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Council Te Kaunihera
CL25-8 Thursday, 26 June 2025, 9.30am Council Chambers, 1484 Cameron Road, Tauranga
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Council Te Kaunihera
CL25-8 Thursday, 26 June 2025, 9.30am Council Chambers, 1484 Cameron Road, Tauranga
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26 June 2025 |
Council
Membership:
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Chairperson |
Mayor James Denyer |
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Deputy Chairperson |
Deputy Mayor John Scrimgeour |
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Members |
Cr Tracey Coxhead Cr Grant Dally Cr Anne Henry Cr Rodney Joyce Cr Margaret Murray-Benge Cr Laura Rae Cr Allan Sole Cr Don Thwaites Cr Andy Wichers |
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Quorum |
Six (6) |
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Frequency |
Six weekly |
Role:
The Council is responsible for:
· Ensuring the effective and efficient governance and leadership of the District.
· Ensuring that all functions and powers required of a local authority under legislation, and all decisions required by legislation to be made by local authority resolution, are carried out effectively and efficiently, either by the Council or through delegation.
Power to Act:
To exercise all non-delegable functions and powers of the Council including, but not limited to:
· The power to make a rate;
· The power to make a bylaw;
· The power to borrow money, purchase, or dispose of assets, other than in accordance with the Long Term Plan;
· The power to adopt a Long Term Plan, a Long Term Plan Amendment, Annual Plan or Annual Report and to receive any related audit report;
· The power to appoint a chief executive;
· The power to 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;
· The power to adopt a remuneration and employment policy;
· The power to approve or change the District Plan, or any part of that Plan, in accordance with the Resource Management Act 1991;
· The power to approve or amend the Council’s Standing Orders;
· The power to approve or amend the Code of Conduct for Elected Members;
· The power to appoint and discharge members of committees;
· The power to establish a joint committee with another local authority or other public body;
· The power to make a final decision on a recommendation from the Parliamentary Ombudsman where it is proposed that Council not accept the recommendation.
· To exercise all functions, powers and duties of the Council that have not been delegated, including the power to compulsorily acquire land under the Public Works Act 1981.
· To make decisions which are required by legislation to be made by resolution of the local authority.
· To authorise all expenditure not delegated to officers, Committees or other subordinate decision-making bodies of Council, or included in Council’s Long Term Plan or Annual Plan.
· To make appointments of members to Council Controlled Organisation Boards of Directors/ Trustees and representatives of Council to external organisations.
· To monitor the performance of and make decisions on any matters relating to Council Controlled Organisations (CCO), including recommendations for
· modifications to CCO or other entities’ accountability documents (i.e. Letter of Expectation, Statement of Intent), including as recommended by the Strategy and Policy Committee.
· To approve joint agreements and contractual arrangements between Western Bay of Plenty District Council and Tauranga City Council and/or any other local authority including the requirement to review the terms of any such agreements or contractual arrangements.
· To approve the triennial agreement.
· To approve the local governance statement required under the Local Government Act 2002.
· To approve a proposal to the Remuneration Authority for the remuneration of Elected Members.
· To approve any changes to the nature and delegations of Committees.
Procedural matters:
Approval of elected member training/conference attendance.
Mayor’s Delegation:
Should there be insufficient time for Council to consider approval of elected member training/conference attendance, the Mayor (or Deputy Mayor in the Mayor’s absence) is delegated authority to grant approval and report the decision back to the next scheduled meeting of Council.
Power to sub-delegate:
Council may delegate any of its functions, duties or powers to a subcommittee, working group or other subordinate decision-making body, subject to the restrictions on its delegations and any limitation imposed by Council.
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Council Meeting Agenda |
26 June 2025 |
Notice is hereby given that a Meeting of Council will
be held in the Council Chambers, 1484
Cameron Road, Tauranga on:
Thursday, 26 June 2025 at 9.30am
9.2 General Rates Changes to 2025/26 Annual Plan
9.4 Setting of the Rates for 2025/26 Financial Year
9.5 Pukehina Development Fund Update and Next Steps.
9.6 Debenture Trust Deed Amendments
9.7 Appointment of Tangata Whenua Representative to SmartGrowth Leadership Group
11 Resolution to Exclude the Public
11.1 Appointment of Trustees to the Board of Tourism Bay of Plenty
11.2 Te Puna School Wastewater Connection
11.3 Te Puke Wastewater Treatment Plant Upgrade - Funding Model
11.4 Te Puke Wastewater Treatment Plant - Invent Technology
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Whakatau mai te wairua Whakawātea mai te hinengaro Whakarite mai te tinana Kia ea ai ngā mahi
Āe |
Settle the spirit Clear the mind Prepare the body To achieve what needs to be achieved. Yes |
2 Present
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26 June 2025 |
9 Reports
9.1 Tourism Bay of Plenty Half-Yearly Report to 31 December 2024 and Statement of Intent 2025-26 to 2027-28
File Number: A6790189
Author: Jodie Rickard, Community and Strategic Relationships Manager
Authoriser: Rachael Davie, Deputy CEO/General Manager Strategy and Community
Executive Summary
The purpose of this report is to present to Council:
a) Tourism Bay of Plenty’s half-yearly report to 31 December 2024; and
b) Tourism Bay of Plenty’s Statement of Intent 2025-26 to 2027-28.
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1. That the Community and Strategic Relationships Manager’s report dated 26 June 2025 titled ‘Tourism Bay of Plenty Half Yearly Report to 31 December 2024 and Statement of Intent 2025-26 to 2027-28’ be received. 2. That the report relates to an issue that is considered to be of low significance in terms of Council’s Significance and Engagement Policy. 3. That Council receives Tourism Bay of Plenty’s Half Yearly Report to 31 December 2024, included as Attachment 1 to this report. 4. That Council receives the Tourism Bay of Plenty Statement of Intent 2025-26 to 2027-28, included as Attachment 2 to this report. 5. That Council notes that Tauranga City Council, as joint shareholder, received the Half Yearly Report to 31 December 2024 on 4 June 2025, and will receive the final Tourism Bay of Plenty Statement of Intent 2025-26 to 2027-28 at its Council meeting to be held on 15 July 2025. |
Background
1. In accordance with the Statement of Intent (SOI) and the Local Government Act 2002 (LGA 2002), Tourism Bay of Plenty (TBOP) is required to report to Council on its financial and non-financial performance, six monthly and annually.
2. TBOP’s report for the six months to 31 December 2024 is provided as Attachment 1. The report summarises the high-level financial performance for the period ended 31 December 2024 and service performance against objectives/targets.
3. It is also a requirement of the Local Government Act 2002 that TBOP prepare a Statement of Intent annually. The purpose of a Statement of Intent is to state publicly the activities and intentions of the CCO for the year, and the objectives to which those activities will contribute.
4. The final Statement of Intent 2025-26 to 2027-28 is included as Attachment 2 to this report.
Significance and Engagement
5. The Local Government Act 2002 requires a formal assessment of the significance of matters and decision in this report against Council’s Significance and Engagement Policy. In making this formal assessment there is no intention to assess the importance of this item to individuals, groups, or agencies within the community and it is acknowledged that all reports have a high degree of importance to those affected by Council decisions.
6. The Policy requires Council and its communities to identify the degree of significance attached to particular issues, proposals, assets, decisions, and activities.
7. In terms of the Significance and Engagement Policy this is considered to be of low significance because it is in accordance with statutory requirements for Council for its Council Controlled Organisations.
Issues and Options Assessment
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That Council receives the Tourism Bay of Plenty six-monthly report to 31 December 2023. That Council receives the Tourism Bay of Plenty Statement of Intent 2023/24 to 2025/26. |
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Reasons why no options are available Section 79 (2) (c) and (3) Local Government Act 2002 |
Legislative or other reference |
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The recommendation aligns with previous decisions of Council. There are no further options to be considered. |
Six-monthly report is required under the Local Government Act 2002. Statement of Intent is required under the Local Government Act 2002. |
Statutory Compliance
8. The decisions in this report comply with requirements of the Local Government Act 2002, in particular Part 5: Council-controlled Organisations and Council Organisations.
Funding/Budget Implications
9. The budget to support delivery of the Statement of Intent is included in the Long Term Plan 2024-34. This is consistent with the budget set out in TBOP’s Statement of Intent 2025-26 to 2027-28.
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Long Term Plan 2024-34 Funding |
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Year 2 (2025/26) |
Year 3 (2026/27) |
Year 4 (2027/28) |
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$350,000 |
$325,000 |
$367,575 |
1. Tourism
Bay of Plenty Half Yearly Report to 31 December 2024 ⇩ 
2. Tourism
Bay of Plenty Statement of Intent 2025-26 to 2027-28 ⇩
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26 June 2025 |
9.2 General Rates Changes to 2025/26 Annual Plan
File Number: A6802752
Author: Jonathan Fearn, Chief Financial Officer
Authoriser: Adele Henderson, General Manager Corporate Services
Executive Summary
As part of finalising and reviewing the 2025/26 Annual Plan (AP26) in April and May 2025, corrections/adjustments were identified relating to general rates. Council is managing a rates funded deficit from the prior year 2023/24. A four-year view which clearly outlines the financial position and its management, was prepared to support the finalisation of the Annual Plan.
This report provides the adjustments required between the draft and final Annual Plan and has been provided as supporting information for the adoption for the Annual Plan 2025/26. This has resulted in the movement in the average rates from 7.42% to 8.92%.
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That the Chief Financial Officer’s report dated 26 June 2025 titled ‘General Rates Changes to 2025/26 Annual Plan’ be received. |
Background
Council prepares the Annual Plan as the basis to set the rates required to fund its activities for the upcoming year.
Council’s Revenue and Financing policy sets out the funding sources as specified in section 103 of the Local Government Act 2002. In principle, we seek to recover the maximum amount possible from the direct users of a service (the ‘user-pays’ principle) or from those that create the need for a service (the ‘exacerbator-pays’ principle) but also weigh this against the community benefit of services.
The draft Annual Plan 2025/26 was adopted by Council in February 2025. Since the draft was prepared, corrections/adjustments and new requirements were identified. These changes do not trigger the Significance and Engagement Policy and as such, Council is not required to reconsult with the community. The overall average rates requirement remains within Council’s Long Term Plan increase for 2025/26 of 10.13%
final Annual Plan 2025/26 AND FOUR year financial management overview
As part of the finalisation of the Annual Plan 2026 process adjustments and corrections were identified.
Although Council normally present changes for the upcoming year through the Annual Plan, Councillors requested that the future years impacts be provided for further transparency. These changes will be included in future Annual Plans/LTP’s.
A four-year General Rates funded view (current year, Annual Plan 2025/26 and the following two years) was prepared and provides visibility of the corrections and adjustments and savings that have been identified as part of the overall financial management both for the Annual Plan the following two years.
The changes required, have moved the average rates from 7.42% to 8.92%. This remains below the Long Term Plan 2025/26 year of 10.13%. These changes were not considered material against the Significance and Engagement Policy and as such, do not require further engagement with the community.
The
changes from the draft Annual Plan 2025/26 are outlined below:
Details of the above corrections/adjustments since the draft Annual Plan and now included in the final Annual Plan 2025/26 are provided below.
1) Changes to Loan Term - General Rates Deficit - The 2023/24 General Rating Deficit was funded by a $4.2m loan, over 3 years. Inadvertently, the loan was applied at Councils default 25-year loan repayment profile in the draft AP26, when the repayment term resolved by Council was for three years. The total impact of this change is $4.27m across the following three years.
3) Adjustment to Loan repayments - The review of the repayments and Interest relating to loans identified some adjustments from the AP26 (February) draft Annual Plan. This included the newly created loans for the funding of the Enterprise Resource Planning (ERP) project and the Human Resources Information System (HRIS) project. The impact of the inclusion of these loan repayments and interest costs to AP26 was $2.3m. and a further $0.7m over the following two years.
4) Funding request subsequent to the draft Annual Plan – a number of funding requests were provided to the Annual Plan/LTP Committee for consideration and included in the final Annual Plan $185k.
5) Removal of Doubled Salary Savings - Savings identified for the Regulatory activity salaries was included twice in the in AP26 Feb draft Annual Plan. The removal of this double up had a $0.7m change.
6) Rebuild Waste Levy reserve - Councils Waste Levy Funding Reserve had not been correctly ringfenced from the General Rate Reserve. The impact to reinstate this reserve is $1.1m over the next three years starting from the Annual Plan 2026.
7) Build General Rates Reserve – An additional amount of $0.7m has been provided to rebuild the General Rates Reserve over the next two financial years to ensure there is funding available for unplanned events such as weather events. This is a prudent approach taken by most Councils.
8) Build Weathertight claims reserve - To ensure that any potential future claim is funded, an additional general rates requirement of $0.4m has been included to rebuild the Weathertight Reserve.
9) Health Insurance Costs – cost escalations are forecast of $0.5m over the next 4 years.
10) Operational carry forwards - In 2023/24 there were a significant number of operational budget carry forwards that were delayed into 2024/25 operational budgets. The impact of these unfunded amounts is $2.1m and funding now provided for.
To offset the above new requirements a significant number of operational savings and cost reductions were identified, and these are outlined below:
11) Bad debts expense reduction - In 2024/25 a focused approach has been taken to actively reduce the value of bad debts for Council. Council includes 2% ($1.9m) of rates as a provision for bad debt expenditure. In 2024/25 this is targeted to be $600k less at $1.3m.
12) Transport savings - As a result of the Transport activity being brought in-house, there has been an opportunity to realise savings of $1.0m in the 2024/25 financial year.
13) HR System Loan - In 2024/25 a project for a new Human Resource Information System has been commenced. In line with other Council approaches, and as discussed with Council during the AP26 process, this project with a current year cost of approximately $1.0m will be loan funded over 5 years to reflect the estimated life of the project benefits. This results in the expenditure in the 2024/25 year being spread over the loan period.
14) Sale of Kiwifruit shares - As part of the Council’s broader financial strategy to review non-core assets and strengthen liquidity, management the Councils Audit Risk and Finance Committee recommended the sale of approximately $0.2m of shares on 4 June 2025. Dividend returns from these shares cease when Council ceases to active orchard land, this is already the case with the Seeka shares and will shortly be the situation for the Zespri shares too. This sales proceeds will be transferred to the General Rate Reserve for future General Rates funded requirements.
15) Additional Personnel savings - The draft Annual Plan 26 that was presented to Council in February 2025 included personnel related savings of $0.9m, this included the reduction in full time equivalent employees. A further $0.9m was identified following the draft AP26 and has now been included in the proposed AP26 financials, this again includes a review of full-time equivalent employees and reallocation of staff to key Council projects. The reduction in staff costs identified in the AP26 are permanent savings and as such have also been reflected as savings in LTP27 and LTP28.
16) Cost savings - A full review all operational activity areas was undertaken identifying savings of $1.4m in AP26 and $2.2m in LTP27 and LTP28 and are ongoing and permanent.
It is noted that, the 2024/25 financial year ends 30 June 2025, and as such Council the year end position has not been finalised. Based on the current forecast it is anticipated that there will be a neutral or a small general rates surplus for the current financial year.
2023/24 Rates Funded Deficit Recap/changes and movement in General Rates Reserve
As part of the adoption of the Annual Report, a year end general rates deficit was recognised mainly due to “user-pay” revenue not being realised. The key driver of this loss was due to the nationwide 40% decrease in the building activity, and this was seen within our district with a decrease of 32% in building consents, 60% in R1 building consents, and 19% decrease in resource consents. Action was undertaken to reduce costs across the business where possible. By not receiving the anticipated income for the year that was forecast in budget, resulted in a funding gap. Council received legal guidance at the time and advised that the common approach in this scenario is to loan fund the shortfall. Many Councils faced the same issue last year. It is normal practice across Councils to ringfence funding of the Regulatory area in good years to offset the downturn years. The building industry is known to be cyclical. Council officers as part of finalising the Annual Plan is recommending putting funding aside to rebuild a reserve for this purpose.
On 18 February 2025 Council passed a Resolution (CL25-1.9) that, in conjunction with Council’s adoption of the Western Bay of Plenty District Council’s audited Annual Report 2023-2024, Council approved loan funding the 2023-2024 rates funded deficit of $4.2m for a period up to three years.
As a result of the general rates funded activities in the 2023/24 financial year, including the above transactions there was a movement in the General Rates Reserve from the opening position on 30 June 2023 of $1,885,000 to a closing position on 30 June 2024 of $738,000, as documented in the Annual Report. This is the opening position of the 2024/25 financial year. However, when producing the draft Annual Plan, the loan was inadvertently allocated the “default” loan rate of 25 years. This required a correction when finalising the Annual Plan to move the loan from 25 years to 3 years (increasing the rates requirement in the short term)
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26 June 2025 |
9.3 Recommendation to Council for the Adoption of the Annual Plan 2025/26, Financial Contributions Schedule 2025/26 and the Schedule of Fees and Charges 2025/26
File Number: A6785947
Author: Rebecca Gallagher, Acting Policy and Planning Manager
Authoriser: Rachael Davie, Deputy CEO/General Manager Strategy and Community
Executive Summary
This report presents the Annual Plan 2025/26, the Financial Contributions Schedule 2025/26 and the Schedule of Fees and Charges 2025/26 for adoption, as recommended by the Annual Plan and Long Term Plan Committee at its meeting on 5 June 2025.
Council is required to consider the recommendations from the Annual Plan and Long Term Plan Committee and resolve accordingly.
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1. That the Acting Policy and Planning Manager’s report dated 26 June 2025, titled ‘Recommendation to Council for the Adoption of the Annual Plan 2025/26, Financial Contributions Schedule 2025/26 and the Schedule of Fees and Charges 2025/26’, be received. 2. That the report relates to an issue that is considered to be of medium significance in terms of Council’s Significance and Engagement Policy. 3. In accordance with section 80 of the Local Government Act 2002, Council acknowledges that the decision to fund the Community Boards from the general rate in the Annual Plan 2025/26 is inconsistent with Council’s Revenue and Financing Policy. The reason is due to the timing of the Local Government Commission determination on the representation review which meant there was inadequate time for consultation on any changes to rating to occur. Council intends to review the approach to funding for community boards as part of the Annual Plan 2026/27. 4. That Council adopt the Annual Plan 2025/26 (Attachment 2 of this report), as recommended by the Annual Plan and Long Term Plan Committee. 5. That Council adopt the Structure Plans (Attachment 3 of this report), as recommended by the Annual Plan and Long Term Plan Committee. 6. That Council adopt the Financial Contributions Schedule 2025/26 (Attachment 4 of this report), supported by the Disclosure Tables for Financial Contributions 2025/26 (Attachment 5 of this report), as recommended by the Annual Plan and Long Term Plan Committee. 7. That Council adopt the Schedule of Fees and Charges 2025/26 (Attachment 6 of this report), as recommended by the Annual Plan and Long Term Plan Committee. 8. That the Chief Executive Officer be delegated authority to make such minor editorial changes to the final documents for publishing as may be required. |
Annual plan 2025/26
1. At its meeting on 12 March 2025, the Annual Plan and Long Term Plan Committee agreed that public consultation on the Annual Plan 2025/26 was not required. This decision was because there are no significant or material changes from the Long Term Plan 2024–2034.
2. At its meeting on 5 June 2025, the Annual Plan and Long Term Plan Committee recommended the Annual Plan 2025/26 be adopted by Council. As part of this meeting, the Committee deliberated on four Issues and Options Papers, Structure Plans, Financial Contributions and Fees and Charges. The resolutions are contained in Attachment 1.
3. The Annual Plan 2025/26 document contained in Attachment 2 has been prepared in accordance with those resolutions of the Annual Plan Long Term Plan Committee.
4. The proposed total rates increase of 8.92% is below the 10.13% forecast for 2025/26 in the Long Term Plan 2024–2034. This reflects our ongoing efforts to manage costs, deliver levels of service and to continue progressing key projects that support the wellbeing and priorities of our communities.
5. Structure Plans contained in Attachment 3 have been prepared in accordance with the resolution of the Annual Plan and Long Term Plan Committee.
6. The notes from the 20 May 2025 Annual Plan and Long Term Plan Committee workshop are contained in Attachment 7.
Community Board funding and the Annual Plan
7. Section 80(1) of the Local Government Act 2002 specifies:
If a decision of a local authority is significantly inconsistent with, or is anticipated to have consequences that will be significantly inconsistent with, any policy adopted by the local authority or any plan required by this Act or any other enactment, the local authority must, when making the decision, clearly identify:
a. the inconsistency;
b. the reasons for the inconsistency; and
c. any intention of the local authority to amend the policy or plan to accommodate the decision.
8. The Annual Plan 2025/26 contains funding for the five community boards through the General Rate (UAGC). Funding of the community boards through General Rate (UAGC) is inconsistent with the revenue and financing policy which provides that targeted rates are the appropriate rating mechanism for community boards.
9. Due to the timing of the Local Government Commission determination on Council's representation arrangements, we are unable to undertake consultation on the introduction of targeted rates with those who are impacted by this determination.
10. Consideration of how to fund community boards going forward, including whether a review of the revenue and financing policy is required, can be considered through the 2026/27 Annual Plan.
financial contributions
11. Consultation on the draft Financial Contribution Schedules and Disclosure Tables took place between 20 March and 21 April 2025. Eight submissions were received through the consultation.
12. The Financial Contribution Schedule in Attachment 4 is consistent with the resolutions of the Annual Plan and Long Term Plan Committee (as contained in Attachment 1). Attachment 5 contains the disclosure tables for financial contributions 2025/26.
Fees and charges
13. Consultation on the draft Schedule of Fees and Charges 2025/26 took place between 20 March and 20 April 2025. Seven submissions were received through consultation.
14. Dog Control and Health Act fees were adopted by Council on 27 May 2025, in order to meet legislative notification requirements. Submissions on these fee categories were addressed through this deliberations process.
15. The Schedule of Fees and Charges in Attachment 6 is consistent with the resolutions of the Annual Plan and Long Term Plan Committee (as contained in Attachment 1) and the 12 June 2025 Strategy and Policy Committee (in relation to Livestock Movements Bylaw submission points).
Significance and Engagement
16. The Local Government Act 2002 requires a formal assessment of the significance of matters and decision in this report against Council’s Significance and Engagement Policy. In making this formal assessment there is no intention to assess the importance of this item to individuals, groups, or agencies within the community and it is acknowledged that all reports have a high degree of importance to those affected by Council decisions.
17. The Policy requires Council and its communities to identify the degree of significance attached to particular issues, proposals, assets, decisions, and activities.
18. In terms of the Significance and Engagement Policy this decision is considered to be of medium significance because the decision is likely to have some public interest in relation to the financial impact for the community. Community consultation Is legislatively required for the Schedule of Fees and Charges and financial contributions. Community consultation on these matters has been undertaken and the feedback received has been considered by the Annual Plan and Long Term Plan Committee.
Statutory Compliance
19. The recommendations of this report meet the requirements of:
(a) The Local Government Act 2002, and
(b) The Local Government Rating Act 2002.
Funding/Budget Implications
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Budget Funding Information |
Relevant Detail |
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Annual Plan 2025/26, Financial Contributions 2025/26 and Schedule of Fees and Charges 2025/26
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All costs associated with the production of these documents Is met within current planned budgets, as well as costs arising from consultation. |
1. Resolutions
of Annual Plan and Long Term Plan Committee Meeting 5 June 2025 ⇩ 
2. Annual
Plan 2025/26 ⇩ 
3. Structure
Plans ⇩ 
4. 2025-26
Financial Contributions Schedule ⇩ 
5. 2025-26
Financial Contributions Disclosure Tables ⇩
6. Schedule
of Fees and Charges 2025/26 ⇩ 
7. Annual
Plan and Long Term Plan Committee workshop notes 20 May 2025 ⇩
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26 June 2025 |
9.4 Setting of the Rates for 2025/26 Financial Year
File Number: A6776035
Author: Steve Meredith, Revenue Lead
Authoriser: Adele Henderson, General Manager Corporate Services
Executive Summary
The purpose of this report is for Council to set the rates for the 2025/26 financial year, in accordance with the Local Government (Rating) Act 2002, the Revenue and Financing Policy, and the Funding Impact Statement.
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1. That the Revenue Lead’s report dated 26 June 2025 titled ‘Setting of the Rates for 2025/26 Financial Year’ be received. 2. That the report relates to an issue that is considered to be of high significance in terms of Council’s Significance and Engagement Policy. 3. That Council sets the rates set out in resolutions 4, 5 and, 6 under the Local Government (Rating) Act 2002, in accordance with the relevant provisions of the Funding Impact Statement in the Annual Plan for 2025/2026, on rating units in the district for the financial year commencing on 1 July 2025 and ending on 30 June 2026, noting that all rates shall be inclusive of Goods and Services Tax (GST). 4. That Council approve the General Rate as follows: General Rate A general rate is set under section 13 of the Local Government (Rating) Act 2002 at: - A rate of $0.001064186 in the dollar of capital value on all rateable rating units in the Western Bay of Plenty District. 5. That Council approve the Uniform Annual General Charge as follows: Uniform Annual General Charge: - A uniform annual general charge is set under section 15(1)(a) of the Local Government (Rating) Act 2002 at: A rate of $700.00 per rating unit. 6. That Council approve Targeted Rates as follows: Targeted Rates: The following targeted rates are set under sections 16 and 17 of the Local Government (Rating) Act 2002.
Council sets volumetric water targeted rates under section 19 of the Local Government (Rating) Act 2002:
7. That Council approves: a) Under section 55 of the Local Government (Rating) Act 2002 and Council’s Discount for early payment of rates in current financial year Policy, a 3% discount will be applied where a ratepayer pays all prior year’s rates with no arrears owing, all current year rates in full except volumetric water targeted rates, by the 25 September 2025 b) Under section 24 of the Local Government (Rating) Act 2002 all General and targeted rates will be due in two instalments, the first on 25 September 2025 and the second on 25 March 2026. Volumetric water targeted rates due dates are as per resolution 9 below. c) Under sections 57 and 58 of the Local Government (Rating) Act 2002, the following penalties be applied to unpaid rates, except volumetric water targeted rates (set under section 19 of the Local Government (Rating) Act): i. A charge of 10 percent on so much of any rates assessed before 1 July 2025, which remains unpaid on 1 July 2025, will be applied as a penalty on or after 3 July 2025. ii. A charge of 10 percent on so much of any instalment that has been assessed after 1 July 2025 and which remains unpaid after the relevant due date as per 7(b) above, will be applied as a penalty on or after 27 September 2025 for instalment one and on or after 27 March 2026 for instalment two. iii. A charge of 10 percent on so much of any rates assessed before 1 July 2025, which remains unpaid six months after 7(c)(i) above will be applied as a penalty on or after 3 January 2026. 8. In accordance with its Rates Postponement for Homeowners Aged Over 65 years Policy, the Western Bay of Plenty District Council sets a $50.00 postponement fee under section 88 of the Local Government (Rating) Act 2002 for the financial year. A $50.00 fee will be added to the rates when Council grants postponement. This fee is non-refundable and covers the administration costs associated with processing the application. 9. That Council approves Volumetric Water supply rates/invoices will be issued twice during the year. The due dates for the financial year commencing 1 July 2025 and ending on 30 June 2026 are as follows:
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Significance and Engagement
1. The Local Government Act 2002 requires a formal assessment of the significance of matters and decision in this report against Council’s Significance and Engagement Policy. In making this formal assessment there is no intention to assess the importance of this item to individuals, groups, or agencies within the community and it is acknowledged that all reports have a high degree of importance to those affected by Council decisions.
2. The Policy requires Council and its communities to identify the degree of significance attached to particular issues, proposals, assets, decisions, and activities.
3. In terms of the Significance and Engagement Policy this decision is of high significance because:
- Rates are set every year for the following financial year commencing 1 July. In this case, 1 July 2025.
- In terms of the extent to which the residents and ratepayers are affected, rates continue to be limited to the increases set out in the Financial Strategy of the Annual Plan 2025/26. This demonstrates to the community that Council has a prudent approach to managing its operational and capital work programmes.
- Rates are considered to be the most cost effective method to fund Council services therefore will impact the future interests of the community which may be in a positive or negative way.
- Council is required to set rates in accordance with the relevant provisions of the local authority’s Annual Plan and funding impact statement for that financial year. Council has completed the requirements for the Annual Plan 2025/26.
Engagement, Consultation and Communication
4. Public consultation on the Annual Plan 2025/26 was not required in accordance with the requirements of the Local Government Act 2002.
5. The adopted Annual Plan 2025/26, which includes the Funding Impact Statement and other rating information, will be uploaded to Council’s website after 26 June 2025.
Issues and Options Assessment
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Option A Council adopts the rates for 2025/2026 rating year as set out in the 2025/26 Annual Plan |
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Assessment of advantages and disadvantages including impact on each of the four well-beings · Economic · Social · Cultural · Environmental |
Enables Council to strike the rates for 2025/2026 in order to fund the capital and operational programme outlined in the 2025/2026 Annual Plan. The activities funded from the capital and operational programme promote the four well-beings: social, economic, environmental and cultural. The Annual plan provides detail on the various outcomes the Council is focussing on. |
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Option B Council DOES NOT adopt the rates for 2025/2026 as set out in the 2025/2026 Annual Plan |
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Assessment of advantages and disadvantages including impact on each of the four well-beings · Economic · Social · Cultural · Environmental |
Council would be unable to enact the capital and operational programmes contained in the Annual Plan to promote the four well-beings: social, economic, environmental and cultural. Likely that Council will not meet statutory timeframes. Any changes would require revising the Funding Impact Statement, which will involve substantial staff time and other resources. Creates a risk that the first rates instalment will not be collected in a timely manner. Projects cannot commence until the budget has been approved. Creates uncertainty for staff in terms of implementing the planned work programme and setting budgets for the 2025/26 year |
Statutory Compliance
6. The recommendations in this report are consistent with legislative requirements and are in accordance with the rating policies and the overall revenue and financing policy.
|
26 June 2025 |
9.5 Pukehina Development Fund Update and Next Steps
File Number: A6812284
Author: Jodie Rickard, Community and Strategic Relationships Manager
Authoriser: Rachael Davie, Deputy CEO/General Manager Strategy and Community
Executive Summary
Council decided through the Long-Term Plan (LTP) 2024-2034 to stop collecting the Pukehina Development rate and to repurpose the funds to progress projects in the Pukehina area. Council was also clear that it wished the Pukehina community to determine which projects to progress.
This report presents the community projects to be funded from the Pukehina Development Fund. It outlines the community engagement process and provides a detailed analysis of the feedback received.
The report also recommends that Council appoint an elected member to a grants panel, to assess applications from local community organisations for funding to support their initiatives.
|
1. That the Community and Strategic Relationship Manager’s report dated 26 June 2025 titled ‘Pukehina Development Fund Update and Next Steps’, be received. 2. That the report relates to an issue that is considered to be of low significance in terms of Council’s Significance and Engagement Policy. 3. That Council endorses the list of projects to be funded from the Pukehina Development Fund, as set out in Attachment 1. 4. That Council appoints Councillor Dally and Deputy Mayor Scrimgeour from the Te Puke/Maketu Ward to a grants panel to process applications from identified Pukehina community organisations for up to $25,000 each, as set out in the list of projects to be funded in Attachment 1. |
Background
1. Through the Long-Term Plan 2024-34 Council made the decision to stop collecting the Pukehina Development Rate and to repurpose the funds to existing community projects in the Pukehina area.
2. Elected members were clear the process for determining what projects would receive funding should be led from the community itself, with Pukehina Residents and Ratepayers Association (PRRA) identified to lead the process with support from staff.
3. Through their local knowledge and networks, PRRA established a list of existing community projects and initiatives that funding could be reallocated to.
4. 
The
projects, along with the text used for engagement, are set out in the table
below:
5. PRRA, with support from Council, then carried out wider community engagement.
6. Community engagement was undertaken from 19 May to 6 June 2025. The engagement provided an opportunity for the community to support, comment on, or express concerns about the proposed investments.
7. To ensure wide community reach and inclusivity, letters were sent to all property owners (ratepayers) in Pukehina informing them of the engagement opportunity and encouraging participation.
8. A total of 116 feedback submissions were received through a combination of the following engagement methods:
· Direct Mail
Informational letters were sent to all Pukehina property owners, directing them
to participate via the online survey or in-person channels.
· Online Survey
A digital survey was hosted on the council’s engagement platform (Your
Place), enabling participants to provide feedback on the proposed existing
community projects.
· Community
Events
Feedback was collected during an in-person public event held at the Pukehina
Community Hall on 31 May, offering community members the chance to speak
directly with council representatives.
· Community-Place
Based Feedback Bins
Printed forms were made available at key community hubs (e.g., Pukehina Hall
and local retailers), allowing for submissions via physical feedback bins
— especially accessible for those without internet access or who
preferred informal engagement.
9. Together, these engagement methods helped ensure diverse participation, including input from permanent residents, Bach owners, and whānau with long-standing ties to Pukehina.
feedback analysis
10. The tables below set out the key feedback received :
Homeowner vs. Renter Submitters
|
Category |
Percentage |
|
I own a property |
92.92% |
|
I rent a property |
7.08% |
Feedback Channel Submission Summary
|
Channel Category |
Number of Responses |
Percentage |
|
Online - Your Place |
22 |
19% |
|
Community Event |
53 |
46% |
|
Place based feedback bins |
35 |
30% |
|
|
6 |
5% |
Summary of Sentiment
|
Sentiment Category |
Number of Responses |
Percentage |
|
Positive |
74 |
65% |
|
Neutral |
26 |
22% |
|
Negative |
16 |
13% |
|
Total |
116 |
100% |
Key Themes Identified
|
Theme |
Summary of Comments |
|
Recreational Projects |
Widespread enthusiasm for the Pump Track and Cycleway/Walkway – especially to support youth and active lifestyles. |
|
Community Hub (Pukehina Hall) |
Requests for refurbishment to improve functionality and accessibility of the hall. |
|
Environmental Protection |
Continued Coast Care efforts supported, with emphasis on dune protection and local kaitiakitanga. |
|
Concern about over-investment |
A minority of comments questioned spending priorities or preferred a more conservative investment approach. |
|
Sustained Community Funding |
Desire for sustainable funding for local organisations (e.g., Surf Lifesaving, community events). |
Project Support Breakdown through Feedback received
|
Community Project |
Support |
Do Not Support |
Neutral / No Comment |
|
Agree with all |
44 |
— |
— |
|
Hall Refurbishment |
91 |
7 |
13 |
|
Cycleway/Walkway |
87 |
5 |
19 |
|
Pump Track |
94 |
3 |
14 |
|
Coast Care |
79 |
9 |
23 |
|
Community Orgs |
83 |
4 |
24 |
|
Other |
31 |
— |
— |
|
Do not invest |
— |
15 |
— |
INSIGHTS AND RECOMMENDATIONS
Broad support across all proposed projects with
particularly strong backing for youth- and recreation-focused initiatives such
as the Pump Track and Cycleway/Walkway.
Community sentiment indicates strong enthusiasm for projects that promote
active, outdoor lifestyles—particularly for children and youth. The Pump
Track received the highest level of support (94 responses), reflecting a desire
for fun, safe, and inclusive recreational infrastructure. Similarly, the
Cycleway/Walkway proposal was widely backed (87 responses), with comments
highlighting the benefits of connected pathways for exercise, family outings,
and alternative travel modes. These results suggest that investments supporting
healthy living and intergenerational activity will have broad community buy-in.
The Hall Refurbishment is seen as central to community
connectivity and resilience.
The Pukehina Hall is regarded as a vital community asset. Feedback indicates
that locals see the hall not only as a place for events and gatherings but also
as an essential hub for emergencies, coordination, and social wellbeing. With
91 people supporting its refurbishment, the hall is clearly considered a
backbone facility for Pukehina. Submitters asked for upgrades to accessibility,
kitchen and toilet facilities, and overall comfort to ensure the space remains
fit for purpose and adaptable to future needs.
Environmental initiatives remain a valued priority for
the community, reflecting their commitment to long-term sustainability.
Coast Care received strong support (79 responses), with many submitters
praising the dune restoration work and community planting days. This shows a
shared awareness of Pukehina’s vulnerability to coastal erosion and the
role of community in kaitiakitanga (guardianship) of the whenua. Environmental
protection was consistently framed as a collective responsibility, and
submitters called for continued investment in native planting, weed management,
and educational signage. Sustainability is not seen as a
‘nice-to-have’ but an essential part of Pukehina’s future.
A small number of participants
(15 out of 116) raised concerns about overinvestment; it’s recommended
that clear cost-benefit communication be part of any next steps.
While the majority of feedback was positive, 15 out of 116 responses were
categorised as “Do not invest” or showed concern about the scale of
proposed spending.
These submitters were not necessarily opposed to investment in principle; rather, they favoured a more cautious and prioritised approach, seeking restraint, better financial clarity, and fiscal responsibility.
There was a clear tone of protecting ratepayer interests and ensuring that community funds are used in ways that are transparent, equitable, and sustainable. Several respondents advocated for lower-cost solutions, investment staggered over time, and a clearer explanation of ongoing responsibilities, particularly in relation to maintenance and operational funding.
|
Outlined concerns |
Description |
|
Perceived Over-Investment |
Respondents questioned the scale or ambition of the proposed projects. They suggested that the scope might be excessive for a small community or felt that the timing was not appropriate given other priorities. |
|
Cost Transparency |
There was unease about the lack of detailed financial information. Respondents wanted clearer explanations of project costs, long-term maintenance obligations, and whether costs would be passed onto ratepayers. |
|
Scepticism around Prioritisation |
Some questioned why certain projects (e.g., recreation amenities) were prioritised over core infrastructure (like flood protection or drainage). This signalled a desire for ‘needs before wants’ in funding decisions. |
|
Maintenance and Sustainability |
A few respondents raised the issue of who would maintain these projects in the long term, expressing concern that initial enthusiasm might not translate into sustainable upkeep or operational funding. |
|
Limited Benefit Perceived |
A handful of submitters believed that the projects would benefit only select groups (e.g., youth or visitors) rather than the entire community, particularly older residents or permanent locals. |
31 respondents also recommended ‘Other’ project support. The key themes were:
Infrastructure & Utilities
o Requests for improved drainage, flood protection, or stormwater systems (especially for low-lying coastal areas like Pukehina).
o Calls for better roads, signage, or public lighting.
Safety & Emergency Services
o Support for improved surf lifesaving infrastructure or beach safety patrols.
o Desire for local emergency response planning and civil defence readiness.
Youth & Families
o Playground improvements or additional recreational space for younger children (separate to the pump track).
o Requests for community events, youth activities, or programmes.
Community Services & Facilities
o Suggestions to create a dedicated community space or upgrade public toilets.
o Requests for a local information centre, noticeboard, or better signage for visitors.
Environmental & Cultural Enhancements
o Calls for native planting projects, pest control, or stream clean-up initiatives.
o Interest in installing pou whenua, interpretive signage, or features recognising mana whenua and local heritage.
Digital & Connectivity
o Several comments may have raised the issue of poor mobile coverage or internet service and suggested investment in digital infrastructure.
Council and PRRA can maintain a record of this feedback and look to respond to it by incorporating it into projects that receive funding, or for future projects (for instance, installing pou whenua and interpretative signage could be incorporated into the walkway / cycleway project). Improving surf lifesaving infrastructure can be considered through the grant application from the Pukehina Surf Lifesaving Club.
NEXT STEPS
11. For the projects to be led by PRRA (Pukehina Cycleway / Walkway and Pump Track at Midway Park) a grant agreement will be used.
12. For the contribution to existing community organisations and clubs for planned projects, upgrades or equipment that benefits the community and the environment, a grant application process will be used. It is recommended an elected member sit on the grants panel.
13. SIGNIFICANCE AND ENGAGEMENTThe Local Government Act 2002 requires a formal assessment of the significance of matters and decision in this report against Council’s Significance and Engagement Policy. In making this formal assessment there is no intention to assess the importance of this item to individuals, groups, or agencies within the community and it is acknowledged that all reports have a high degree of importance to those affected by Council decisions.
14. The Policy requires Council and its communities to identify the degree of significance attached to particular issues, proposals, assets, decisions, and activities.
15. In terms of the Significance and Engagement Policy this decision is considered to be of low significance because the decision to repurpose the Pukehina Development Fund has already been made following a special consultative procedure as part of the Long Term Plan 2024-34, and extensive community engagement on the proposed community projects to allocate the fund to has now been completed.
Engagement, Consultation and Communication
|
Interested / Affected Parties |
Completed/Planned |
|
|
Pukehina Community |
Engagement undertaken from 19 May to 6 June, as follows: · Direct Mail · Online Survey · Community Events · Community-Place
Based Feedback Bins |
Completed |
Issues and Options Assessment
|
Option A That Council appoints Councillor Dally and Deputy Mayor Scrimgeour from the Te Puke/Maketu Ward to a grants panel to process applications from identified Pukehina community organisations for up to $25,000 each, as set out in the list of projects to be funded in Attachment 1. |
|
|
Assessment of advantages and disadvantages including impact on each of the four well-beings · Economic · Social · Cultural · Environmental |
Advantage · Ensures transparency and accountability for distribution of grants
|
|
Costs (including present and future costs, direct, indirect and contingent costs). |
Council will manage the grants process, using the same system and process followed for the Council’s Community Matching Fund. |
|
Option B That Council does not appoint Councillor Dally and Deputy Mayor Scrimgeour from the Te Puke/Maketu Ward to a grants panel to process applications from identified Pukehina community organisations for up to $25,000 each, as set out in the list of projects to be funded in Attachment 1. |
|
|
Assessment of advantages and disadvantages including impact on each of the four well-beings · Economic · Social · Cultural · Environmental |
Disadvantage · More difficult to ensure transparency and accountability for distribution of grants Advantage · Reduced indirect cost as council will not be supporting the grants management process |
|
Costs (including present and future costs, direct, indirect and contingent costs). |
No specific costs |
Statutory Compliance
16. The community engagement process outlined in this report is consistent with Council’s decision made through the Long Term Plan 2024-34, to stop collecting the Pukehina Development Rate and to repurpose it for existing projects in the Pukehina community.
Funding/Budget Implications
17. There are no specific funding or budget implications associated with this report.
1. Pukehina
Development Fund Proposed Projects ⇩ 
|
26 June 2025 |
9.6 Debenture Trust Deed Amendments
File Number: A6810778
Author: Jackson Jury, Financial Analyst
Authoriser: Adele Henderson, General Manager Corporate Services
Executive Summary
This report seeks Council approval to amend its Debenture Trust Deed (DTD) to enable the issuance of a Global LGFA Security Stock (Global SSC) to the Local Government Funding Agency (LGFA). This amendment will streamline the borrowing process.
A deed of amendment and restatement with the Trustee is required.
|
1. That the Financial Analyst’s report dated 26 June 2025 titled ‘Debenture Trust Deed Amendments’ be received. 2. That the report relates to an issue that is considered to be of low significance in terms of Council’s Significance and Engagement Policy. 3. That Council: a. Approves the proposed amendments to the Debenture Trust Deed to enable the issuance of Global Local Government Funding Agency (LGFA) Security Stock. b. Authorises two elected members to sign the Deed of Amendment and Restatement on behalf of Council. c. Authorises the Chief Executive to sign the Section 118 Certificate to accompany the amendment. |
Background
1. The current DTD structure requires Council to issue a new security stock certificate each time a new tranche of borrowing is undertaken with LGFA. This process is administratively inefficient and creates unnecessary documentation for both Council and LGFA.
2. To resolve this, LGFA—alongside legal advisors Simpson Grierson and Russell McVeagh—has developed an updated pro-forma DTD that allows councils to issue a Global SSC. This Global SSC would secure all existing and future borrowing obligations to LGFA from the date of issuance, removing the need for additional stock issuances.
3. Trustees Executors Limited (Council’s appointed Trustee) has reviewed the changes and confirmed it is comfortable with the proposed amendments. LGFA has also offered a $3,000 (plus GST) contribution to offset legal costs.
4. Council’s DTD was originally prepared by Simpson Grierson, who will provide all required legal documentation including the amendment deed and Section 118 Certificate and can provide optional support with internal approvals and review of bank documentation if required.
Significance and Engagement
5. The Local Government Act 2002 requires a formal assessment of the significance of matters and decision in this report against Council’s Significance and Engagement Policy. In making this formal assessment there is no intention to assess the importance of this item to individuals, groups, or agencies within the community and it is acknowledged that all reports have a high degree of importance to those affected by Council decisions.
6. The Policy requires Council and its communities to identify the degree of significance attached to particular issues, proposals, assets, decisions, and activities.
7. In terms of the Significance and Engagement Policy, this decision is considered to be of low significance because:
(a) It involves an administrative improvement to Council’s financing processes;
(b) It does not change Council’s underlying borrowing arrangements or debt levels; and
(c) No public engagement or consultation is required.
Engagement, Consultation and Communication
8. There is no requirement for public consultation or engagement under the Local Government Act 2002 for this administrative change.
|
Interested/Affected Parties |
Completed/Planned |
|
|
Trustees Executors Ltd |
Completed – Trustee has confirmed support for amendments |
Completed |
|
Local Government Funding Agency (LGFA) |
Completed – LGFA has proposed amendments and offered funding |
|
Issues and Options Assessment
|
Option A That Council approves the Debenture Trust Deed amendments |
|
|
Assessment of advantages and disadvantages including impact on each of the four well-beings · Economic · Social · Cultural · Environmental |
Advantages: · Streamlines future borrowing processes. · Reduces legal and administrative burden for each new LGFA borrowing. · Trustee and LGFA support the change. · LGFA will contribute $3,000 + GST towards legal costs. Disadvantages: · One-off legal cost to implement change. |
|
Costs (including present and future costs, direct, indirect and contingent costs). |
$6,750 + GST (Simpson Grierson base legal fee) $750 + GST (Trustee amendment fee) Optional support (Council memos, bank consent review) could add further $1,500–$2,500 + GST $3,000 + GST offset available from LGFA |
|
Option B That Council does not approve the Debenture Trust Deed amendments (Status Quo) |
|
|
Assessment of advantages and disadvantages including impact on each of the four well-beings · Economic · Social · Cultural · Environmental |
Advantages: · No immediate cost incurred. Disadvantages: · Ongoing administrative burden for each borrowing, especially as borrowing frequency increases. · Missed opportunity for long-term savings and process efficiency. · Lost opportunity to align with sector best practice – most councils are expected to adopt this streamlined approach. |
|
Costs (including present and future costs, direct, indirect and contingent costs). |
No upfront cost, but recurring transaction internal processing costs (e.g., legal review, certificate drafting and CE time, etc.). |
|
Other implications and any assumptions that relate to this option (Optional – if you want to include any information not covered above). |
If the sector norm shifts toward Global SSC, Council may find itself increasingly out of step with common borrowing practices, potentially complicating future treasury policy updates or LGFA engagement. |
Statutory Compliance
9. The recommendations comply with:
· The Local Government Act 2002 (Section 118 certificate requirement);
· Council’s existing treasury policies and funding practices;
· The LGFA Multi-Issuer Deed framework; and
· The requirements of Trustees Executors Ltd (Trustee).
Funding/Budget Implications
|
Budget Funding Information |
Relevant Detail |
|
Legal and trustee fees Funding source |
~$7,500 + GST, partly offset by LGFA reimbursement Treasury operations budget (existing) |
|
26 June 2025 |
9.7 Appointment of Tangata Whenua Representative to SmartGrowth Leadership Group
File Number: A6812231
Author: Chris Nepia, Strategic Kaupapa Māori Manager
Authoriser: Rachael Davie, Deputy CEO/General Manager Strategy and Community
Executive Summary
Following the resignation of Geoff Rice, Te Ihu o te Waka o Te Arawa has resolved to appoint Darlene Dinsdale (Te Rūnanga o Ngāti Whakaue) as a Tangata Whenua representative to the SmartGrowth Leadership Group. Council is asked to accept the recommended appointment.
|
1. That the Strategic Kaupapa Māori Manager’s report dated 26 June 2025 titled ‘Appointment of Tangata Whenua Representative to SmartGrowth Leadership Group’, be received. 2. That the report relates to an issue that is considered to be of low significance in terms of Council’s Significance and Engagement Policy. 3. That Council accepts the recommendation of Te Ihu o te Waka o Te Arawa and confirms the appointment of Darlene Dinsdale as a Tangata Whenua representative to the SmartGrowth Leadership Group. 4. That Council notes the decision has also been confirmed by Tauranga City Council on 10 June 2025 and Bay on Plenty Regional Council on 24 June 2025. |
Background
1. Council has been advised Geoff Rice has resigned from his role as one of the four Tangata Whenua representatives on the SmartGrowth Leadership Group.
2. As per the Terms of Reference for the SmartGrowth Leadership Group, Te Ihu o te Waka o Te Arawa has nominated a replacement representative, Darlene Dinsdale – Te Runanga o Ngāti Whakaue, at their hui on 28 May 2025.
3. As SmartGrowth Leadership Group is a joint committee, these appointments are to be confirmed by all three partner councils: Tauranga City Council, Western Bay of Plenty District Council and Bay of Plenty Regional Council.
4. Subject to Council’s resolution, confirmation of Darlene Dinsdale’s appointment will be tabled at the SmartGrowth Leadership Group hui on 18 September 2025.
Significance and Engagement
5. The Local Government Act 2002 requires a formal assessment of the significance of matters and decision in this report against Council’s Significance and Engagement Policy. In making this formal assessment there is no intention to assess the importance of this item to individuals, groups, or agencies within the community and it is acknowledged that all reports have a high degree of importance to those affected by Council decisions.
6. The Policy requires Council and its communities to identify the degree of significance attached to particular issues, proposals, assets, decisions, and activities.
7. In terms of the Significance and Engagement Policy this decision is considered to be of low significance because the appointment is provided for in the terms of reference for the SmartGrowth Leadership Group.
Engagement, Consultation and Communication
8. The recommendation has been made by Te Ihu o te Waka o Te Arawa. No public consultation is required or planned.
Statutory Compliance
9. Schedule 7, Clauses 30(A) and 31 of the Local Government Act sets out the requirements for joint committees, including the establishment of an agreement that must specify the number of members each local authority or public body may appoint to the committee, and this is reflected in the Terms of Reference of the SmartGrowth Leadership Group.
10. The recommendations in this report are consistent with the SmartGrowth Leadership Group’s terms of reference.
|
26 June 2025 |
9.8 Mayor's Report to Council
File Number: A6791996
Author: Charlene Page, Senior Executive Assistant Mayor/CEO
Authoriser: James Denyer, Mayor
Executive Summary
The purpose of this report is for the Mayor to provide updates to Council on the below subjects.
|
That the Senior Executive Assistant - Mayor/CEO’s report dated 26 June 2025 title ‘Mayor’s Report to Council’ be received. |
meetings
External functions and meetings attended by James Denyer (Mayor) between 8 May and 6 June 2025 include:
LWDW forum for BOP elected members and Iwi, Rotorua 12
May
Brand Governance meeting, Tauranga 13
May
S&P Global 14
May
MTFJ catch up, Tammie Metcalfe, Teams 14
May
Minister Simon Watts, BOP mayors, Rotorua 15
May
Katikati Housing Network meeting, Katikati 16
May
LWDW engagement with Thames Coromandel District Council 16
May
Te Puke-Maketu Community Forum expo, Paengaroa 21
May
Matahui School re funding models, Aongatete 22
May
TBOP appointments panel, Tauranga 29
May
TNL site visit hosted by NZTA, Tauranga/Te Puna 30
May
Legion of Frontiersmen, conference opening, Katikati 31
May
Maketu urupa information session, Maketu 31
May
Pukehina community consultation event, Pukehina 31
May
Mayor View Volunteer Fire Brigade honours night, Waihī Beach 31
May
MTFJ coordinator catch up, Teams 3
June
BOP Agricultural Advisory Committee, Te Puke 5
June
External functions and meetings attended by Miriam Taris (CEO) between 8 May and 6 June 2025 include:
LWDW forum for BOP elected members and Iwi, Rotorua 12
May
S&P Global 14
May
MTFJ catch up, Tammie Metcalfe, Teams 14
May
Taituarā Online CE Hui 15
May
LWDW engagement with Thames Coromandel District Council 16
May
Meet & Greet Dwayne Roper (Zariba) & Nathan York (BlueHaven) 20
May
Affordable Housing - Lachlan Priest & WBOPDC (Miriam + Simone) 21 May
Meeting - Dave Hume Pool Trust 21
May
Te Puke-Maketu Community Forum expo, Paengaroa 21
May
Meeting - Lyndon Settle (Quayside) 22
May
Meeting - Nic Johansson (Tauranga City Council) 27
May
Meeting - Thunder Ridge 29
May
Bay of Plenty CDEM Coordinating Executive Group Meeting 30
May
SmartGrowth Implementation Group Meeting 3
June
Ōmokoroa Community Board 3
June
Updates
Mayor’s Taskforce for Jobs (MTFJ)
As foreshadowed in the Mayor’s Report of 27 May 2025, a decision was made to wind down MTFJ at the end of the financial year. Changes driven by the Ministry of Social Development mean that from 1 July 2025, MTFJ nationally will move away from focusing on rangatahi who are not in employment or training, to people on Jobseeker Support.
The work that coordinator Davina Edwards has done over the past couple of years, supported by COLAB, has been of huge benefit to our rangatahi of Te Puke and Maketu. Being able to work alongside COLAB to leverage local business connections and create opportunities for rangatahi to get their driver licences, access career advice and support, and ultimately get into employment has been hugely rewarding and I express my gratitude to Davina, COLAB and the employers for their involvement. I also congratulate the rangatahi for their achievements.
I remain open to restarting the programme when the time is right as it made a real difference for the youth in our community.
Participation in MTFJ’s Tuia Programme, this year
mentoring Gia Nelson, will continue unaffected.
Tourism Bay of Plenty
Interviews and selection of candidates for the replacement trustee positions on the Tourism Bay of Plenty board took place in recent weeks. There was strong interest in the positions and some very capable candidates submitted applications. I represented Council in the selection process and wish the successful candidates all the best in their new roles.
|
26 June 2025 |
10 Information for Receipt
11 Resolution to Exclude the Public
RESOLUTION TO EXCLUDE THE PUBLIC
