%). Christchurch City Council, and eight other councils all have equal shareholdings of 8.3% each and the remaining 14.2% is held by 22 other local authorities.

Half year to 31 December 2023

Actual

2023/24

SOI target

2023/24

Variance

Last year

2022/23

Variance

Net profit (tax not payable) ($m)

5.2

5.3

-0.1

1.1

+4.2

Change

-2%

+373%

3.8 Against SOI targets, net profit is lower by $0.2 million (5.4%). Revenue was higher by $0.15 million (+2%) but was more than offset by higher costs of $0.4 million (10.2%) attributable to the costs and levies associated with issuing a higher level of bonds than expected to support increased borrowing by councils (lending was a record $2.6 billion during the period). Operating costs associated with the LGFA’s preparation for having a potential role in ‘Local Water Done Well’ also contributed to the variance.

3.9 Against 2021/22 half year performance, net profit is higher by $4.2 million (373%) attributable to higher income of $4.9 million mostly due to increased interest from around $3 billion higher lending at December 2023 and higher interest rates. This was offset by increased operating costs of $0.8 million mostly relating to higher issuance fees including for a bond issue in the Australian market.

Half year to 31 December 2023

Actual

2023/24

$000

SOI target

2023/24

$000

Variance

$000

Last year

2022/23

$000

Variance

$000

Total lending to participating councils

18,789

17,870

(Full Year)

+919

15,751

+3,038

3.10 The full year SOI target for total lending to participating councils is $17.9 billion; at the half year point total lending exceeds this full year projection.

3.11 Non-financial performance targets have been met or will be met by year end.

Rod Donald Banks Peninsula Trust – Half year report (Attachment C) and Modified SOI for 2023/24 (Attachment D)

3.12 The Rod Donald Banks Peninsula Trust supports sustainable management, conservation and recreation on Banks Peninsula.

Half year report to 31 December 2023

Actual

2023/24

SOI target

2023/24

Variance

Last year

2022/23

Variance

Surplus/(deficit) ($000) (tax not payable)

1,459

1,478

-19

(294)

+1,753

Change

-1.3%

+596%

3.13 Against target, the operating surplus is lower by $19,000 (1.3%) which is due to the SOI target excluding grants and project expenditure of $15,000 and depreciation of $4,000 but which are included in the actual result.

3.14 The following are key variances which net to zero - remuneration costs for trust management were lower by $24,000 due to a three month period when the previous manager left and the new manager started, donations were higher by $34,000 which included a one-off $25,000 and interest income was $12,000 higher. Offsetting these gains was price pressure in administration costs of $6,000, maintenance costs for the Rod Donald Hut of $7,000 and lower strategic grants and project expenditure of $75,000.

3.15 Against 2021/22 half year performance, the operating surplus is higher by $1.75 million largely reflecting the Council’s capital and operating grant in 2023 of $1.45 million. Adding to this was $5,000 from the Little River Rail Trail Trust wind-up (now managed by the Rod Donald Banks Peninsula Trust), donations of $17,000 and interest of $28,000 from both higher rates and a higher cash balance from the Council’s funding and lower strategic grants and project expenditure by $252,000 which largely reflects timing.

3.16 Non-financial performance targets have all been met or are in progress to be met by financial year end.

Modified SOI 2023/24

3.17 The Trust has submitted a revised SOI for 2023/24 year and the two following financial years, as a result of changes in financial forecasts required by its auditors.

3.18 The LGA provides at clause 5, part 1 of schedule 8 for a board to modify its SOI following notification to, and consideration of any comments made by its shareholders. The changes in the financial forecasts are shown in the table below:

SOI 2023/24 net profit forecasts	2023/24 $000	2024/25 $000	2025/26 $000
Current SOI: Net profit	975	(312)	(315)
Modified SOI: Net profit	1,198	(157)	(169)
Variance	+223	+155	+146

3.19 The changes are all for improved net profit outturn, largely reflecting lower strategic grants and project expenditure (reduced by $195,000 in 2023/24 and $125,000 in each of the two outyears) as a result of uncertainty about the way in which funds are granted. Until this is clarified, the Trust will take a conservative approach to providing strategic grants. The residual variances of +$29,000 in 2023/24, +$30,000 in 2024/25 and +$21,000 in 2025/26 have arisen following a review of forecast interest income due to higher interest rates than used in the earlier SOI forecasts.

3.20 Non-financial performance targets are unchanged.

3.21 Council staff are comfortable with the minor changes proposed.

Trustee retirement

3.22 The Trust has advised that Mr Bob Frame who has been a trustee since 2021 has retired from the board. The Trust will seek the Council’s approval of a new trustee shortly. In the meantime, it is able to operate with one fewer trustees.

Te Kaha Project Delivery Ltd (Attachment E)

3.23 Te Kaha Project Delivery Ltd is the governance body tasked with commissioning the design and construction of Te Kaha. The responsibility and accountabilities for the final design and construction of Te Kaha are held with the Council’s Capital Delivery – Major Facilities Team which reports to the Council monthly.

Actual

$000

SOI target

$000

Variance

$000

Last year

$000

Variance

S000

Revenue / Expenses

Operating surplus / (deficit)

319

184

+135

151

+168

3.24 To date the SOI financial target has represented just the cost of directors’ fees with all other costs being charged to the project budget. AuditNZ’s direction is for the Chief Executive’s remuneration and administration costs that are not directly related to the stadium project to be treated as a governance cost, rather than a project cost.

3.25 Against target, revenue and expenses are $135,000 higher which for the most part is the Chief Executive’s remuneration of $175,000 and other incidental (non-project) costs make up the remainder including $11,000 for consultancy, $10,000 insurance, and $7,000 travel.

3.26 Against 2021/22 half year performance, costs are higher by $168,000 which is largely the Chief Executive’s salary of $175,000.

3.27 Non-financial performance targets have been met or are in progress to be met by financial year end, or are ongoing.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	Civic Building Ltd - Half year report for six months to 31 December 2023	24/267327	142
b ⇩	Local Government Funding Agency - Half year report for six months to 31 December 2023	24/355500	152
c ⇩	Rod Donald Banks Peninsula Trust - Half year report for six months to 31 December 2023	23/507748	172
d ⇩	Rod Donald Banks Peninsula Trust - Modified Statement of Intent 2023/24	24/306530	191
e ⇩	Te Kaha Project Delivery Ltd - Half year report for six months to 31 December 2023	24/310251	217

In addition to the attached documents, the following background information is available:

Document Name – Location / File Link

Not applicable

Confirmation of Statutory Compliance Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i) sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

Signatories Ngā Kaiwaitohu

Author	Linda Gibb - Performance Monitoring Advisor CCO
Approved By	Bede Carran - Acting General Manager Resources/Chief Financial Officer

ITEM NO.	GENERAL SUBJECT OF EACH MATTER TO BE CONSIDERED	SECTION	SUBCLAUSE AND REASON UNDER THE ACT	PLAIN ENGLISH REASON	WHEN REPORTS CAN BE REVIEWED FOR POTENTIAL RELEASE
15.	Public Excluded Finance and Performance Committee Minutes - 28 February 2024			Refer to the previous public excluded reason in the agendas for these meetings.
16.	Visibility of Capital Project Budget Changes: February 2024	s7(2)(h)	Commercial Activities	A quarterly summary of Change Requests is provided this month in an accompanying public excluded Report as it contains information on specific projects being tendered in the open market and accordingly it may put Council in a disadvantaged position.	This report can be released to the public once all commercial negotiations and contracts have been concluded, and subject to the approval of the Head of Procurement and Contracts
17.	Central Plains Water Trust - Appointment / Re-appointment of Trustees	s7(2)(a)	Protection of Privacy of Natural Persons	To protect the reputations of the candidates.	As soon as the decision is made and the candidates are informed of the Joint Council's decisions.