Membership
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Chairperson
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Chairman Doug Leeder
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Deputy Chairperson
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Cr Jane Nees
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Members
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All Councillors
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Quorum
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Seven members,
consisting of half the number of members
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Meeting frequency
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Six weekly or as
required for Annual Plan, Long Term Plan and other relevant legislative
requirements
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Purpose
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Enable democratic local decision-making and action by, and on
behalf of, Bay of Plenty communities.
·
Meet the current and future needs of communities for good-quality
local infrastructure, local public services, and performance of regulatory
functions in a way that is most cost-effective for households and businesses.
·
Set the overarching strategic direction for Bay of Plenty
Regional Council as an organisation.
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Hold ultimate responsibility for allocating financial resources
across the Council.
Role
·
Address Local Electoral Act matters and Local Government Rating
Act matters.
·
Oversee all matters relating to identifying and contributing to
community outcomes.
·
Consider and agree on matters relating to significant new
activities or areas of involvement such as infrastructure which are not the
responsibility of a specific committee.
·
Provide regional leadership on key issues that require a
collaborative approach between a number of parties.
·
Review and decide the Council’s electoral and
representation arrangements.
·
Consider issues of regional significance which are not the
responsibility of any specific standing committee or that are of such regional
significance/high public interest that the full Council needs to decide on
them.
·
Adopt Council’s Policy on Significance and Engagement Policy.
·
Develop, adopt and implement the Triennial Agreement, Code of
Conduct and Standing Orders.
·
Consider and agree on matters relating to elected members’
remuneration.
·
Appoint the Chief Executive, and review their contract,
performance and remuneration at least annually.
·
Approve all delegations to the Chief Executive, including the
authority for further delegation to staff.
·
Oversee the work of all committees and
subcommittees.
·
Receive and consider recommendations and matters referred to it
by its committees, joint committees, subcommittees and working parties.
·
Approve membership to external bodies and organisations,
including Council Controlled Organisations.
·
Develop, adopt and review policies for, and monitor the
performance of, Council Controlled Organisations.
·
Monitor and review the achievement of outcomes for the Bay of
Plenty Community.
·
Review and approve strategic matters relating to the sale,
acquisition and development of property for the purposes of meeting
Council’s organisational requirements and implement Regional Council
policy.
·
Address strategic corporate matters including property and
accommodation.
·
Consider and agree on the process to develop the Long Term Plan,
Annual Plan and Annual Report.
·
Adopt the Long Term Plan, Annual Plan and budgets variations, and
Annual Report.
·
Adopt Council policies as required by statute (for example
Regional Policy Statement and Regional Land Transport Strategy) to be decided
by Council or outside of committee delegations (for example infrastructure
policy).
·
Develop, review and approve Council’s Financial
Strategy and funding and financial policies and frameworks.
·
Institute any proceedings in the High Court that are not
injunctive proceedings.
·
Exercise the powers and duties conferred or imposed on Council by
the Public Works Act 1981.
Delegations
from Council to committees
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Council has a role to monitor the functioning of all committees.
·
Council will consider matters not within the delegation of any
one Council committee.
·
Council may at any time, revoke or modify a delegation to a
Council committee, either permanently, for a specified time or to address a
specific matter, if it considers there is good reason to do so.
·
The delegations provided to committees may be further delegated
to subcommittees unless the power of further delegation is restricted by
Council or by statute.
·
It is accepted in making these delegations that:
·
The committees, in performing their delegated functions, powers
or duties, may, without confirmation by the Council, exercise or perform them
in a like manner and with the same effect as the Council itself could have
exercised or performed them.
·
The delegated powers given shall at all times be subject to their
current policies and principles or directions, as given by the Council from
time to time.
·
The chairperson of each committee shall have the authority to
exercise their discretion, as to whether or not the delegated authority of the
committee be used where, in the opinion of the chairperson,
circumstances warrant it.
Powers that cannot be delegated
Under Clause 32 Schedule 7 of the Local Government Act
2002, Council must make the following decisions:
·
Make a rate.
·
Make a bylaw.
·
Borrow money or purchase or dispose of assets, other than in
accordance with the long-term plan.
·
Adopt the long-term plan, annual plan, or annual report.
·
Appoint a chief executive.
·
Adopt policies required to be adopted and consulted on under the
Local Government Act 2002
in association with the long-term plan or developed for the purpose of the
local governance statement.
·
Adopt a remuneration and employment policy.
Livestreaming
and Recording of Meetings
Please note the Public section of this
meeting is being recorded and streamed live on Bay of Plenty Regional
Council’s website in accordance with Council's Live Streaming and
Recording of Meetings Protocols which can be viewed on Council’s website.
The recording will be archived and made publicly available on Council's website
within two working days after the meeting on www.boprc.govt.nz
for a period of three years (or as otherwise agreed to by Council).
All care is taken to maintain your privacy;
however, as a visitor in the public gallery or as a participant at the meeting,
your presence may be recorded. By remaining in the public gallery, it is
understood your consent is given if your image is inadvertently broadcast.
Opinions expressed or statements made by
individual persons during a meeting are not the opinions or statements of the
Bay of Plenty Regional Council. Council accepts no liability for any opinions
or statements made during a meeting.
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Report To:
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Regional
Council
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Meeting
Date:
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22
December 2022
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Report
Writer:
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Kumaren Perumal, Chief Financial
Officer; Olive McVicker, Corporate Performance Team Lead and Nolene Naude,
Financial Accounting Team Lead
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Report
Authoriser:
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Mat
Taylor, General Manager, Corporate
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Purpose:
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Adoption of the Annual Report and
Annual Report Summary for the year ended 30 June 2022
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Adoption
of the Annual Report and Annual Report Summary for the year ended 30 June 2022
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Executive Summary
The purpose of this report is to present the Annual Report and the
Summary Annual Report (the Annual Reports) for the year ended 30 June 2022 to
the Council for adoption.
The Annual Reports contain the financial and non-financial
performance results of the Council (as the parent of the reporting entity) and
consolidated financial statements for the Council Group which includes the
wholly owned subsidiaries, Quayside Holdings Limited (Quayside) and Toi Moana
Trust.
Council’s Long Term Plan 2021-2031 includes 44 performance
measures with set targets for the 2021/22 financial year. We achieved
32 (73%) of the targets that were set for the year ended 30 June 2022. The
main reasons for the financial and non-financial variations are outlined in sections
2.1 and 2.2 of this report.
Council delivered its work programme through operating expenditure
of $158.4 million (2021: $142.7 million) compared to a budget of $163.7 million,
this is $5.4 million lower than budget. Total revenue of $148.4
million (2021: $149.0 million) compared to a budget of $157.7 million, this
is $9.3 million lower than budget. As a result, Council’s operating
deficit for year one (2021/22) of the Long Term Plan 2021-2031 is $10.0
million which is $3.9 million higher than the budgeted deficit of $6.1
million.
Council delivered a capital works programme with expenditure of $18.5
million (2021: $27.7 million) compared to a budget of $34.6 million; this is
$16.1 million lower than budget partly due to the impacts of COVID-19
and material shortages.
Leon
Pieterse, Audit NZ Director and Anton Labuschagne, Audit NZ Manager will
attend the Council Meeting to present the audit opinion.
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Recommendations
That the Regional
Council:
1 Receives the report, Adoption of the Annual Report and Annual Report
Summary for the year ended 30 June 2022;
2 Receives the audit report and audit opinion from Audit New Zealand.
3 Adopts the Bay of Plenty Regional Council Annual Report and
Consolidated Financial Statements for the year ended 30 June 2022;
4 Adopts the Bay of Plenty Regional Council Annual Report Summary for
the year ended 30 June 2022;
5 Authorise the Chief Executive to make minor numerical, editorial or presentation
amendments prior to the final publication;
6 Approves the capital expenditure budget carry forward of $6.4
million from 2021/22 to 2022/23;
7 Notes total remissions of $0.4 million were given during 2021/22
which equates to 0.7% of the general and targeted rate revenue.
1. Introduction
This report
presents Council’s actual financial and non-financial performance
disclosed in the Annual Reports against the planned delivery objectives for
year one of the Long Term Plan 2021-2031.
The COVID-19 global
pandemic continued to impact the region during the year, with resource and
supply issues. Council continues keeping a close watch on national and global
developments. Despite the challenges Council was able to continue making
progress across all areas of work and service delivery levels were not
adversely affected.
The Annual
Reports are attached as supporting documents to this report for Council
consideration and adoption.
Audit New
Zealand’s appointed auditor, Leon Pieterse, and Audit Manager Anton
Labuschagne will attend the meeting to discuss the overall audit process.
1.1 Legislative
Framework
The Annual Report 2021/22 is
prepared in accordance with the requirements of the Local Government Act 2002
and the Local Government (Financial Reporting and Prudence) Regulations 2014.
1.2 Alignment
with Strategic Framework
The Annual Report presents the financial and non-financial
performance of Council as set out in its Long-Term Plan 2021-2031. As a result,
it supports the delivery of all four Community Outcomes and the Way We Work.
1.2.1 Community
Well-beings Assessment
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Dominant Well-Beings Affected
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þ Environmental
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þ Cultural
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þ Social
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þ Economic
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The Annual Report presents the
financial and non-financial performance of Council and as such promotes all
four aspects of community well-being.
2. Annual
Report 2021/22
2.1 Non-Financial
Performance Summary 2021/22
Through the Long-Term Plan 2021-2031, Council set the
Levels of Service it will provide to the community for each of the nine groups
of activities. Council also set performance measures and targets for those
Levels of Service.
In 2021/22, Council achieved 32 out of 44 key
performance measures (73%) and 11 measures (25%) were not achieved. There was one measure where a survey was not completed.
By comparison, in 2020/21 Council reported on 33 KPIs
and achieved 28 (85%) of the targets and did not achieve five.
2.1.1 Performance
Measures not achieved
Further detail on the measures where the target has
not been met are provided in the tables below.
A Healthy
Environment
Biosecurity: Proportion of wallaby satellite
populations (outside progressive containment area) where wallabies are no
longer detected.
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2020/21
RESULT
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2021/22
TARGET
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2021/22
RESULT
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New measure
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70%
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57%
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This measure tracks progress in eliminating the seven
satellite populations known to be present outside the containment area as of
June 2021. At the end of June 2022 one population was eradicated and
three more ‘functionally eradicated’ i.e. monitoring has not
detected wallabies this year or only a single animal is known to be present.
For these three sites monitoring will continue, until no wallabies are present,
and the population is eradicated. The remaining three populations have control
operations in progress.
Regional Parks: The number of
visitors to regional parks.
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2020/21
RESULT
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2021/22
TARGET
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2021/22
RESULT
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116,155
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121,635
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102,250
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The number of visitors to regional parks in 2022 is
12% less than the 2021 result. The key reason for the reduction in
visitors is due to the roadworks on Te Puke Highway limiting access to
Pāpāmoa Hills. Traffic coming from Mount Maunganui could not
access the entrance for the duration of the roadworks (mid-February to late
March).
The COVID-19 alert level contributed to the reduction
in the number of visitors in August 2021.
Freshwater for Life
Coastal Catchments & Rotorua
Lakes: The percentage of monitored river and stream
sites that meet the swimability requirements under the National Policy Statement
for Freshwater Management (NPSFM).
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2020/21
RESULT
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2021/22
TARGET
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2021/22
RESULT
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79%
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75%
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71%
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There are a total of 24 sites
analysed, of which 17 were deemed swimmable during the bathing season.
There were five sites deemed not swimmable, and these were consistent with the
2020/21 year. However, the results for two further sites were slightly
worse which resulted in the decline to 71%. There is ongoing testing to
identify the source of issues and remediation options.
Technical Support: The percentage of State of the Environment reports published.
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2020/21
RESULT
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2021/22
TARGET
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2021/22
RESULT
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Not available
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90%
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78%
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During the year 18 State of the
Environment reports were scheduled to be published, of which 14 have been
completed (78%). The remaining four State of the Environment reports were
delayed due to resourcing and capacity issues (internal & external) alongside
work priorities for the freshwater programme and consents. They are
forecast to be published by the end of December 2022.
Safe and Resilient
Communities
Emergency Management: The level to which the region is prepared for and can effectively
respond to an emergency.
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2020/21
RESULT
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2021/22
TARGET
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2021/22
RESULT
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Not available
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60%
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52%
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There are a total 90 staff members on
the emergency management roster. There are 47 staff who are fully trained
and have attended a CDEM activity within the last 12 months. The
remaining 19 staff have received training but have not attended a training
exercise. Due to COVID-19 disruptions, a number of courses and exercises
were cancelled during the year.
A Vibrant Region
Public Transport: The number of public transport trips taken in the region.
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2020/21
RESULT
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2021/22
TARGET
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2021/22
RESULT
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2.66 million
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Increase from
prior year
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2.25
million
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The 2022 result of 2.25 million is
15.4% less than previous year. Patronage was impacted by the ongoing
effect of COVID-19 i.e. the alert level escalation in August 2021 and the
Omicron outbreak in early 2022. Due to the reduced availability of
drivers the Tauranga network moved to a weekend timetable at the end of
February 2022, and the Rotorua network ran a weekend timetable during March
2022.
A positive trend was identified on
the Rotorua network where patronage increased by 3% in the period April –
June 2022.
Community Engagement: The degree to which the demographics of the people that take part in
formal engagement with Council is representative of the broader community
affected by the issue.
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2020/21
RESULT
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2021/22
TARGET
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2021/22
RESULT
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0.62
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Increase from
prior year
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0.60
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Two formal engagements took place
during the year. The Pāpāmoa Bus Network was geographically focussed
on the Pāpāmoa area resulting in the low score for location.
The School Sustainability and Resilience Fund which provided the opportunity to
vote on projects to be funded received a high overall representative score.
Governance: Percentage of draft Council and Committee meeting minutes that are
published on our website within 10 working days after the meeting.
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2020/21
RESULT
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2021/22
TARGET
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2021/22
RESULT
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98%
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95%
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93%
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57 out of 61 (93%) of meeting minutes
were available on time. This result was impacted by the introduction of
livestreaming which increased the team’s workload.
Governance: Percentage of Regional Council and Committee meetings live streamed
to members of the public via a public website.
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2020/21
RESULT
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2021/22
TARGET
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2021/22
RESULT
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New measure
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90%
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85%
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A total of 39 Regional Council and
Core Committee meetings were held during the year of which 33 were
livestreamed. The livestreaming facility was introduced at the end of
September 2021. This meant that five meetings were held before the livestreaming
was introduced.
Corporate Support: Change in total council emissions compared to prior year
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2020/21
RESULT
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2021/22
TARGET
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2021/22
RESULT
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New measure
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5% reduction
from prior year
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10.5%
increase
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The Toitu carbon emission audit was
completed in October 2022. The audit identified the total council
emissions for the year had increased by 10.5% from the previous year.
This is primarily due to the increased operation of flood pumps because of a
wet winter.
Overall there is an 8.3% reduction in
emissions from the 2018/19 baseline.
2.2 Financial
Performance Summary 2021/22
Council delivered its work programme
through operating expenditure of $158.4 million (2021: $142.7 million) compared
to a budget of $163.7 million; this is $5.3 million lower than budget.
Total revenue is $148.4 million, this is $9.3 million lower than budget
of $157.7 million (2021: 149.0 million). As a result, Council’s operating
deficit for year one (2021/22) of the Long Term Plan 2021-2031 is $10.0 million
which is $3.9 million higher than the budgeted deficit of $6.1 million.
Council delivered a capital works programme with expenditure of $18.5
million (2021: $27.6 million) compared to a budget of $34.6 million; this is
$9.1 million lower than budget partly due to the impacts of COVID-19 and
material shortages. Additionally, the Waioeka wetland project worth $2.5
million has been discontinued and the funding is proposed to be reallocated
across other climate readiness projects.
The following table provides a summary of financial results for the
year ended 30 June 2022 as per the Annual Report 2021/22.
2.2.1 Operating
Revenue
Operating revenue for the year ended
30 June 2022 was $145.3 million, this is $4.8 million lower than budget
of $150.1 million. The key reasons for the variances are identified as follows:
Subsidies and grants: The most notable decreases in operating revenue came from operating
grants and subsidies of $16.9 million, this result is $4.6 million lower
than budget mainly in the following areas:
· Funding from the Jobs for Nature programme to improve biosecurity
was $2.7 million lower than budget due to this work being deferred to
future years.
· Lower than budget grants of $2 million
from the Ministry for the Environment for the Rotorua Te Arawa Lakes
enhancement programme.
Trading and other revenue: Trading and other revenue was $16.6 million, $0.9 million less than
budget across several activities
2.2.2 Operating
Expenditure
Operating expenditure for the year
ended 30 June 2022 was $158.4 million, this is $5.3 million lower than
budget of $163.7 million, and $15.7 million higher than last year. The
key reasons for the variances are identified below:
Trading and other expenses: Trading and other expenses is $97.5 million which is $7.3 million lower
than budget. The key reasons for the variances are identified below:
· Contract work is $9.7 million lower than budget due to
several projects deferred, or no longer proceeding. Some work has not been
carried out due to unavailability of technical specialists. The main areas
affected are:
o Transport
and urban planning costs were $4.2 million lower than budget due to the
deferral of $2.2 million of Transport System Plan (TSP) project costs to future
years. Funding for Rotorua’s planned ‘A Balanced Approach’
network refresh and upgrade was not approved by Waka Kotahi resulting in costs
of $1.85 million not being spent
o Biosecurity
$1.8 million lower primarily due to delays in National Wallaby programme
negotiations with landowners and mana whenua partners on fencing and night
shoot operations
· Third party infrastructure grants are $2 million higher than
budget in relation to the Rotomā/Rotoiti Sewerage Scheme. After engagement
with Ministry for the Environment, Rotorua Lakes Council and Te Arawa Lakes
Trust this year, we anticipate that this grant will be paid to Rotorua Lakes
Council in 2022/23. We have funded these third-party infrastructure grants from
our financial reserves. The $0.7 million Regional Development grant for the
Lake Tarawera Sewerage project is now anticipated to be paid to Rotorua Lakes
Council in 2023/24.
Depreciation and amortisation: Depreciation and amortisation expenditure of $8.7 million is $1.0
million higher than budget due to depreciation adjustments for Kopeopeo
Canal remediation in line with expert valuer advice.
Employee benefit expenses: The overspend in staff costs is primarily attributable to increased
staffing ($0.9m) that has been funded by reducing other costs, for example
consultancy and additional overtime and allowances ($0.3m) required as a result
disruptions during COVID-19 and flooding events.
2.2.3 Capital
Revenue
Capital revenue was $3.2 million,
this is $4.4 million lower than budget of $7.6 million. The key reasons
for the variances are identified below:
· Funding from Crown Infrastructure Partners for ‘shovel
ready’ and climate resilience projects in flood protection and control
was $3.5 million lower than budget. This work is now planned for future
years.
· Funding for Rotorua’s planned ‘A Balanced
Approach’ network refresh and upgrade was not approved by Waka Kotahi and
remains a $0.9 million future opportunity. $0.3 million relates to capital
revenue.
2.2.4 Capital
Expenditure
Capital
expenditure for the year ended 30 June 2022 was $18.5 million, this is $16.1
million lower than budget and $9.1 million lower than last year
(2021: $27.6 million)
We invested $9.8 million in flood
protection to help keep people and properties safe. This includes $4.9 million
for the Rangitāiki Floodway Project which was on budget in 2021/22.
The Kaituna Mole project has been a community
success and was completed for $1.6 million this year, an underspend of $0.4
million.
We invested a further $1 million on
science monitoring equipment which was on budget, and work on the Group
Emergency Coordination Centre within our Tauranga offices was completed for
$2.3 million and on schedule in 2021/22. Plant and Vehicle replacement totalled
$1.7 million, $0.7 million under budget. Due to delays in supply, IT equipment
investment of $2 million has been deferred to future years. Also deferred to
future years is the Te Puke Stormwater projects.
Public Transport's Management
Solution $0.45 million has been moved to 2022/23. Rotorua's A Balanced Approach
network initiative was not approved by Waka Kotahi within the 2021/22 year. We
also invested $1.4 million on our Regional Parks, with earthmoving work
starting on the Pāpāmoa Regional Park.
2.2.5 Treasury
Investments
totalled $224.7 million (cash, cash equivalents and other financial assets)
which includes approximately $54.6 million on-lent to Quayside and $45 million
invested in Toi Moana. The investment in Toi Moana had a fair value $42.8
million as at 30 June 2022 due to challenging investment market conditions.
These funds are primarily attributed to general and restricted reserves, as
well as unspent funds borrowed from the LGFA to pre-fund capital expenditure in
advance.
During 2021/22
total borrowings increased by $11.6 million to $192.5 million as at 30 June 2022.
The facilities are provided by the Local Government Funding Agency for a
specific purpose including $137.9 million for capital investment across
multiple years of the Long Term Plan 2021-2031 and approximately $54.6 million
for on-lending to our CCO Quayside Holdings Limited which delivers benefits of
lower borrowing costs to the Council Group. The average cost of debt at 30 June
2022 was 2.25%.
Our net debt is
$5.2 million which means we have high levels of liquid assets relative to our
debt levels. Consequently, our net debt to revenue ratio is 4%.
We take a
prudent approach to managing our debt by keeping our net debt to revenue ratio
significantly within our prudential limit of 300 per cent.
We have
maintained strong liquidity cover and significant borrowing capacity to support
our capital investment and liquidity needs. This approach also offsets risks
associated with our high debt levels, including our exposure to
Quayside’s perpetual preference shares and expansion plans. This is
reflected in our AA credit rating which is one of the highest in the local
government sector.
2.2.6 Council
Group
The Annual
Report 2021/22 contains both Council and Group results. Group results includes
Council’s wholly owned subsidiary, Quayside and Toi Moana Trust.
Quayside’s Annual Report for the year ended 30 June 2022 was approved by
its board of directors on 2 September 2021 and received by Council on 29
September 2022, along with the annual report for the Toi Moana Trust and
several Quayside subsidiaries.
Quayside holds
and manages a majority shareholding in the Port of Tauranga Limited which is
valued at $2.3 billion. Quayside acts as the investment arm to build prosperity
for the region with an intergenerational approach.
COVID-19 has
had, and continues to have, a significant impact on the New Zealand
and global economy. Despite this backdrop, 2021/22 has been a moderate
financial year for the Quayside Group achieving a net profit after tax of
$125.9 million which is consolidated into the Council Group net profit after
tax of $75.3 million, of which $25.0 million is attributed to equity holders /
Council. The profit after tax in the current economic environment shows the
benefits of a diversified portfolio.
This year’s dividend to Bay of Plenty Regional
Council of $40 million is the largest to date. The Toi Moana Trust, which is an
investment fund managed by Quayside, also paid a dividend to Council of $2.25
million in 2021/22 in line with its Statement of Intent. A special dividend of
$2.25 million was also paid during the year as no dividend was received in the
2019/2020 financial year.
The approved
Annual Report 2021/22 for Quayside and Council’s subsidiaries can be
found on the Bay of Plenty Regional Council website.
3. Other
matters
3.1 Capital
Expenditure and Capital Revenue Budget 2021/22 Carry Forward Requests
Capital expenditure was underspent by $16.9 million in
the 2021/22 year against year one in the Long-Term Plan 2021-2031.
The under-spends were primarily due to delays outside
the control of Council, these include the continuing impact of COVID-19,
consent delays, negotiations with land owners, and supply chain delays.
The table below shows unspent capital
expenditure ($6.4 million) that is recommended to be carried forward from
financial years 2021/22 to 2022/23. Also shown is the revised 2022/23 capital
expenditure budget of $40.8 million if the carry forward recommendation is
approved. Council continues to closely monitor the delivery of its capital work
programme for the 2022/23 financial year.
3.2 Rates
Remissions
Total
remissions of $0.4 million were given during 2021/22, which equates to 0.7% of
the general and targeted rates revenue budgeted in year one of the Long-Term
Plan 2021-2031 of $64.1 million.
The following
table shows the rates remissions approved per territorial authority, as a
percentage of rates collected, noting that ‘rates collected’
excludes penalties.
3.3 Reserves
Summary of key
reserve balances below:
4. Audit
Opinion
Audit New Zealand have provided verbal clearance on
the Annual Reports for the year ended 30 June 2022.
Audit New Zealand’s appointed auditor, Leon Pieterse,
will be in attendance to present the audit opinion.
5. Considerations
5.1 Risks
and Mitigations
There are no additional direct
risk implications arising as a result of this report. Council will continue to
closely monitor its delivery of the Long Term Plan 2021-2031 key performance
indicators and financial performance through its in-year monitoring processes.
5.2 Climate
Change
There are no direct climate
change implications arising as a result of this report. Climate Change is
identified as a strategic challenge facing the Bay of Plenty Region. The
Annual Report provides a report on the financial and non-financial performance
of Council this includes work delivered through Groups of Activities to
understand and respond to Climate Change implications.
5.3 Implications
for Māori
There are no direct implications
for Māori arising as a result of this report. The Annual Report provides a
report on the financial and non-financial performance of Council. This includes
reporting on work to support Māori participation in Council
decision-making processes.
5.4 Community
Engagement
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Engagement with the community is not required as the
recommended proposal / decision relates to internal Council matters only.
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5.5 Financial
Implications
This report and the supporting
documents highlight a strong financial performance by Council despite the
impacts of the COVID-19 pandemic on Council’s service delivery. The
majority of the capital budget underspend in 2021/22 has been carried forward
to future years through the Annual Plan 2022/23 process. Council has pre-funded
its capital works programme through borrowings from the Local Government
Funding Agency.
6. Next
Steps
The Local Government Act requires
Council to release the Annual Reports to the public within one month of being
adopted. The documents are planned to be released on the Bay of Plenty Regional
Council’s website in January 2023. Printed copies will be available in
January 2023 after publishing on our website.
Attachments
Attachment 1 - BOPRC Draft Annual Report Summary 2021-2022 draft for
adoption ⇩
Supporting Document 1 - BOPRC Draft Annual Report 2021-2022 draft
for adoption ⇩
