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.

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Finance and Performance Committee

Open Minutes

Date: Wednesday 18 December 2024

Time: 9.30 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 link

Councillor Tyla Harrison-Hunt – via audio/visual link

Councillor Victoria Henstock

Councillor Yani Johanson

Councillor Aaron Keown

Councillor Jake McLellan

Councillor Andrei Moore

Councillor Mark Peters

Councillor Sara Templeton

Principal Advisor

Bede Carran

General Manager Finance, Risk & Performance / CFO

Tel: 941 8999

bede.carran@ccc.govt.nz

Meeting Advisor

David Corlett

Democracy Services Advisor

Tel: 941 5421

david.corlett@ccc.govt.nz

Website: www.ccc.govt.nz

Part A Matters Requiring a Council Decision

Part B Reports for Information

Part C Decisions Under Delegation

Karakia Tīmatanga

The agenda was dealt with in the following order.

Secretarial note: Mayor Mauger made a statement in support of those impacted by the recent Vanuatu earthquake. A minutes silence was held in respect of those affected.

1. Apologies Ngā Whakapāha

Part C

Committee Resolved FPCO/2024/00077

That the apologies from Councillor Scandrett for absence and Councillors McLellan and Harrison-Hunt for lateness be accepted.

Councillor MacDonald/Councillor Coker Carried

23. Resolution to Include Supplementary Report

Committee Resolved FPCO/2024/00078

Decision

That the reports be received and considered at the Finance and Performance Committee meeting on Wednesday, 18 December 2024.

Open Items

24. Electricity Procurement 2025 to 2030

25. Parking Near Christchurch Hospital

Councillor MacDonald/Councillor Coker Carried

2. Declarations of Interest Ngā Whakapuaki Aronga

Part B

Councillors Henstock and McLellan declared an interest in Item 12 ChristchurchNZ Holdings Ltd Draft Letters of Expectation 2025/26.

Councillor Barber declared an interest in Items 13 and 14 relating to Venues Ōtautahi.

Councillors MacDonald and Templeton declared an interest in Items 15 and 16 and public excluded Item 19 in relation to Christchurch City Holdings Ltd.

Mayor Mauger and Councillor Coker declared an interest in public excluded Item 20 in relation to Christchurch City Holdings Ltd: Appointment of Directors.

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

Part C

Committee Resolved FPCO/2024/00079

That the minutes of the Finance and Performance Committee meeting held on Wednesday, 27 November 2024 be confirmed.

Councillor MacDonald/Councillor Coker Carried

4. Public Forum Te Huinga Whānui

Part B

There were no public forum presentations.

5. Deputations by Appointment Ngā Huinga Whakaritenga

Part B

There were no deputations by appointment.

6. Presentation of Petitions Ngā Pākikitanga

Part B

There was no presentation of petitions.

Councillor Henstock left the meeting at 9.33 am and returned at 9.35 am during consideration of Item 7.

7. Key Organisational Performance Results - November 2024

Committee Resolved FPCO/2024/00080

Officer Recommendations accepted without change

Part C

That the Finance and Performance Committee:

1. Receives the information in the Key Organisational Performance Results - November 2024 Report.

2. Notes that the section ‘Responses to questions from Councillors’ will be included as an Appendix to the report from the next meeting.

Councillor MacDonald/Councillor Templeton Carried

8. Financial Performance Report - November 2024

Committee Resolved FPCO/2024/00081

Officer Recommendations accepted without change

Part C

That the Finance and Performance Committee:

1. Receives the information in the Financial Performance Report - November 2024 Report.

Councillor MacDonald/Councillor Coker Carried

Councillor Harrison-Hunt joined the meeting via audio/visual link at 9.43 am during consideration of Item 9.

9. Capital Programme Performance Report November 2024

Committee Resolved FPCO/2024/00082

Officer Recommendations accepted without change

Part C

That the Finance and Performance Committee:

1. Receives the information in the Capital Programme Performance Report November 2024.

2. Approves the addition of project 67806 – CWTP Activated Sludge Plant (Christchurch Wastewater Treatment Plant Trickling Filter Replacement) to the FY25 Watchlist.

3. Approves the removal of project 47123 – CWTP Biogas Storage Upgrade from the FY25 Watchlist.

Councillor MacDonald/Councillor Keown Carried

Councillor Henstock left the meeting at 10.06 am and returned at 10.09 am during consideration of Item 10.

10. Draft Development Contributions Policy 2024
	Committee comment The Committee agreed to defer making a decision to consult on the Draft Development Contributions Policy so that a workshop could be held to address the questions and other options raised at the meeting regarding the Policy.
	Officer Recommendations Ngā Tūtohu That the Finance and Performance Committee: 1. Receives the information in the Draft Development Contributions Policy 2024 Report. 2. Approves the draft Development Contributions Policy 2024 (Attachment A) for consultation in accordance with section 82 of the Local Government Act 2002. 3. Agrees that prior to consultation commencing staff may make changes to the draft Development Contributions Policy 2024 to correct minor drafting errors. 4. Notes that the decision in this report is assessed as medium significance based on the Christchurch City Council’s Significance and Engagement Policy. The level of significance was determined by consideration of the importance of the policy to the wider community who are largely unaffected (low significance) and to property developers of Christchurch district (medium significance) who are directly affected through the requirement to pay development contributions.
	Committee Resolved FPCO/2024/00083 Part C That the Finance and Performance Committee: 1. Agrees that the Draft Development Contributions Policy 2024 Report be deferred and be brought back to a subsequent meeting, after a Council workshop has been held. Councillor MacDonald/Councillor Keown Carried Councillor Templeton requested that her abstention from the vote be recorded.

11. Climate Resilience Fund: Policy

Committee Resolved FPCO/2024/00084

Officer Recommendations accepted without change

Part C

That the Finance and Performance Committee:

1. Receives the information in the Climate Resilience Fund: Policy Report.

2. Notes that the decision in this report is assessed as medium significance based on the Christchurch City Council’s Significance and Engagement Policy.

3. Agree the proposed strategic policy settings to consult on as part of the Annual Plan:

a. Scope of the Fund: Confirm that the Fund will be allocated exclusively to Council-approved Adaptation Plans, with an Exceptional Circumstances Provision to allow for flexibility in addressing emerging risks as approved by Council.

b. Fund Reserve Period: Confirm a 30-year reserve period to hold the fund for future climate adaptation projects, in line with intergenerational equity principles.

4. Agree the proposed operational policy settings to consult on as part of the Annual Plan, which include:

a. Governance Settings

b. Financial Management Settings

c. Evaluation, Monitoring and Reporting Settings

5. Note the dependence of the Fund’s eventual allocation methodology on broader Council work programmes, specifically the ongoing development of data, adaptation planning frameworks, and asset management integration efforts.

6. Agree to consult on the proposed policy as part of the Annual Plan.

Councillor Templeton/Deputy Mayor Carried

Councillor Barber left the meeting at 10.20 am and returned at 10.23 am during consideration of Item 25.

25. Parking Near Christchurch Hospital

Officer Recommendations Ngā Tūtohu

That the Finance and Performance Committee:

1. Receives the information in the Parking Near Christchurch Hospital Report.

2. Notes that the decision in this report has been assessed as high significance based on the Christchurch City Council’s Significance and Engagement Policy.

3. Approves Option 4, maintaining the status quo along Riccarton Avenue and Hagley Avenue.

4. Notes that should staff be advised to proceed with options 1, 3, or 5, public consultation will be required.

Committee Resolved FPCO/2024/00085

Part C

That the Finance and Performance Committee:

1. Receives the information in the Parking Near Christchurch Hospital Report.

2. Notes that the decision in this report has been assessed as high significance based on the Christchurch City Council’s Significance and Engagement Policy.

3. Approves a six-month trial for a time restricted clearway along the north side of Hagley Avenue from 7.30 am to 7.30 pm between St Asaph Street intersection and Riccarton Avenue intersection to allow for nighttime parking only. Prior to the trial staff will undertake pre-engagement to inform public and key stakeholders of the trial.

Councillor Keown/Councillor Fields Carried

Councillor Coker and Deputy Mayor Cotter requested that their vote against the resolution be recorded.

24. Electricity Procurement 2025 to 2030

Committee Resolved FPCO/2024/00086

Officer Recommendations accepted without change

Part C

That the Finance and Performance Committee:

1. Receives the information in the Electricity Procurement 2025 to 2030 Report.

2. Notes that the decision in this report is assessed as low significance based on the Christchurch City Council’s Significance and Engagement Policy.

3. Notes the attached procurement plan for electricity supply which recommends using the Ministry of Business, Innovation and Employment’s All of Government Electricity procurement process.

4. Appoints Meridian Energy Limited through the Ministry of Business, Innovation and Employment’s All of Government Electricity Supply Panel as preferred tenderer for the supply of Time of Use, Non-Half Hour, unmetered, and distributed unmetered load (for streetlighting and traffic signals) electricity for a period of up to 60 months at or within the rates listed in PX Attachment B.

5. Delegates to the Chief Executive to conclude negotiations and enter into a contract with Meridian Energy Limited through the Ministry of Business, Innovation and Employment’s All of Government Electricity Supply Panel as preferred tenderer for the supply of Time of Use, Non Half Hour, unmetered, and distributed unmetered load (for streetlighting and traffic signals) electricity for a period of up to 60 months at or within the rates listed in PX Attachment B.

6. Notes that the approximate value of the contract for the full period of 60 months, based on the current indicative energy use profile and excluding network charges and GST is $67.9 million.

7. Agrees that the attachments to this report remain public excluded until 2 July 2025, or such a time as the contract has been awarded and only be released on review and advice from the Head of Procurement and Contracts

Mayor/Deputy Mayor Carried

Councillor McLellan joined the meeting at 10.34 am during consideration of Item 12.

Deputy Mayor left the meeting at 10.36 am and returned at 10.42 am during consideration of Item 12.

12. ChristchurchNZ Holdings Ltd - Draft Letter of Expectations 2025/26

Committee Resolved FPCO/2024/00087

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 2025/26;

2. Delegates authority to the Mayor, Deputy Mayor and Chair of the Finance and Performance Committee to finalise and issue the Letter of Expectations in line with resolutions passed by the Finance and Performance Committee and any minor editing required; and

3. Notes that the decision in this report is assessed as low significance based on the Christchurch City Council’s Significance and Engagement Policy.

Councillor Fields/Councillor MacDonald Carried

Councillors Henstock and McLellan having declared an interest in Item 12 took no part in the discussion or vote.

13. Venues Otautahi - Quarter 1 2024/25 Performance Report

Committee Resolved FPCO/2024/00088

Officer Recommendations accepted without change

Part C

That the Finance and Performance Committee:

1. Receives Venues Ōtautahi - Quarter 1 2024/25 Performance Report Report.

Councillor MacDonald/Councillor Coker Carried

Councillor Barber having declared an interest in Item 13 took no part in the discussion or vote.

14. Venues Ōtautahi - Draft Letter of Expectations for 2025/26

Committee Resolved FPCO/2024/00089

Officer Recommendations accepted without change

Part C

That the Finance and Performance Committee:

1. Approves the draft Letter of Expectations for Venues Ōtautahi for 2025/26;

3. Notes that the decision in this report is assessed as low significance based on the Christchurch City Council’s Significance and Engagement Policy.

Deputy Mayor/Mayor Carried

Councillor Barber having declared an interest in Item 14 took no part in the discussion or vote.

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

Committee Resolved FPCO/2024/00090

Part C

That Bryan Pearson, Chair Matt Bryan CE, and Ms Anne Urlwin, Appointments Committee Chair of Christchurch City Holdings Ltd remain after the public have been excluded for Item 20 of the public excluded agenda as they have knowledge that is relevant to that item and will assist the Council.

AND

That at 10.40 am the resolution to exclude the public set out on pages 435 to 436 of the agenda and pages 149 to 150 of the supplementary agenda be adopted.

Councillor MacDonald/Mayor Carried

Secretarial note: The Committee came out of the public excluded part of the meeting at 11.22 am with Councillor Coker in the Chair.

Councillor Harrison-Hunt returned to the meeting via audio/visual link at 11.28 am during consideration of Item 15.

15. Christchurch City Holdings Ltd - Quarter 1 2024/25 Performance Report

Committee Resolved FPCO/2024/00091

Officer Recommendations accepted without change

Part C

That the Finance and Performance Committee:

1. Receives Christchurch City Holdings Ltd’s Quarter 1 2024/25 Performance Report.

Mayor/Councillor Coker Carried

Councillor MacDonald having declared an interest in Item 15 sat back from the table and took no part in the discussion or vote. Councillor Templeton having declared an interest in Item 15 took no part in the discussion or vote.

16. Christchurch City Holdings Ltd - Draft Letter of Expectation for 2025/26

Officer Recommendations Ngā Tūtohu

That the Finance and Performance Committee:

1. Approves the draft Letter of Expectations for 2025/26 for Christchurch City Holdings Ltd;

2. Delegates authority to the Mayor, Deputy Mayor and Deputy Chair of the Finance and Performance Committee to finalise and issue the Letter of Expectations in line with resolutions passed by the Finance and Performance Committee and any minor editing required; and

3. Notes that the decision in this report is assessed as low significance based on the Christchurch City Council’s Significance and Engagement Policy.

Committee Resolved FPCO/2024/00092

Part C

That the Finance and Performance Committee:

1. Approves the draft Letter of Expectations for 2025/26 for Christchurch City Holdings Ltd;

3. Notes that the decision in this report is assessed as low significance based on the Christchurch City Council’s Significance and Engagement Policy.

4. Council requests that CCHL as part of its Statement of Intent’ acknowledges that it and its subsidiaries are owned either wholly or by majority by Christchurch City Council on behalf of the Community and it will conduct itself in a manner and make decisions that are consistent with public ownership being retained. Council also expects that CCHL will engage with Council before progressing any proposed significant change to it, or its subsidiaries operating models.

5. Council expects CCHL and its subsidiaries to act as a good employer fostering relationships of good faith and promoting the Object (section 3) of the Employment Relations Act 2000. This should include strong employee and union relationships, support collective bargaining, improve health and safety, and maintain its commitment to a directly employed workforce at LPC. Noting, Council is not supportive of the leasing out of our port operations or any other significant operations involving directly employed staff.

Councillor Coker/Councillor Fields Carried

The public were re-admitted to the meeting at 11.22 am.

Karakia Whakamutunga

Meeting concluded at 11.47 am.

CONFIRMED THIS 29^TH DAY OF JANUARY

Councillor Sam MacDonald

Chairperson

7. Key Organisational Performance Results - December 2024
Reference Te Tohutoro:	24/2271895
Responsible Officer(s) Te Pou Matua:	Peter Ryan, Head of Corporate Planning & Performance Peter.Ryan@ccc.govt.nz
Accountable ELT Member Pouwhakarae:	Bede Carran, General Manager Finance, Risk & Performance / Chief Financial Officer

1. Purpose and Origin of the Report Te Pūtake Pūrongo

1.1 To provide Council with an overview of performance towards delivering year one of our Long-term Plan 2024-34 (LTP), our ‘contract with the community.’

2. Officer Recommendations Ngā Tūtohu

That the Finance and Performance Committee:

1. Receives the information in the Key Organisational Performance Results - December 2024 Report.

2. Notes that ‘Responses to questions from Councillors’ is included as an attachment to the report.

3. Background/Context Te Horopaki

3.1 This is a regular report focused on a suite of the ‘vital few’ organisational performance targets and forms a key component of the Performance Framework and its reporting. As this is the half yearly report, the attachments cover all levels of service.

3.2 Levels of service (LOS) are now in consolidated format, which means that exceptions are put in perspective against those performance measures that are on track. This report, as well as all supporting activity reports, have been extensively reworked to achieve this.

4. Considerations Ngā Whai Whakaaro

4.1 The key organisational performance targets include:

· Service Delivery (levels of service).

· Capital Projects (both delivery and planning).

· Value for Money (finance – activity budgets and capex).

4.2 This report provides December monthly performance forecasts against ELT performance priority targets for the LTP 2024-34.

4.3 Overall organisational performance priority forecasts generally show improvement.

4.4 Community Level of Service delivery (85.4%) sees an improvement of 1.5% from November. This level of service performance is forecast to achieve ELTs performance target (85%).

4.5 Management Level of Service delivery (86.7%) has a small improvement of 0.3% from November. LOS performance remains forecast to achieve ELT performance target (85%).

4.6 Capital Project milestone delivery (83.4%) saw a small decline of 0.8% from November. Capital Programme milestone delivery remains below the ELT target (85%).

4.7 Capital planning performance forecasts each show good progress for this time of year, and likely to mee the ELT target of 90% as follows:

· Funding programme budgets allocated for FY2026 by 31st March 2025 are currently reported at 88%.

· Budget drawdowns for FY2027 and 2028 by 30th June 2025 are currently reported at 78%.

4.8 Activity budgets, actively managed to budget (89.7%), saw an improvement of 2.5% from November. The organisational target set by ELT is 100% of activities are actively managed to budget.

4.9 Deliver Capital Programme within approved budget (-$37.4M), saw no change from November. Deliver Capital Programme within approved budget remains within the ELT target (=/< $0).

5. Service Delivery

*B = Black, no data. R = Red, will miss target. A = Amber, requires intervention. G = Green, will achieve target.

5.1 Community Level of Service delivery (85.4%) sees an improvement of 1.5% from November. LOS performance remains below the ELT performance target (85%).

5.1.1 Through active business review forecast changes are positively impacting community measures for three activities:

· Transport;

· Flood Protection and Control Works;

· Performance, Finance and Procurement.

5.2 Management LOS delivery (86.7%) sees a small increase of 0.3% from November. LOS performance remains just above the ELT performance target (85%).

5.3 Both forecasts are in line with the standing Audit and Risk Management Committee (ARMC) request for all LOS that did not meet target the previous year to continue to be reported as an amber exception until evidence is provided the target will or has been met. This provides for conservative forecasts at the beginning of a financial year.

5.4 The scatter-diagram below (also Attachment A) shows forecast activity LOS delivery performance (Community and Management LOS), against forecast activity budget performance (over- or under-spend).

· Activities variously report level of service delivery forecasts ranging from 51.9% to 100% achievement, while all but 4 activities are presently forecast on budget.

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

· The horizontal x-axis shows forecast budget over/underspend (scaled to relative budget).

5.5 The updated view of Service Delivery is attached to this report (Attachment B). It is:

· a visual summary of activity overall service delivery and activity budget performance,

· underpinned by a more granular LOS summary across the activity, before

· listing specific exceptions detail and business commentary.

· In line with advice in the November performance reporting the service delivery view for December (half-year reporting) includes all levels of service (‘greens’ as well as exceptions).

6. Responses to questions from Councillors

6.1 In the lead-in to the committee meeting of 18 December 2024, Councillors asked questions about several Service Delivery (level of service) exceptions. Questions related to the following topics:

6.1.1 Water Supply average consumption (12.0.7).

6.1.2 Regulatory Compliance and Licencing - noise control service contract (9.0.8).

6.1.3 Transport – improve roadway condition, measured by smooth travel exposure (16.0.2).

6.2 Staff responses are available in Attachment C, including an update on timing for the Asset Management Maturity Assessment (AMMA) process.

7. Capital Projects – Delivery and Planning

7.1 Capital project milestone delivery performance is forecasting 83.4%, showing a further small decline of 0.8% from November. This remains forecast below the ELT target of 85%.

7.2 The capital delivery target relates to projects Council is responsible for delivering, including Council-funded and externally funded projects.

7.3 Capital planning performance forecasts both show good progress for this time of year, and likely to meet the ELT target of 90% as follows:

· Funding programme budgets allocated for FY2026 by 31st March 2025 currently at 88%.

· Budget drawdowns for FY2027 and 2028 by 30th June 2025 is currently at 78%.

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

8. Value for Money

8.1 89.7% of activities are forecast to meet budget (nett controllable cost, after carry-forwards), against the ELT target 100%. 35 of the 39 activities are forecast on budget. This is an improvement of 2.5% (1 activity) from the November forecast.

8.2 For more information refer to Attachments A & B and to the Financial Performance Report.

8.3 Overall capital programme budget expenditure is forecast at -$37.4m, against ELT’s target of within approved budget (= < $0). This applies a consistent PMO forecast of $510m against the current programme of $547.7m, approx. 93.1%. The forecast includes core and externally funded work but excludes One New Zealand Stadium at Te Kaha.

8.4 More detailed information is available in the Capital Programme Performance Report.

8.5 Following is the forward view of capital delivery performance for the LTP 2024-34 (financial).

8.6 The forward view of capital delivery performance (financial) looks at commitments for the first three years of the LTP 2024-34, accompanied by confirmed capital delivery in preceding LTP-cycles against plan.

8.7 This view takes into account revised year-end budget delivery figures for 2023/24, and the adopted capital programme from the LTP 2024-34 (approved future years planned expenditure for 2024/25, 2025/26 and 2026/27).

8.8 The extended black line is the full planned delivery budget including One New Zealand Stadium at Te Kaha.

8.9 The extended blue line shows the full Council planned delivery budget (excluding One New Zealand Stadium at Te Kaha, and before any confirmed carry forwards):

· from a consistent $488m to $483m planned budget for the three years (2021-24);

· to between $548m to $668m planned budget for the future three years (2024-27).

8.10 It is accepted these future planned delivery budgets for capital meet Council’s expectations as being both deliverable and affordable.

8.11 Currently, Council capital delivery (green line) for 2024/25 (year one of the LTP 2024) is forecast at $510m against the current programme budget of $548m (blue line). This equates to -$37.4m, or 93.1% forecast delivery.

8.12 This forecast delivery value is in line with the year-end actual value for 2023/24, $502m.

8.13 The ELT performance goal for capital delivery is based on all delivery Council is accountable for (excluding One New Zealand Stadium at Te Kaha), regardless of funding source.

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

8.15 Deliverability of capital programme from 2025/26 onwards. In contrast below, the same graph previously appeared in the 10 December 2024 report to Council, the graph and accompanying text showing significant increase in planned delivery budgets for 2025/26 and 2026/27.

8.16 The LTP process generated much debate about capital programme ‘bow wave’ in local government and the deliverability of the core (non-One New Zealand Stadium at Te Kaha) capital programme. This finalised in the LTP at a core capital programme of $610 million for 2025/26, and $668 million for 2026/27.

8.17 However, in the months since, carry-forwards (capital works not done in 2023/24) have been added ($36 million) and a variety of capital works have been ‘brought back’ from outer years. Actions carried over from the LTP added $4.5 million, boosting the current 2025/26 Annual Plan proposal by approximately $40 million.

8.18 The graph shows the actual capital delivery trend line (in green) with delivery of capital works at year end 2024/25 forecast to be $510 million, an historic high.

8.19 It also shows the currently proposed Annual Plan core capital programme budget for 2025/26 at $646 million (in blue).

8.20 The assumption that delivery can lift by at least $136 million, and potentially more depending on the level of carry forwards, over the course of a single year carries risk especially if further capital works are added via the Annual Plan.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	Top Activities (service delivery and budget)	25/34888	27
b ⇩	Service delivery summary (levels of service)	25/59461	29
c ⇩	Responses to questions from Finance and Performance Committee meeting of 18 December 2024	25/72136	142

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

Document Name – Location / File Link

Not applicable

Signatories Ngā Kaiwaitohu

Authors

Amber Tait - Performance Analyst

Boyd Kedzlie - Senior Corporate Planning & Performance Analyst

Approved By

Peter Ryan - Head of Corporate Planning & Performance

Bede Carran - General Manager Finance, Risk & Performance / Chief Financial Officer

8. Financial Performance Report - December 2024
Reference Te Tohutoro:	24/2268644
Responsible Officer(s) Te Pou Matua:	Russell Holden, Head of Finance
Accountable ELT Member Pouwhakarae:	Bede Carran, General Manager Finance, Risk & Performance / Chief Financial Officer

1. Purpose and Origin of the Report Te Pūtake Pūrongo

1.1 The purpose of this report is for the Finance and Performance Committee to be updated on Council's financial performance for the six month period to 31 December 2024 and the current forecast for the end of the year.

1.2 This is a regular monthly report that is presented to the Committee. Treasury, debtor and general insurance claims information is reported quarterly and included in this report.

2. Officer Recommendations Ngā Tūtohu

That the Finance and Performance Committee:

1. Receives the information in the Financial Performance Report - December 2024 Report.

3. Executive Summary

3.1 The year-to-date operational deficit of $2.3m is $21.7m lower than budget year to date. This is driven by: savings in insurance costs, rates on council owned properties, reduced personnel costs due to staff vacancies and lower than budgeted solid waste recycling / organics processing fees.

3.2 The forecast operating surplus for the end of year is currently projected to be $19.8m, compared to the $12.2m forecast surplus last month. The improvement of $7.6m has been driven by subvention receipts ($2.8m), a reduction in Parks maintenance costs ($1.5m), an improvement in net interest costs ($1.2m), Eco-central rebate ($0.8m), an improvement in Transport cost capitalisations (0.5m) and higher rates penalties ($0.5m).

3.3 Capital programme delivery is above budget year to date ($12.1m, 3.9%), primarily driven by earlier spend on One New Zealand Stadium at Te Kaha ($10.5m, 12.5%) and Transport projects ($16.5m, 46.2%), partially offset by underspends in Parks ($13.0m, 25.9%) and Digital projects ($1.5m, 14.2%). The variances will be managed via carry-forward / bring-back requests.

4. Operational Revenue and Expenditure

4.1 This covers day to day spend on staffing, operations and maintenance, and revenues to fund the operational spend.

4.2 Operational revenue exceeds expenditure as it includes rates revenue for capital renewals and debt repayment. This ‘capital’ revenue is referred to below as ‘Funds not available for Opex’ and is removed to show the year to date and forecast cash operational 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	(525.9)	(525.3)	0.6	(1,086.0)	(1079.5)	6.5	-	6.5
Expenditure	404.2	423.7	19.5	814.1	828.0	13.9	0.2	13.7
Funds not available for Opex	124.0	125.6	1.6	252.1	251.5	(0.6)	(0.3)	(0.3)
Operating (Surplus)/Deficit	2.3	24.0	21.7	(19.8)	-	19.8	(0.1)	19.9

4.3 The current operating surplus variance of $21.7 million reduces to a year end forecast of $19.9 million due to timing, trends and work patterns. Staff note that during the audit of the financial statements for the 2023/24 financial year Audit queried the overhead allocation charged to capital. If an adjustment is required, this will further reduce the operating surplus. Staff are currently working through this issue. Summaries of the material revenue and expenditure variances and changes are highlighted below.

4.4 Revenues are $0.6 million ahead of budget year to date and are forecast to be $6.5 million higher at year end. Key drivers of actual and forecast revenue variances to budget include (amounts in brackets are revenues below budget):

Variance	Annual Budget	YTD	YE Forecast
Building & Planning consent volumes	35.0m	1.6m	3.2m
Recreation & Sports pools and fitness centres increased participation	21.4m	1.4m	1.1m
Rates overstrike	760.8m	0.4m	0.9m
Subvention receipts	11.3m	-	2.8m
Rates penalties	5.3m	0.5m	0.4m
Interest Revenue (largely offset by lower on-lending costs)	57.4m	0.0m	(4.2m)
EcoCentral rebate	-	0.8m	0.8m
Transwaste dividend	7.3m	-	0.4m
Otautahi Community Housing Trust (OCHT) revenues	16.3m	0.0m	0.7m
Hagley Park parking fees – new parking meters delayed	2.2m	(1.0m)	(1.0m)
Excess Water – residential	2.3m	(0.4m)	-
Excess Water – commercial	2.9m	(0.4m)	-
Other revenues	157.3m	(2.3m)	1.4m
Total	1,079.5m	0.6m	6.5m

4.5 The rates overstrike arises as Council needs to estimate the City’s rateable capital value for the 24/25 rates strike prior to receiving final changes for the 23/24 year from Quotable Value.

4.6 Expenditure is $19.5 million lower than budget year to date and forecast to be $13.9 million under budget after carry forwards at year end. Key drivers of actual and forecast expenditure variances to budget include (amounts in brackets are expenses greater than budgeted):

Variance	Annual Budget	YTD	YE Forecast (after c/f)
Insurance costs	38.3m	7.9m	7.9m
Waste Management lower recycling processing fees and organic processing fees, and landfill costs	69.7m	5.0m	4.2m
Transport – Timing of maintenance costs	55.2m	3.3m	(0.3m)
Personnel Costs (units with vacancies which were planned to be filled)	266.3m	1.5m	2.9m
Parks – Underspend in maintenance, year to date expenditure likely to reflect expenditure for the remainder of the financial year.	16.2m	1.5m	1.5m
Rates on Council owned properties	36.8m	0.3m	1.0m
Debt Servicing (lower on-lending & favourable hedging, largely offset by reduction in interest revenue)	148.1m	0.2m	5.4m
Three Waters – higher than budgeted maintenance volumes and opex.	37.3m	0.2m	(1.6m)
Three Waters – staff time capitalisations lower than budgeted	(7.8m)	(0.5m)	(1.4m)
OCHT Community Housing increased operating and maintenance costs (partially offset by increased revenue)	6.0m	(0.3m)	(0.7m)
Transport – increased cost of illegal fly tipping.	-	(0.9m)	(0.7m)
Building Consenting & Planning Consenting – additional costs outsourcing consent processing to meet LoS, due to volumes and staff shortages (offset by increased revenue).	14.9m	(1.0m)	(2.6m)
Other minor variances	147.0m	2.3m	(1.9m)
Total	828.0m	19.5m	13.7m

4.7 Operational variances and explanations by Activity are shown in Attachment A.

5. Capital Expenditure and Revenue

5.1 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	214.0	212.9	(1.1)	503.3	521.9	18.6	8.5	10.1
External Funded Programme	12.2	11.7	(0.4)	25.7	25.7	-	0.4	(0.4)
Less unidentified Carry Forwards	0.0	0.0	0.0	(19.1)	-	19.1	28.5	(9.4)
Core/External Funded Programme	226.2	224.6	(1.5)	510.0	547.6	37.6	37.4	0.2
One New Zealand Stadium at Te Kaha	95.0	84.5	(10.5)	198.9	190.2	(8.7)	(8.7)	-
Total Capital Programme	321.2	309.1	(12.1)	708.9	737.9	29.0	28.8	0.2
Revenues and Funding	(191.9)	(133.3)	58.6	(355.3)	(330.8)	24.5	-	24.5
Borrowing required	129.3	175.8	46.5	353.6	407.1	53.5	28.8	24.7

Capital Expenditure

5.2 Gross capital expenditure of $321.2 million has been incurred against a year-to-date budget of $309.1 million.

5.3 Overall, including One New Zealand Stadium at Te Kaha, the Project Management Office forecasts total capital expenditure of $709 million against the annual budget of $738 million. For Council’s Capital-Core/External Funded projects (which excludes One New Zealand Stadium at Te Kaha) the PMO forecasts a total spend of $510m against the current programme budget of $548m. Of the $38 million forecast variance ($548-$510), a significant amount will be requested to be carried forward at year end.

Capital Revenues and Funding

5.4 Capital revenues and funding is $58.6m higher than budget year to date. This is largely due to the insurance recovery from the CWTP, higher development contributions being collected, partially offset by lower crown revenues and NZTA capital subsidies.

5.5 Capital revenue and funding is forecast at year end to be $24.5m higher than the budget, after carry forwards, due to receipt of $55.0m of insurance recoveries for the CWTP Fire, offset by a $37.3m reduction in expected Crown recoveries and NZTA Capital subsidy arising from a budget overstatement in the LTP.

6. Special Funds

6.1 The annual movements and balance of the Housing Account and Capital Endowment Fund are shown in Attachment A.

6.2 The balance of funds available for allocation from the Capital Endowment Fund at 31 December 2024 was $2,207,000.

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

7.2 Council’s total gross borrowing for 2024/25 is shown below (in $ millions):

Jun-24 Actual

Current

Jun-25 Projected

Full Year Change

Ratepayer-funded Debt

To fund Advances to Related Parties

1,799.3

781.5

2,038.6

733.5

2,103.8

733.5

304.5

-48.0

Gross Borrowing

2,580.8

2,772.1

2,837.3

256.5

7.3 Advances to related parties are primarily to Christchurch City Holdings Ltd (currently $636.2m, down by $45m so far this financial year). Interest earned on these Advances fully off-sets Council’s related borrowing costs. This table excludes cash and other financial investments, which are mostly held for working capital purposes.

Funding & Interest Rate Risks

7.4 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). Existing debt is well spread over the coming decade, although there is elevated concentration risk in the 2025/26 financial year due to the extent of planned new borrowing – Council has sufficient market access to manage this risk.

A graph of a graph showing a number of years

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7.5 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 market volatility on future borrowing costs. The budget was prepared in anticipation of a fall in the Official Cash Rate to 3%, so recent market movements are already reflected in projected funding costs (shown in the table below):

For context, Council’s average funding cost was 5.1% in 2023/24 and 5.2% in 2018/19 (pre-Covid). It is expected to rise again from 2027/28, towards a long-term average of about 5%.

8. Rates Debt

8.1 Rates debt decreased $1.1 million in the December 2024 quarter, as shown in the table below. Rates debt is $2.3 million higher than December 2023. As a percentage of total rates, the debt remains relatively stable, and while it is difficult to identify specific causes for the increase, it is potentially attributable to adverse economic /cost of living conditions over the last year and reflected in the slight upswing in the graph below.

Sept 2024

Dec 2024

Change Comment

Rates Debt	33.6	32.5	(1.1)	Total rates debt has remained stable this quarter.
Current year overdue	19.0	25.3	6.3	Dec 2023 $23.8m
Previous years arrears	14.6	7.2	(7.4)	Dec 2023 $6.4m
No. properties with arrears over $20,000	63	57	(6)

8.2 The graph below shows 90+ days rates debt as a percentage of the annual rates strike in the respective year, with a three month moving average to smooth the quarterly cycle. This indicates that rate arrears are generally being well managed.

A graph with blue lines and numbers

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9. General Debt

9.1 The increase in 6+ months debt shown below is due to an outstanding disputed invoices for NZTA and resources consents which are being pursued.

September

2024

December

2024

Change Comment

General Debt	11.6	11.2	-0.4
3 – 6 months	0.4	0.3	-0.1
6 months +	0.8	1.8	+1.0	Invoice for $0.43m in Transport in dispute and invoice for $0.51m for resource consents is disputed

9.2 General debt of $44,623 has been written-off this quarter ($19,709 relates to write-offs relating to damage to street poles). The total debt write-off for 2024/25 to date is $98,514 compared to $89,228 for the first six months of 2023/24.

10. Insurance Claims

10.1 The table below outlines the number of events that have been notified by Council against its insurance policies as well as claims against Council from third parties for the October – December 2024 quarter.

	Policy	Claims / Notifications		Estimated Cost
	Policy	Above excess	Below excess	Estimated Cost
Claims by Council	Motor Vehicle	1	1	$7,000
	Material damage	0	0	$0
Claims against Council	PI / PL	0	0	$0

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	Attachment A – Operational & Capital breakdown by Activities - Dec24	25/54778	156

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

Document Name – Location / File Link

Not applicable

Signatories Ngā Kaiwaitohu

Authors

Mitchell Shaw - Reporting Accountant

Karthik MG - Reporting Accountant

Bruce Moher - Manager Corporate Reporting

Steve Ballard - Group Treasurer

Martin Zelas - Rates Manager

Adrian Seagar - Manager Insurance & Asset Management

Approved By

Bruce Moher - Manager Corporate Reporting

Bede Carran - General Manager Finance, Risk & Performance / Chief Financial Officer

11. Civic Financial Services - Statement of Intent 2025
Reference Te Tohutoro:	24/2329708
Responsible Officer(s) Te Pou Matua:	Linda Gibb, Performance Advisor, Finance
Accountable ELT Member Pouwhakarae:	Bede Carran, General Manager Finance, Risk & Performance / Chief Financial Officer

1. Purpose and Origin of the Report Te Pūtake Pūrongo

1.1 The purpose of this report is to present Civic Financial Services’ (Civic’s) Statement of Intent (SOI) for the financial year 1 January 2025 to 31 December 2025.

1.2 The report has been following receiving the SOI from Civic on 18 December 2024. It is at Attachment A.

2. Officer Recommendations Ngā Tūtohu

That the Finance and Performance Committee:

1. Receives Civic Financial Services’ Statement of Intent for 2025.

3. Background/Context Te Horopaki

3.1 Civic’s business consists of administering superannuation schemes for local government employees and running off its former insurance schemes.

3.2 Civic is owned by 72 local authorities and one non-local authority (TrustPower with 1.22%). The Council’s share is 12.6%. As at 31 August 2024 Civic administered superannuation funds of $0.6 billion, on behalf of 11,450 local government employees.

3.3 Civic is exempted as a CCO pursuant to clause 4(f) of section 6 of the Local Government Act 2002 (LGA). The exemption was given when Civic operated as the New Zealand Local Government Insurance Corporation Ltd. Governance and accountability settings were provided for in the Municipal Insurance Act 1960 (now repealed).

3.4 While Civic chooses to issue a SOI to shareholders, it does not seek shareholder comments and does not publish its SOI.

4. Considerations Ngā Whai Whakaaro

4.1 The following table compares Civic’s SOI forecasts with those made in its prior year SOI:

SOI forecast surplus after tax	2025 $000	2026 $000	2027 $000
SOI forecasts	96	93	132
Last year’s SOI forecasts	74	183	-
Difference	+22	-90	-

4.2 The SOI forecasts provide for a further administration fee reduction of 0.1%, from 0.33% to 0.32%. The administration fee has reduced annually from 0.5% in 2020. The fee reductions are sourced from returns that would otherwise be distributed to shareholders as dividends.

4.3 Changes in the financial forecasts in the current SOI over last year’s SOI are driven by increasing investor contributions against which an administration fee is charged offset by increased administration expenses as the total value of funds under management increases. Interest on cash holdings has reduced in both SOI years most likely reflecting a lower interest environment than Civic had previously expected.

4.4 In its letter accompanying the 2025 SOI, Civic notes that “more education is clearly needed around the benefits of Civic’s superannuation products and how members’ investments are managed”. Staff consider this could be assisted if Civic had more meaningful and measurable performance targets such as comparisons with other market providers. The Council has previously sought more appropriate performance targets from Civic without success.

4.5 Civic has only two performance targets:

· to provide superannuation services to at least 90% of local authorities; and

· to be retained as administration manager for the Local Authority Protection Programme (LAPP), Riskpool, Civic Liability Pool and Civic Property Pool (former insurance schemes that are closed for new business, and which are being run off).

4.6 Staff continue to note that the omission of measures relating to the superannuation funds being administered, of circa $0.6 billion is unsatisfactory.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	Civic Financial Services Statement of Intent 2025	25/62527	203

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

Document Name – Location / File Link

Not applicable

Signatories Ngā Kaiwaitohu

Author	Linda Gibb - Performance Monitoring Advisor CCO
Approved By	Bede Carran - General Manager Finance, Risk & Performance / Chief Financial Officer

12. Rod Donald Banks Peninsula Trust - Appointment of Trustee
Reference Te Tohutoro:	25/62905
Responsible Officer(s) Te Pou Matua:	Linda Gibb, Performance Advisor, Finance Group
Accountable ELT Member Pouwhakarae:	Bede Carran, General Manager Finance, Risk & Performance / Chief Financial Officer

1. Purpose and Origin of the Report Te Pūtake Pūrongo

1.1 This report seeks the Finance and Performance Committee’s approval of the appointment of a new trustee to the Rod Donald Banks Peninsula Trust (the Trust) for a term of three years commencing immediately.

1.2 The report is written following receiving a report and recommendations from the Trust on 19 December 2024. The Trust’s report is at Attachment A.

2. Officer Recommendations Ngā Tūtohu

That the Finance and Performance Committee:

1. Approves the appointment of Ms Kamala Hayman as a trustee of the Rod Donald Banks Peninsula Trust, commencing immediately for a term of three years;

2. Notes that Mr Richard Suggate, formerly co-Chair of the Rod Donald Banks Peninsula Trust retired from the Trust Board on 31 December 2024 after 7.5 years;

3. Notes that the Rod Donald Banks Peninsula Trust Board has appointed co-Chair, Ms Jenn Chowaniec as sole Chair of the Trust Board; and

4. Notes that the decision in this report is assessed as low significance based on the Christchurch City Council’s Significance and Engagement Policy.

3. Executive Summary Te Whakarāpopoto Matua

3.1 The proposal presented by the Rod Donald Banks Peninsula Trust is for the appointment of Ms Kamala Hayman to the role of trustee for a period of three years commencing immediately.

3.2 Ms Hayman was identified as a potential trustee during the Trust’s recruitment process in 2024. In anticipation of the retirement of a sitting trustee (co-Chair, Mr Richard Suggate) in December 2024, Ms Hayman was appointed by the Trust as a Special Trust Advisor.

3.3 Council staff support the Trust’s recommendation for the appointment of Ms Hayman.

4. Background/Context Te Horopaki

4.1 At its meeting on 29 May 2024 the Finance and Performance Committee approved the appointment of four new trustees to the Trust Board (FPCO/2024/00032 refers).

4.2 In its report to the Committee, the Trust advised that its co-Chair, Mr Richard Suggate would be retiring in December 2024. In order to minimise the costs associated with a further recruitment process, the Trust identified a fifth candidate, Ms Kamala Hayman to join the board when Mr Suggate retired. The Trust advised that it would appoint Ms Hayman as a special trust advisor pending the vacancy arising.

4.3 Pursuant to clause 2.5 of schedule 3 of the Trust Deed, the trustees have appointed co-Chair Ms Jenn Chowaniec as sole Chairperson of the Trust following Mr Suggate’s retirement.

4.4 The relevant information regarding the Trust’s 2024 trustee recruitment process was provided in the Trust’s 2024 report. This and the Council staff report are at Attachment B for the Committee’s reference.

4.5 Note that Council-controlled organisations (CCOs) that are trusts are excluded from the Council’s Policy for the Appointment and Remuneration of Directors of CCOs (the Appointments Policy). Nevertheless, the Appointments Policy is instructive in that it is an expression of the Council’s views on good governance practice. The proposal to appoint Ms Hayman to the Trust meets the Appointments Policy test.

Options Considered Ngā Kōwhiringa Whaiwhakaaro

4.6 The only feasible option is for the Council to decline to appoint a new trustee, which could compromise the Trust’s governance outcomes in future. The appointment of Ms Hayman (and the other new trustees in 2024) was underpinned by a skills and expertise matrix required for the board’s success.

Options Descriptions Ngā Kōwhiringa

4.7 Preferred Option: Appointment of Ms Kamala Hayman as a member of the Trust for a term of three years commencing immediately.

5. Financial Implications Ngā Hīraunga Rauemi

Capex/Opex Ngā Utu Whakahaere

5.1 Trustee positions are unpaid. Therefore there are no cost implications associated with the recommendation in this report.

6. Considerations Ngā Whai Whakaaro

Risks and Mitigations Ngā Mōrearea me ngā Whakamātautau

6.1 The recommended appointment minimises governance risks to the Trust by ensuring there is an appropriate mix of skills and expertise at the board table.

Legal Considerations Ngā Hīraunga ā-Ture

6.2 Statutory and/or delegated authority to undertake proposals in the report:

· The Local Government Act 2002.

6.3 Other Legal Implications:

· Clause 2.1 of the Declaration of Trust Deed dated 12 July 2010 provides for up to nine trustees. The appointment of Ms Hayman brings that number to nine.

Strategy and Policy Considerations Te Whai Kaupapa here

6.4 The required decisions are:

· consistent with the Council’s governance policy which reflects its views of good governance in the local government context;

· assessed as low significance based on the Christchurch City Council’s Significance and Engagement Policy. The level of significance was determined by assessing the extent to which the community may be impacted by the decisions; and

· consistent with the Council’s Plans and Policies, in particular, the Council’s Appointments’ Policy.

6.5 This report supports the Council's Long Term Plan 2024-34 to the extent good governance underpins performance and minimises risks of default in delivery.

Community Impacts and Views Ngā Mariu ā-Hāpori

6.6 While the Trust’s area of focus is Banks Peninsula, governance appointments do not require community input.

Impact on Mana Whenua Ngā Whai Take Mana Whenua

6.7 The decisions are in respect of governance appointments and do not directly involve a significant decision in relation to ancestral land or a body of water or other elements of intrinsic value. In conducting its recruitment process in 2024, the Trust engaged with Mana Whenua including the five Papatipu Rūnanga on Banks Peninsula. Mana whenua has not yet taken up a position on the board, due to lack of capacity and has sought and received the Trust’s agreement to continue to engage in the ordinary course. Therefore, the decision will not impact on our agreed partnership priorities with Ngā Papatipu Rūnanga.

Climate Change Impact Considerations Ngā Whai Whakaaro mā te Āhuarangi

6.8 The replacement of one trustee with another will not contribute significantly to adaptation to the impacts of climate change or emissions reductions. There is no operational impact arising from the decision sought.

7. Next Steps Ngā Mahinga ā-muri

7.1 Not relevant.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	Rod Donald Banks Peninsula Trust - Trustee Appointment	25/70997	214
b ⇩	Staff Report 2024 - Rod Donald Banks Peninsula Trust Trustee Appointments	25/70874	218

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

Document Name – Location / File Link

Not applicable

Signatories Ngā Kaiwaitohu

Author	Linda Gibb - Performance Monitoring Advisor CCO
Approved By	Bede Carran - General Manager Finance, Risk & Performance / Chief Financial Officer

9. Capital Programme Performance Report December 2024
Reference Te Tohutoro:	24/2094817
Responsible Officer(s) Te Pou Matua:	Nicky Palmer, Head of Programme Management Office
Accountable ELT Member Pouwhakarae:	Brent Smith, Acting General Manager City Infrastructure

10. One New Zealand Stadium at Te Kaha - Elected Members' update
Reference Te Tohutoro:	24/2317418
Responsible Officer(s) Te Pou Matua:	David Kennedy, Chief Executive Te Kaha Project Delivery Limited
Accountable ELT Member Pouwhakarae:	Andrew Rutledge, Acting General Manager Citizens and Community

ITEM NO.	GENERAL SUBJECT OF EACH MATTER TO BE CONSIDERED	SECTION	SUBCLAUSE AND REASON UNDER THE ACT	PUBLIC INTEREST CONSIDERATION	Potential Release Review Date and Conditions
14.	Public Excluded Finance and Performance Committee Minutes - 18 December 2024			Refer to the previous public excluded reason in the agendas for these meetings.
15.	Visibility of Capital Project Budget Changes: December 2024	s7(2)(h)	Commercial Activities	The report 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
16.	Three Waters Maintenance Procurement Strategy	s7(2)(h), s7(2)(i)	Commercial Activities, Conduct Negotiations	To allow for negotiations to take place	30 September 2026 Once all relevant contracts are signed
17.	Application to the Capital Endowment Fund	s7(2)(b)(ii)	Prejudice Commercial Position	This report forms part of a competitive bidding process.	1 May 2026 After the confirmation of outcome of the bidding process.

Author	David Kennedy – Chief Executive, Te Kaha Project Delivery Limited
Approved By	Barry Bragg – Chairperson, Te Kaha Project Delivery Limited