2,432,053 Total operating expenditure 3,245,937 3,637,495 391,558 27,187,247 28,188,699 1,001,452 52,105,047 Revenue from exchange transactions Direct charges revenue 355,412 1,219,532 -864,120 2,997,383 3,778,320 -780,937 6,106,317 Rent revenue 82,563 132,500 -49,937 666,825 927,500 -260,675 1,590,000 Dividends 0 0 0 4,500,000 4,000,000 500,000 8,000,000 Revenue from non-exchange transactions General rates revenue 0 0 0 6,785,768
decommissioning of the water treatment pond was completed with minimal disturbance and the pasture strike was good, however the soil sampling showed that contaminants remain above the consent limits in several paddocks. No rating is given for the administrative performance because there were no requirements for this year. The ratings are defined in Appendix II. For reference, in the 2022-2023 year consent holders were found to achieve a high level of environmental performance and compliance for 878
for the following six months. Working with Iwi Communications to prepare material and set timing for extensive iwi engagement. Continuing recruiting for Engagement Officer position. Policy and Planning Committee - Freshwater Implementation Programme Update 12 page Project Risk/Opportunity Management Description Effect Mitigation Strategy Risk Rating (unmitigated) Actions currently being taken Lack of a clear strategy and timeline for
monitoring programmes, while for another 96 (10%) of the consents a good level of environmental performance and compliance was achieved. A further 27 (3%) of consents monitored required improvement in their performance, while the remaining one (<1%) achieved a rating of poor. This report includes recommendations for the 2023-2024 year. page page i Table of contents Page 1 Introduction 1 Compliance monitoring programme reports and the
methods and considered responsible resource utilisation, to move closer to achieving sustainable management of the region’s resources. 1.1.4 Evaluation of environmental performance In addition to discussing the details of the performance and compliance by the consent holder, this report also assigns a rating to the Company’s environmental and administrative performance during the period under review. The rating categories are high, good, improvement required and poor for both environmental
consents a good level of environmental performance and compliance was achieved. A further 27 (3%) of consents monitored required improvement in their performance, while the remaining one (<1%) achieved a rating of poor. In terms of overall environmental and compliance performance by the consent holder over the last several years, this report shows that the consent holder’s performance has improved since the previous year’s review. This report includes recommendations for the 2023-2024
monitored through the Taranaki tailored monitoring programmes, while for another 96 (10%) of the consents a good level of environmental performance and compliance was achieved. A further 27 (3%) of consents monitored required improvement in their performance, while the remaining one (<1%) achieved a rating of poor. In terms of overall environmental and compliance performance by the consent holder over the last several years, this report shows that the consent holder’s performance remains at a
Taranaki tailored monitoring programmes, while for another 96 (10%) of the consents a good level of environmental performance and compliance was achieved. A further 27 (3%) of consents monitored required improvement in their performance, while the remaining one (<1%) achieved a rating of poor. In terms of overall environmental and compliance performance by the consent holder over the last several years, this report shows that the consent holder’s performance remains at a high level in the year
achieved a rating of poor. In terms of overall environmental and compliance performance by the consent holder over the last several years, this report shows that the consent holder’s performance remained at a high level in the year under review. This report includes recommendations for the 2023-2024 year. page i Table of contents Page 1 Introduction 1 Compliance monitoring programme reports and the Resource Management Act 1991 1 1.1.1 Introduction 1
charge-out rate is used to calculate the value of the professional service. This is to capture the true cost of the staff’s time when working on an activity. The scale of charges for staff time is set through the Council’s Long Term Plan and updated each year through the Annual Plan. These professional services are managed through the Council’s internal procedures. Refer Section 14 for additional details. Professional service – External Includes professional services typically provided