Meeting of the Hawke's Bay Regional Council



Date:                 Wednesday 21 September 2011

Time:                9.00am


Council Chamber

Hawke's Bay Regional Council

159 Dalton Street



Attachments Excluded From Agenda


item       subject                                                                                                                   page


8.         Draft Strategic Plan Summary and Communication
Plan 2011-12

Attachment 1:     Strategic Plan Summary Document

Attachment 2:     Communication Plan 2011-12


10 .      Adoption of the Regional Public Transport Plan

Attachment 1:     Copy of Printer’s Proof Final Regional Public Transport Plan

Strategic Plan Summary Document

Attachment 1












Hawke’s Bay Regional Council

Strategic Plan Summary









Hawke’s Bay Regional Council

Strategic Plan Summary











1.      LAND       

2.      WATER QUALITY     

3.      WATER ALLOCATION       

4.      WATER SECURITY    









Introduction – Thinking about Hawke’s Bay’s Future


This summary of the Strategic Plan outlines the overall strategic priorities for Hawke’s Bay Regional Council over the next ten years.  These will likely form the basis of the development of the Ten Year Plan for 2012-2022.

As with any plan, it should be seen as a ‘living document’, subject to evolution, refinement and adjustment as the external environment changes, priorities shift, new ideas and thinking emerges, plus learning from implementing the various initiatives within the plan, result in better ways of doing the job!

Hawke’s Bay Regional Council (HBRC) has responsibility to promote environmental, economic, social and cultural wellbeing in the region.  Over the last term of Council, we have initiated a number of activities that have encouraged the community to think about the region’s future.  Many of you have been involved in attending, thinking about the ideas and providing comments.

Activities have included:

·        The Embracing Futures Thinking – publication of the Goals and Objectives booklet

·        The Embracing Futures Thinking breakfast series

·        The HB2050 Land River Us – future scenarios report

·        The pre-feasibility and feasibility studies for water storage infrastructure.

The thinking generated from these initiatives, both within HBRC and within the community, has contributed to the development of the Strategic Plan.

Please use this summary document as a guide to HBRC’s thinking and plans and as a discussion point within your business, organisation or sector.  This is very much an overview only and there is much more detail in our planning and strategy documents, so please contact us if you need more information on any aspect.



Signed by Chairman and Chief Executive


Where we have come from

The genesis of Hawke’s Bay Regional Council lies back in 1938 with the devastating Esk Valley flood on Anzac Day that year which caused major damage in Esk Valley and widespread flooding in Hawke’s Bay.  The Hawke’s Bay Catchment Board (Hawke’s Bay Regional Council’s predecessor) was formed soon after.   Over the 1940s, 50s and 60s flood control and drainage schemes were, with government financial assistance, put in place in the Lower Tukituki, Ngaruroro and Tutaekuri River catchments; these have enabled much of the horticulture and economic base of Hawke’s Bay to develop.  The Upper Tukituki Catchment Control Scheme was completed in the 1980s and 90s.  A number of other smaller flood control and drainage schemes have also enabled land to be developed.

In 1989 Government reformed local government across New Zealand resulting in the most of the institutions we see today.  In Hawke’s Bay, the Catchment Board and Regional Water Board, the United Council, the Harbour Board and various Pest Destruction Boards were merged to form the Regional Council.  The new Council had responsibilities of regional strategic planning, biosecurity, and civil defence alongside its natural resource management and flood control responsibilities.  Hawke’s Bay Regional Council also became the majority owner of the Port of Napier Limited (with minority shareholding by Manawatu-Wanganui Regional Council).  The Port, governed by an independent Board of Directors, has sustained continuous growth over this time.

Hawke’s Bay Regional Council was one of the first of the regional councils to produce the Regional Policy Statement and regional plans required under the Resource Management Act and to have those plans operative.  Hawke’s Bay Regional Council is now starting the third generation planning cycle.  The Council recognised the benefits of working alongside the QEII Trust to covenant indigenous bush and wetlands. The Hawke’s Bay Regional Council’s possum control programme is seen as a leading example and we are the only council still delivering the Animal Health Board programme.  Hawke’s Bay Regional Council is also one of the first councils to establish a dedicated Group Controller for civil defence and emergency management in Hawke’s Bay, and this is a trend that most likely will emerge in other regions.

In 2002, the Local Government Act provided Councils with a broader mandate to promote environmental, social, cultural and economic wellbeing in the region which Hawke’s Bay Regional Council has responded to by considering these aspects in the Strategic Plan.  


Key Statutes

The statutes that provide Hawke’s Bay Regional Council with its key functions include:

·        Local Government Act 2002

·        Resource Management Act 1991

·        Land Transport Management Act 2003

·        Biosecurity Act 1993

·        Civil Defence and Emergency Management Act 2002

·        Land Drainage Act 1908 and Soil Conservation and Rivers Control Act 1941


Purpose, Vision & values


Our purpose

Hawke’s Bay Regional Council has a long term focus and it exists because of its statutory role in:

·        Natural resource knowledge and management

·        Natural hazard assessment and management

·        Regional strategic planning

·        Regional scale infrastructure and services


Our vision

A region with a vibrant community, a prosperous economy, a clean and healthy environment, now and for future generations.


Our values

Excellence – we aim high and take pride in providing an exceptional service

Forward thinking – We anticipate and prepare for the future

Innovation – We are open to change and seek new ways of doing things

Integrity – We demonstrate openness, honesty and respect in our relationships

Partnerships – We build strong partnerships to achieve common goals

What will Hawke’s Bay look and feel like in 2050?

This is the question that led Council to produce a set of futures scenarios for Hawke’s Bay in 2050.  HB2050 Land River Us describes three possible futures. The report contains information about our demographics, environmental and economic trends and much more.

To help us answer this question, we posed four supporting questions:

·              How will natural resources be managed?

·              How will land be used?

·              What will land tenure look like?

·              How will people be living together?

Around 70 people within Hawke’s Bay were interviewed as part of this process and two workshops were held with the interviewees.  A small team of people then spent 3 days reviewing all the information from the trend analyses and the interviews to identify the key trends and areas of uncertainty that we face when thinking about the future.


Three stories were developed around those trends and uncertainties to describe three equally plausible futures.


In the development of this strategic plan, we have used this tool to paint our own picture of the future in 2050 in respect of these questions.


Our picture of the future in 2050

Hawke’s Bay people appreciate the value of the region’s natural assets, and the resilient and sustainable planning framework that is in place is recognised as “uniquely Hawke’s Bay”. 

Double Bracket: Q: What does your picture of our future look like? A strategy was put in place to bring our water use within the limits, and was based on occasionally conflicting community values.  However water allocation limits and water quality limits have been set and we all know how much water is being used so water demand and use is managed much more proactively; the use of sophisticated monitoring of plant water requirements, and equally sophisticated irrigation systems, helps us achieve the best use of our available water across the region.

Communal water storage provided a solution to the over allocation in some areas and the users now take collective responsibility for how water is managed within catchment wide consents.  Other catchment groups also manage their own allocation of water between group members. HBRC’s role is now largely one of verification as catchment groups take much more collective ownership of compliance and enforcement amongst themselves.  The river systems largely flow naturally during low flow periods and have healthy aquatic and riparian ecosystems due to storage meeting all irrigation requirements in some catchments.

The landscape is a mosaic of different land uses and farming systems, reflecting an understanding of the land’s capability and the benefits we gain from it.  Large areas of Class 7e erodible land have been planted in trees of mixed species and for mixed purposes; these tree blocks occur within profitable farming systems - in fact they enabled profitable farming systems to occur.  Patches of Class 6e land are also in forestry but some are still grazed, as the adjoining vegetated areas provide shelter and stability and enable extensive grazing to occur within the soil and geological limits.

On the fertile river plains across Hawke’s Bay, a diverse range of food crops supply the food processing centre-of-excellence in Hastings and Whakatu.  New processing plants in Waipukurau handle the increased production from the Ruataniwha Plains area.  Farming with precision using GPS and satellite technology, real time monitoring of soil conditions and plant growth is the norm these days.  The use of minimum tillage techniques and the building up of organic soil matter has improved both the soil structure and water retention. Good infrastructure allows processing of crops close to supply, which means that exports through the Port of Napier are of high value.

Urban development planning has ensured that our high class land, which is capable of producing high quality crops with minimal inputs, has not been covered in housing and industrial developments.

Iwi are substantial land owners and their holdings have grown significantly since the Treaty settlements.  Partnerships with other investors have enable significant and highly diversified developments on these lands while the kaitiakitanga philosophy ensures enduring and sustainable land management practices continue.  Land owners across the board share an ethic of stewardship.

The economic opportunities provided by secure water supplies have resulted in a change in land ownership.  Many farmers at or beyond retirement age and, with no-one to inherit their farms, sell to the more corporate style of farming.  Those with sons and daughters educated in the new ways of farming jumped at the chance to move the farm business ahead using a different business model.  Joint ventures, combining the corporate and family based farms, are common.

Our living environments provide choice for families and individuals - choice to be self contained or an integral part of the community, choice to walk, cycle, bus or drive, choice to grow their own vegetables in individual or communal plots or buy from home market gardens.  Our living environments are clean, housing is compact and makes clever use of space, while private and shared communal areas provide pleasant open areas.

New residents continue to be drawn to our region because of its size and its climate. Our primary and secondary educational facilities have always been a draw card and this is now extended through the ‘centre of excellence’ applied science facilities developed through partnerships with EIT, and national and international universities, based on our region’s food production and plant processing abilities.   As a result, our young people are being educated locally and there is plenty of opportunity for them to work in Hawke’s Bay.  Income levels have increased markedly, while crime and suicide rates are at an all time low.  Throughout the community there is a feeling of empowerment and self-sufficiency.

There is a thriving, creative community, many of whom are Hawke’s Bay people returning home to raise their families and to start businesses.  Hawke’s Bay is well connected to the rest of the world, and the world is well connected to us.

Underpinning the people, the economy and the environment is a unique governance and operational model.  A resilient and sustainable planning framework has come out of the co-governance regional planning committee, which still has equal numbers of iwi and elected regional representatives at the table debating and make recommendations for future natural resource management. By recognising the benefits of working collaboratively with our regional neighbours in the lower North Island, we are able to deliver more with the region’s financial resources. 

The region’s wealth is growing and the community is investing and reinvesting in itself for greater flexibility, resilience, and sustainability.

Strategic goals and enablers

Strategic goal

Resilient Ecosystems

Resilient Economy

Resilient Communities

Focus Areas


Water Quality

Water Allocation

Water security

Natural Hazards & infrastructure

People & Communities

Strategic Outcome

Viable and resilient farming systems are being achieved through sustainable land use

There is proactive integrated management of land and water.

Water supply and ecosystem needs are optimised for sustainable growth.

Water supply and demand for sustainable growth are optimised.

People and businesses feel safe and are willing to invest in Hawke’s Bay.

Comprehensive, relevant and quality services continue to be delivered by Council to enable a connected and healthy community.

Proposed Approach

Increase investment in land use diversification

Refine the focus of regional landcare scheme.

Focus on intensive land use/irrigation

Focus on increasing the viability of hill country farms

Increase levels of applied research

Continue to minimise pest impacts

Better understand trends and risks for each catchment

Collaborate with stakeholders in high risk areas to design viable solutions

Set objectives in regional plans where necessary.

Determine habitat requirements in pressured catchments

Determine sustainable allocation limits in pressured catchments

Ensure efficiency and delivery of  public transparency of water use

Understand water demand and use

Apply efficiency measures where needed

Investigate alternative sources where needed

Invest in systems and infrastructure where needed

Continue with research, risk reduction and information on hazards/risks

Manage flood scheme assets affordably

Continue to use scheme assets for environmental and amenity enhancement

Continue to build community resilience through civil defence, well designed plans, sound investment and infrastructure provision

Achieve healthy homes and clean air

Connect urban communities via public transport

Keep communities well-informed

Enhance relationships and partnerships.





Statutory Planning


Strategic Alliances

Fit for Purpose Organisation

Strategic Outcomes

Policies and plans are ahead of trends

Investment is enabling the regional economy to prosper sustainably

Mutual relationships over the long term help achieve the sustainable development of Hawke’s Bay

Council is a responsive organisation that meets changing needs.

Proposed Approach

Regional intelligence identifying issues from a range of regional sources

Develop regional planning solutions that are clear, well-founded and deliver certainty for residents and business

Deliver spatial planning in partnership with other regions

Achieve integrated catchment strategies

Embed the Regional Planning Committee

Investment company and subsidiaries are operational

Deliver economic, environmental and financial benefits through investments

Improve within- region efficiencies, eg supply chain, through linked investment assets

Establish partnerships with a range of sector and institutional organisations which are founded on:
 - common values,
- long-term mutual dependency,
 - delivery of better services to our community

Undertake shared services with other councils and organisations

Maintain a positive organisational culture

Take quick action on opportunities to deliver services

Benchmark performance with other Regional Councils

Evolve relevant services which create value






Strategic Plan




1.  LAND

Desired Outcome

More viable and resilient farming systems in the region through sustainable land use. 

What will success look like?

Most farmers are achieving improved economic return from their property with a reduced environmental footprint.   The impact of diffuse runoff from farms is reduced and managed through best on farm practice.  Regional Pest Management Strategy goals are met over 1 million hectares.  Progress in achieving sustainable land use over 150,000 ha of fragile hill country land and soils has trebled over the current rate and is delivered in partnership with farmers.

Proposed approach

•          Increased targeted investment in and improve the focus of the existing Regional Landcare Scheme (RLS) to assist land owners to achieve improved sustainability through better manage soil retention, resilience, and on farm management of nutrient losses to waterways.

•          More focus on intensive land use associated with irrigation, integrating better land management with access to water.

•          More emphasis on afforestation of steep, low productivity hill country to provide more diversity in pastoral hill country farming income, in conjunction with other partners/initiatives.

•          Encourage more applied research in Hawke’s Bay to improve innovation and the environmental and economic performance of farming systems.

•          Continue to manage pest plants and pest animals to minimise any potential adverse impact on the primary productive sector.

What will we do in the next 3 years?

•          Potentially implement a forestry initiative integrating carbon/commercial forestry into hill country farming and commit to invest $5M ($30M over the next 10 years)

•          Establish strong links with research community together with a joint strategy to apply science/knowledge within Hawke’s Bay for the benefit of the primary productive sector with a demonstrated positive return on investment.

•          Implement a programme to improve knowledge of the impact of farming activities on land and water resources.

Double Bracket: Q : Should we invest in ‘within’ farm afforestation on erosion prone land at this scale and rate?Within 10 years?

•  $30M will be invested in afforesting 15,000 ha of Class VIe and VIIe hill country land.  A further 15,000ha of planting is in high UMF manuka plantings or similar, and private sector establishment of timber/carbon forestry.

•  We will be using robust knowledge of the links between land use and water quality in prioritised catchments to influence farming practices.

•          We will have strong links with the research community, using these through a ‘centre of excellence’ to improve understanding of the impact of farming on water quality and soil retention.



•          Since the passing of the Soil Conservation and Rivers Control Act in 1941, we have accumulated 70 years of work and knowledge in soil conservation and erosion control in the region.

•          Hawke’s Bay Regional Council established the Regional Landcare Scheme in 1995 to encourage and influence soil erosion prevention and water quality improvement, with the following progress -

Total investment by HBRC in RLS

$7.13 M, equating to a total on farm investment of approx $18M

Approx number of poplar and willow poles planted for soil erosion

440,000, based on 40-50 poles /ha this equates to approx 10,000ha

Wetlands protected


Joint venture forestry arrangements

14 over approx 400ha


744 (the total number of clients is only approx 15% of HB farmers, and to make a meaningful difference, additional tools must be found)



Riparian protection


Significant fencing and planting on farms and HBRC owned land.

•          In the past 3 years, Hawke’s Bay Regional Council has increased its involvement in the integration of farm afforestation and forestry into pastoral hill country: afforestation grants - 500 hectares; joint ventures – 400 ha; HBRC land (including CHB wastewater) – 500 ha.  

·        We are looking at entering a joint arrangement with Comvita Ltd to deliver Ultra High Muanuka Factor honey from manuka plantings at Tutira Country Park, as a novel demonstration of economically productive landuse change.

•          The Regional Pest Management Strategy implementation has significantly reduced the impact of pest animals and pest plants on the primary sector economy.  The possum control areas programme and the HBRC administered Animal Health Board vector control programme has resulted in low possum numbers over more than 90% of the region’s productive land.


Charts will be redrawn for final print


Desired Outcome

Proactive integrated management of land and water.

What will success look like?

Catchments with current water quality issues and risks will have an integrated management plan with clear objectives for broad environmental, economic, social and cultural outcomes, developed by the community. 

Integrated management plans for other catchments will be done on a potential future risk basis. 

Each catchment community will take action on their own to achieve the management objectives.

Water quality trends in degraded catchments will be improving.

Our proposed approach

•          Understand trends and future risks for land and water quality on a regional / catchment / area basis

•          Apply a collaborative, multi-stakeholder approach to known at-high-risk areas.

•          Include management objectives for broad outcomes in regional plans where appropriate.

 •         Apply both known techniques for improving water quality, as well as trial new technologies as appropriate.

What will we do in the next 3 years

•          Develop a prioritised approach to managing future risk.

•          Develop and apply integrated catchment strategies based on catchment models for Tukituki, Ngaruroro (including Karamu and Heretaunga Plains aquifer) and Tutaekuri catchments and incorporate in regional plans.

Within 10 years

•          Develop integrated catchment strategies for Arapaoanui Catchment (Tutira) and incorporate in regional plans.


Double Bracket: Developing integrated catchment strategies with stakeholders is time and resource intensive. 
Q : How should it be funded?



•          We have monitoring strategies in place that form the basis of the state of the environment programmes and report on water quality state and trends on a catchment basis.

•          We have identified positive changes already to phosphorus levels in the Taharua catchment as a likely result of the riparian management programme in the catchment.

•          We have invested in forestry to enable wastewater to be removed from influencing groundwater and surface water in both Mahia and Central Hawkes’ Bay.

•          We supported the Tukituki Liaison Group, a multi-stakeholder group in developing a set of objectives and policies for the management of land and water in the Tukituki catchment.  This will be part of the information considered to develop statutory policies in the regional planning documents.

·        We have supported the Taharua Stakeholder Group in the development of vision, values, and management objectives for the Taharua and Upper Mohaka Catchment, and undertaken scientific investigations regarding groundwater flow, nutrient movements and fish energetics.

·        An ecological management plan for the Ngaruroro River has been prepared. A similar plan is currently being developed for the Tutaekuri River, as we concurrently develop an implementation programme for the Ngaruroro plan.

·        A management plan is in place for Karamu Stream on the Heretaunga Plains to improve drainage and water quality and steady progress is being made on wetland development and riparian planting in association with Hastings District Council, local marae and community groups.  The Karamu Enhancement Group of volunteers assists HBRC with planning and work on the ground.

·        We purchased land alongside Lake Tutira in 1998 to retain as a country park and a positive example of soil erosion management.  We have steadily developed wetland areas and riparian planting, taken steps to assist with water quality improvement, developed an arboretum and planting on the steep slopes.  As an open space, the park is available for camping and day visitors.


Desired Outcome

Optimisation of water supply and ecosystem needs for sustainable growth.

What will success look like?

The water allocation framework, which includes water use efficiency at individual and collective levels, is incorporated into statutory planning documents, to provide certainty and process efficiency for the community and for businesses.

Proposed Strategic Approach

•          Determine habitat requirements of aquatic ecosystems in catchments under existing or emerging water use pressure.

•          Determine sustainable allocation limits in catchments under existing or emerging water use pressure.

•          Seek efficient use of water through individual and collective mechanisms. Water users have, to date, operated as individuals, generally concerned about their own allocation of water and not too concerned about how others might use it.  In a constrained water environment, which requires water to be used more efficiently, there will need to be a shift toward thinking and acting collectively, sharing the resource to the benefit of all users and the environment.  This may happen through voluntary initiatives as well as regulatory mechanisms.


What we will do in the next 3 years

•          We will implement the Land and Water Strategy, particularly for sustainable use of water.

•          Water allocation frameworks for Tukituki catchment and Ngaruroro catchment (including Karamu and Heretaunga Plains aquifer) will be developed and set within regional plans.


Within 10 Years

•          The water allocation framework for the rest of region will be contained in the Regional Plan.



•          Significant science has been completed over 15 years (and especially over the last 3 years) to support policy development, including assessment of in-stream needs, scenarios for harvesting higher flows, development and use of the transient groundwater model for the Ruataniwha Plains.  

•          This has led to a better understanding of the hydrological characteristics of integrated groundwater and surface water systems and habitat requirements, particularly of the Ruataniwha Plains aquifer and Tukituki river system.

Double Bracket: Tensions between stakeholders are likely to increase as new allocation limits and minimum flows are set. 
Q: Are we ready to think differently about how to achieve multiple objectives?
•          Work is in progress on improving an understanding of the Heretaunga Plains aquifer, building on what is already a very substantial knowledge base.

•          A successful Water Symposium focusing on water management issues was held in 2010 followed by the establishment of a Reference Group and the development of a Land and Water Strategy during 2011.








Strategic Outcome

Optimisation of water supply and demand for sustainable growth.

What will success look like?

We will have healthy rivers with sustained summer flows plus viable, irrigated economic activity potentially on double the land base over that currently being used.  Water security will enable farm businesses and investors make long term business decisions, directly contributing to the growth of the region’s economy.  Achievement at this scale should be seen as a 5 to 10 year objective.

Our proposed approach

•          We will understand water demand and use.

•          Where water supply is constrained, we will apply individual and then shared efficiency measures.

•          Where efficiency gains are not enough, we will investigate alternative sources, including storage.

•          Greater applied science in primary sector will be encouraged plus collaboration with other organisations to encourage increased productivity and profitability.

What we will do in the next three years

·        We will, with irrigators, rapidly progress installation of water metering and telemetry to water takes.

·        We will continue with various stages of investigating the Ruataniwha water storage feasibility, including seeking funding partners, with construction potentially underway towards the end of this period.

·        We will secure government feasibility funding for the Ngaruroro augmentation strategy and complete feasibility study.

·        Double Bracket: On a catchment water balance basis, there is enough water to meet potential demands.  The issue is one of distribution and timing. We will seek collaboration initiatives with other organisations to achieve increased productivity and profitability

Within 10 Years

•          Irrigation within the Ruataniwha basin will be expanded and there will be improving flow regimes in the Tukituki.

•          We will be implementing the outcomes of Ngaruroro Augmentation Strategy.



•          Irrigation user groups have been set up by irrigators with Regional Council assistance in the Ruataniwha, Ngaruroro and Twyford areas. This initiative is intended to ensure water is used efficiently and, in some cases, transferred between users where this will result in greater efficiencies and less pressure on the water resource.

•          Water metering and telemetering of data associated with irrigation water use is in place across 800 of the 2,500 water take consents in Hawke’s Bay. This initiative will enable user groups work effectively in terms of water transfers, and for water use information to be transparently communicated to the public.

•          A Pre-feasibility study has been completed on Ruataniwha Storage Project. A full Feasibility Study is underway which is testing a proposition of increasing irrigation potential by approximately 20,000 ha in addition to the 5,000 ha currently irrigated, as well as improving summer low flows in the Tukituki River by approximately 30%.

•          A Pre-feasibility study has been completed on Ngaruroro/Karamu augmentation. This study addresses essentially the same issues.

•          Both feasibility studies are developing information on irrigation management methods which limit discharge of nutrients to rivers.

•          Investment over the last three years (including this financial year) is in the order of $4.8m. 




Strategic Outcome

People and businesses feel safe and are willing to invest in Hawke’s Bay.   The community is informed about the risks and satisfied with the level of protection provided through both planning and physical protection works.

What will success look like?

Communities have a good understanding of the natural hazard risks they live with and acknowledge their role in mitigating the potential adverse impact of those risks.

Proposed approach

•          We continue to improve and disseminate our knowledge of natural hazard risks, and use this information to mitigate those risks and improve community resilience.

•          We will complete and implement the Hawke’s Bay Natural Hazards Strategy in the Regional Policy Statement.

•          We will continue to effectively manage the flood and drainage scheme assets to provide levels of protection and services agreed by the community.  We will review expectations of community within flood control scheme areas through periodic reviews, and communicating and consulting on risk and affordability.

•          We will continue to seek and action opportunities to use scheme assets for public enjoyment and environmental enhancement.

•          We will expand our understanding of the complex interactions between land use, runoff and river flows and develop strategies and policies as appropriate for integrated catchment management.

What we will do in the next 3 years

·        We will integrate the civil defence emergency management resource in Hawke’s Bay so that has the capability and capacity to effectively and efficiently respond to and recover from a significant natural hazard event that adversely impacts on any part of the region.

·        We will establish programmes of work to improve the levels of service provided by the Heretaunga Plains Flood Control and Drainage Scheme, following agreement by the scheme beneficiaries.

·        Double Bracket: Q: Can we better integrate flood management into the overall water quality and soil conservation planning through integrating wetlands and planting? 

We will commence a review of the levels of service provided by the Upper Tukituki Flood Control Scheme.

Within 10 Years

We will have a greater understanding of the risks associated with natural hazards and ensure these can be managed or mitigated through a planned approach applied consistently throughout the region.

We will be making progress on a planned programme of upgrading works to achieve levels of service agreed with the relevant communities.



•          The Hawke’s Bay Group Civil Defence Emergency Management Plan was adopted in 2006 and is currently under review.  Additional staff were appointed to manage the region’s Civil Defence responsibilities in September 2011, and additional staff are planned for Wairoa and Central Hawke’s Bay during 2011.  This resource will result in a more integrated and effective civil defence resource for the Hawke’s Bay region.

•          Coastal hazard lines have been identified and included into regional planning documents. Tsunami inundation risk planning is well underway with the coast from Clifton to Tangoio mapped and local councils provided with data.

•          Earthquake faults and flood hazard areas have been identified and a planning response included in city and district planning documents.

•          Flood Control and Drainage Schemes are in place for the Upper Tukituki Rivers, Heretaunga Plains, and a number of isolated flood prone communities throughout the region.  There are also region wide river and stream schemes which fund vegetation management in a range of waterways not covered by specific Schemes.  These schemes are primarily targeting the flooding of roads and other infrastructure essential for community wellbeing.

•          Some schemes provide opportunities for public recreation and biodiversity enhancement.  Examples of this include Te Karamu, Harakeke, Pekapeka Wetland, Waitangi wetlands, Pakowhai Country Park, and an extensive and growing pathway network constructed on Heretaunga Scheme land.

•          The development of a Hawke’s Bay hazards strategy is in progress.



Strategic Outcome

We are continuing to deliver comprehensive, relevant and quality services which contribute to a connected and healthy community.

What will success look like?

The regional community will have a clear understanding of the value of risk management assets.  There will be more choice in public transport and more opportunities to improve household sustainability.  HBRC’s open space assets will be well used by everyone and the cycle trails will be a draw card for tourists.

Our proposed approach

•          Continue to influence and invest in services which build resilience and insulate the community from risk.

•          Align services and assets to deliver multiple benefits accessible to more people in the community.

•          Increase targeting of information to specific audiences to ensure that projects and programmes can be successfully put into action.

•          Re-focus the use of available community funding to enhance relationships and partnerships that increase our understanding of social and demographic needs.

•          Influence environmental approaches in urban areas (such as water efficiency and stormwater management).

What will we do in the next three years

•          Review representation on the Hawke’s Bay Regional Council as required by local government legislation.

•          Continue to monitor and expand, where necessary, passenger transport and Total Mobility services within the Heretaunga Plains area to meet increasing need.

•          Improve resilience and preparedness of regional community to natural hazard events.

•          Continue to provide financial assistance to increase the number of healthy homes in urban areas of Hastings and Napier, and explore opportunities for alternative sustainable energy options for households.

Double Bracket:  Q: How do we encourage communities to change the way they use natural resources, and prepare for natural hazards etc? 

•          Promote the recreational use of the public open space assets that we manage, such as country parks.

•          Continue to implement the Community Engagement and Communications Strategy.

•          Continue to support the development of regional public infrastructure projects.


Within ten years

•          HBRC continues to meet all legislative requirements with regard to democratic processes, including representation

•          The passenger transport needs of communities outside the Heretaunga Plains area continue to be assessed and planned for, where significant need is identified.

•          Air quality standards have been met in urban air sheds (by 2016 and 2020) and we have instigated other opportunities for the community to make sustainable improvements to their homes.



•          We have continued to maintain democratic processes, including local body elections.

•          We have increased public transport services (both buses and the Total Mobility Scheme) substantially.  Since 2009, many significant service and infrastructure improvements have been made to the public transport network including rebranding of the service, introduction of a smartcard fare payment system, improved timetable information and the introduction of Sunday services and increased Saturday services. Passenger trips have increased steadily (2009-434.231; 2010- 512,657) and in the first six months of 2011 passenger numbers increased 15% over the same period in 2010. The Total Mobility Scheme continues to exhibit steady growth with a 33% increase in membership in the past three years.

•          Funding of an Open Spaces portfolio has focused on providing recreation facilities within close proximity to the main urban communities. We manage six open space parks for the community at Karamu Stream, Pakowhai, Pekapeka Wetland, Tangoio, Lake Tutira and Waitangi Estuary,  as well as 32 river entry points. 

•          We were successful in receiving government funds to assist the development of three cycle trails as part of the New Zealand Cycle Trails project, and we lead this initiative, with the support of Napier City and Hastings District councils. A total of $4.38 million is budgeted for this to date. Hawke’s Bay is likely to offer nearly 190 kilometres of trails, equating to 8% of the national total of 2,253 kilometres.

•          The Heat Smart programme was established to provide funding assistance for home insulation and clean heat conversions, primarily to the urban communities of Nastings and Hapier. In the 18 months to June 2011, 1432 clean heat conversions and 6,212 combined insulation and clean heat upgrades received some form of financial assistance from Hawke’s Bay Regional Council and/or EECA.

•          We have continued to maintain emergency management/civil defence operations at the regional scale, more recently appointing the first professional Civil Defence Group Controller for the region and dedicated Emergency Management staff at Wairoa and Central Hawke’s Bay district councils, in addition to the existing CDEM full time and co-opted staff at Hastings, Napier and regional councils.

•          We have provided funding support for a number of major facilities provided by territorial authorities.

•          We provide community development funding to a small number of community organisations for operational support through partnership arrangements, and additional funding to assist community groups with environmental projects (LEAF).

•          We provide funding assistance to the Enviroschools programme involving 29 schools (2011) and provide assistance to Hawke’s Bay schools and students in the Youth Environment Forum.


Strategic Outcome

Hawke’s Bay Regional Council plans are providing a strategic framework for natural resource and hazard management and regional scale infrastructure, and are therefore ahead of trends. 

What will success look like?

The Hawke’s Bay region is seen as a good place to do business, as the regional strategic direction for the management of water demand, supply and the regional water resources is clear, owned by the community and incorporated into statutory planning documents to provide certainty and efficiency of process. Plan changes are no longer driven by isolated, single issues, and are quicker to process.

Proposed approach

•          Scan and collate regional intelligence from all sectors and identify emerging issues and plausible futures (scenarios).

•          Develop comprehensive strategies for regional solutions through collaborative approaches such as the Land and Water Strategy, and the Heretaunga Plains urban development strategy.

•          Investigate spatial planning for Hawke’s Bay and with our southern North Island counterparts.

•          Develop and incorporate integrated catchment strategies into statutory planning documents where appropriate.

•          Embed the HBRC / Treaty Settlement Group Regional Planning Committee both in governance and via statute.


Next 3 years

•          Collaboratively promote and implement the Land and Water Strategy.

Double Bracket: While much of the changes to the resource management plans have been identified, the formal planning process is too slow.  Further streamlining is required.  Spatial planning is also on the horizon.

•          Plan change notified and decisions released for the Tukituki River Catchment.

•          Plan change notified for the Ngaruroro River, Heretaunga Plains Groundwater and Karamu Stream integrated system.

•          Taharua Strategy plan change notified and decisions released.

•          RPS changes for Growth Management and strategic integration of land use and infrastructure notified and decisions released.

•          Implementation Programme prepared and reported on annually for the National Policy Statement for Freshwater Management.

•          Investigate how a spatial plan for the Hawke’s Bay region would enhance regional strategic planning.

Within 10 years

•          On a prioritised catchment basis, incorporate integrated land and water management within strategies and regional plans.

•          Implement the National Policy Statement for Freshwater Management

•          Commence a review of any sections of the Regional Policy Statement and Regional Resource Management Plan that have not been reviewed in the last 10 years.



•          Development of HB2050 Land River Us - a set of futures scenarios and comprehensive summary of trend data to assist the required long term thinking for regional strategic planning.

•          Ongoing development of a Hawke’s Bay Land and Water Strategy to set the higher level direction for land and water management.

•          Ongoing work on the Heretaunga Plains Transportation Study and wider Regional Transport Study as inputs into the review of the Regional Land Transport Strategy.

•          Operative second generation Regional Policy Statement and Regional Resource Management Plan, and nearly operative second generation Regional Coastal Environment Plan.



Strategic Outcome

Investment in regional scale infrastructure and assets to deliver sustainable regional prosperity.

What will success look like?

Hawke’s Bay Regional Council is investing in a balanced portfolio that is aligned to the future sustainable development of the region and has a level of liquidity/flexibility that has enabled the region to evolve in a sustainable and resilient manner.

Proposed Approach

·        The proposed vehicle to be used for improving the diversification of investments and the return on investments is to set up an Investment Company and related subsidiaries.  This company would target potential investments in water (storage), land (improved land use/technology), infrastructure (commercial property) and logistics (PONL).

·        Investment in any one of these categories may have a multiplier effect on any of the other categories, e.g. investment in water storage enhances improved land use and additional tonnages exported through the Port.

·        Where possible, the investments add value in multiple ways, i.e. to the primary sector and export economy, to the natural environment on which the economy is based and to Hawke’s Bay Regional Council ’s income stream.

·        The proposed Investment Company achieves improved tax treatment for corporate investments.

·        Realignment of investment asset classes, as follows -

Asset Classes

Meets Hawke’s Bay Regional Council Focus Area

Allocation to Asset Classes



Leasehold Land




Water Storage

Regional scale infrastructure



Land Use Change

Natural resource management




Regional scale infrastructure



Commercial Property

Regional scale infrastructure




Natural resource management



Cash (2)








(1)        Resolving complex environmental challenges ( such as diffuse source discharges from intensive land use into water ways and/or capturing and communicating environmental data and information) increasingly require sophisticated technological solutions; some investment may be warranted in these areas.

(2)        The cash balances held at 2020 represent special purpose reserves, e.g. regional/scheme disaster reserves and asset replacement reserves.


What we will do in the next 3 years

•          Establish an Investment Company.

•          Establish related subsidiaries, specifically for water and forestry. Some of these investments are likely to be via joint ventures in some form.

•          Realise the value in both the Napier and Wellington leasehold property portfolios.

•          Increase investment in the new investment groups of water harvesting and improved land use (forestry/carbon credits).

•          Continue funding support for development/revenue generating initiatives associated with PONL.

Within 10 Years

•          Assess opportunities for continued investment being required within a 7-10 year timeframe.


·        Hawke’s Bay Regional Council currently holds approc $250M in investments. 

·        We have invested in multiple purpose forest blocks for the treatment of wastewater, and feasibility studies for water storage with the aim of improving water security for all water users.

·        There have been substantial sell downs of Napier leasehold land, as lessees have freeholded their residential properties, releasing up to $16.5m in value over the last five years. A more aggressive sell-down of Napier leasehold land to lessees has been initiated for 2011/12.

·        An amendment to the dividend policy for receipt of Port of Napier dividends was made to allow additional funds to remain with the Port to accelerate development.

·        We have invested in National Cycleways, with the development of a third trail recently approved.

Sources of Funding - The sources of funding that cover Hawke’s Bay Regional Council’s operating activities and capital are as follows –



2011/12 Annual Plan

$ Million

% of Total

General Rates



Targeted Rates



Investment Income



Direct charges to customers






Hawke’s Bay Regional Council Reserves



Contributions from Central Government



Total Funding





Strategic Outcome

Create a set of mutually dependent relationships that will endure over the long-term and, in so doing, deliver outcomes that better achieve Hawke’s Bay Regional Council’s vision and purpose.  We want to increase the scale, speed, efficiency and positive impact of Hawke’s Bay Regional Council on the sustainable development of the region.

What will success look like?

There are active, formal alliances with a range of government, university, private and council organisations (locally, sub-nationally and nationally) that are working with us to provide valued services and research for both the region and our operation, that are targeted and efficient.

Our proposed approach

We propose to formalise partnerships that they are sector and institutionally based, and with a probability of a long-term mutual dependency.    Proposed partnerships are with

·        Primary sector associations (Federated Farmers, Hawke’s Bay Forestry group, Hort NZ, Pipfruit, Winegrowers, etc).  These industry groups share a vital interest in our natural resource and hazard management and planning and a need for greater catchment/community based management of natural resources.

·        Central Government Departments (typically included in the Chief Executives Environment Forum, i.e. MAF, MfE, DOC, LINZ, NZTA, MED).   The relationships are growing and deepening, and may continue with possible government reform.  Contractual relationships and revenue from these departments has grown over the past 3 years. There is also a relationship in terms of water and land policy, and service provision such as public transport. In some areas regional councils are seen as technology transfer agents.  There is, increasingly, a move to consider shared services, eg shared GIS and spatial data procurement, co-location of staff, secondment.

·        Regional Sector Group (a collective of Regional Council Chairmen and Chief Executives).  The Regional Council has traditionally attended quarterly meetings of this group and there are a number of inter-Council technical working groups. This is a critical group for the sector to influence Central Government and also opportunity to align joint services and operations where there are drivers for greater scale, efficiency and increased capacity.

·        Hawke’s Bay Treaty Settlement Groups.  Treaty of Waitangi (Tiriti o Waitangi) settlements are around ‘co-governance’ of natural and physical resources and a regional Planning Committee covering RMA functions is being formed. In time claimant groups will also become significant owners of economic assets and tangata whenua will have a more dominant role in shaping the region’s economic and social development.

·        Hawke’s Bay business community.  Partnerships will work through our support of Tourism Hawke’s Bay and collaboration with Business Hawke’s Bay.

·        Possible Shared Services Company. While Regional Council roles and functions are significantly different than those of local city and district councils, we serve and rate the same communities and this obliges us all to deliver services efficiently, and collaborate where there are clear benefits.  Formal collaborative arrangements focused on joint procurement and shared services with other regional councils can also offer cost savings and efficiencies.  A mix of alignments may be the outcome.

·        Research and Development Sector.   Hawke’s Bay is comparatively poorly served in this capacity compared to other regions in NZ. We want to develop an alliance with Crown Research agencies, EIT and universities to increase research input into Hawke’s Bay, specifically in environmental and economic development with the potential for a significant research hub to be located in Hawke’s Bay.

What we will do in the next 3 years

·        In the primary production sector, we will create a bi-annual forum to achieve alignment on key issues, set priorities.

·        We will work with Horizons Regional Council and Greater Wellington Regional Council to potentially align water, forestry, science and planning capacity to deliver better services across the lower North Island.

·        We will work with government departments to explore cost efficiencies, co-location of staff, and the potential for a staff member to concentrate on the relationship management aspects with government departments.

·        We will work within the regional sector group to allocate resources to set up service delivery integration across regional functions with Greater Wellington and Horizons Regional Councils.  We will enter into shared service arrangements, especially the joint policy development on national freshwater management reform, and make use of the national land and water web accessible database with all regional councils.

·        We will establish the Regional Planning committee to work with Treaty Settlement Groups (mandated) on resource management, and develop a deeper understanding of possible investment aspirations of the claimant groups and how they might complement Hawke’s Bay Regional Council’s directions.

·        We will implement the options for a Shared Services relationship with Manawatu-Whanganui Regional Council and formalise the gains already made with Central Hawke’s Bay DC and Wairoa DC.   We will maintain a dialogue with HDC and NCC about progress.

·        To progress research and development goals, a Massey staff role focused on its regional development strategy will be located within Hawke’s Bay Regional Council offices at Dalton Street.  We will also lead the development and strategic plan for R&D activities in Hawke’s Bay, working with our regional economic development group and Business Hawke’s Bay.  We will consider aligning existing budgets to a research consortium where additional funding can be leveraged.


·        In February 2010, Hawke’s Bay Regional Council adopted a set of principles for its strategic, integrated, and operational external relationships.

·        Within Hawke’s Bay the Regional Council has focused on developing a relationship with the Treaty Claim group relationship around the formation of the Regional Planning Committee. We have codified relationships with Hawke’s Bay councils in the Triennial Agreement.  Stakeholder relationships have been formalised around major Hawke’s Bay Regional Council activities, notably in the water reform and land management areas.  Service delivery relationships have been formalised via contracts or funding agreements.

·        Outside of the region, the Regional Sector Group established under the auspices of Local Government New Zealand (LGNZ) acts as the forum for Regional sector collective interests, and the Chief Executives’ Environment Forum acts as a collaborative arrangement between the Regional and Central Government departments operating in the Natural Resources sector.

·        All of these interactions are evolving and some offer a real opportunity to evolve into more formalised strategic alliances.


Strategic Outcome

A responsive organisation that meets changing needs in a timely manner and delivers on these needs efficiently.

What will success look like?

Hawke’s Bay Regional Council is recognised by the region’s residents, ratepayers, business leaders and community organisations as an organisation which is responsive, forward thinking and provides an excellent service.

Our proposed approach

•          The Regional Council will be part of one or more shared services arrangements with local and regional authorities which deliver either back-office or front-office regional council functions.

•          We will develop and maintain a positive organisational culture that reinforces ‘continuous improvement’ and is flexible and adaptable, open, ready to assist clients and able to collaborate with other organisations.  There will be a focus on leadership development, to identify career development paths within HBRC for employees.

•          We will maintain appropriate links with central government and key strategic partners to ensure Hawke’s Bay Regional Council has ‘intelligence’ on potential changes and opportunities.

•          Benchmarking of support functions against of regional councils as part of the Local Government New Zealand efficiency initiative.

•          The services HBRC delivers will evolve to support and be relevant to our overall strategy.


What we will do over the next three years

•          We will complete rolling reviews of the efficiency of Hawke’s Bay Regional Council departmental sections.

•          We will develop alliance or formal shared services agreements with regard to regional council functions with regional councils in central and lower North Island.

Double Bracket: External changes – such as legislation - will lead to changes in how Hawke’s Bay Regional Council’s role is delivered.  We need to be flexible and open to adapt and collaborate as required. •          We will develop alliances with natural resource-focused departments of central government, such as MAF and DoC.

•          We will develop alliance or formal shared services agreements with regard to administrative functions with local and regional authorities in Hawke’s Bay and Manawatu- Whanganui. 



•          We have identified a need to investigate the feasibility of water storage options in areas with seasonal water deficits.

•          We instigated a community based solution with the development of a funding assistance package so that homeowners can access insulation and clean heat installation.

•          We worked with Ngati Pahauwera to find an integrated solution for co-governance of natural resources that suits the whole region.

•          We’ve made significant investment in information systems, that provide flexibility and services for HBRC staff and clients, especially water use information.

•          We have installed a new, modern and responsive financial management system.

•          External efficiency reviews of consents, corporate services and Heat Smart sections have been undertaken.




Communication Plan 2011-12

Attachment 2


Draft Strategic Plan

Referencing the Hawke’s Bay Land & Water Strategy and Long Term Plan 2012-2022

-   Communication Plan 2011-12 [DRAFT]

Developed by Hawke’s Bay Regional Council, External Relations Group
Created SEPTEMBER 2011



Council is developing a draft Strategic Plan and more detailed strategic planning discussion papers.  The Strategic Plan production is intended to provide all key stakeholders with a perspective of where HBRC is heading in a “broad brush sense” ahead of preparing the more detailed Long Term Plan.  The draft Strategic Plan is an evolution of the Discussion Document prepared in 2008.

The Strategic Plan should be seen as a living document and subject to changes as circumstances change, particularly in the external environment.

Development of the Long Term Plan will also be informed by the release and comment on Council’s Land & Water Strategy. 

The Long Term Plan will be consulted on in detail and a Consultation paper will be presented to Council in November 2011. 


This draft document identifies communication activities that are under action from September 2011 until May 2012, reflecting the timing to reach the adoption of the Long Term Plan 2012-2022. 



The purpose of communication is to clearly show how the Strategic Plan adds value to Council’s activities and outcomes for the community.


This document focuses on the Strategic Plan and its key planning papers in the context of the Land and Water Strategy and Long Term Plan.  Communication should emphasise the interactive nature of the strategic planning papers and stress Council’s focus on integrated and “networked” outcomes. 



The Plan identifies stakeholders, key messages, how, when and by whom information and engagement will occur from now until the adoption of the next Long Term Plan.

Public messages should be simple, where informed stakeholder discussion can be at a more technical level.  A plain English approach should prevail across all communications.


The success of this Plan will be informed commentary and input from the public and in particular key stakeholders.



                         (DRAFT) STRATEGIC PLAN ŕ

Land & Water Strategy

Long Term Plan 2012-2022



For consideration:


§ The Strategic Plan is a high-level tool to help achieve the best social, cultural, environmental and economic outcomes for Hawke’s Bay.

§ The Strategic Plan helps to achieve the integration of diverse projects and activities led by Council and its key partners.

§ Council’s strategic goals for Hawke’s Bay are resilient ecosystems, a resilient economy and resilient communities.

§ The ten focus areas in the Strategic Plan will contribute significantly to Council’s development of the Long Term Plan: Land, Water Quality, Water Allocation, Water Security, Natural Hazard Management & Infrastructure, People & Communities, Statutory Planning, Investment for Sustainable Regional Growth, Strategic Alliances, and Fit for Purpose Organisation.



The key stakeholders identified are:

HBRC Councillors

Councillors can give input at Council meetings and workshops.  Communication will include agenda papers, memorandum, Council’s website, media releases and Council newsletters.  Events requiring Councillor involvement are provisionally the 2011 Symposium (end November), Long Term Plan public workshop (early December) and HBRC’s “Open Home” Long Term Plan consultation (April 2012).


HBRC Staff

Some staff will be aware of progress, however emails and Chief Executive briefings will help to keep all staff up to date. Media releases and (external) Council newsletters will also be read by staff, as will website updates – when advised.  New information should reach staff first before it is becomes public knowledge.


Sector and Agency Groups, Large Businesses

Stakeholder database – diarised meetings with Council’s Chief Executive and Chairman.  There will be opportunities to receive information and give input at the Symposium and public Long Term Plan workshop, in addition to informal discussions or meetings on request.


Mayors, City & District Councillors, MPs and Other Government                                                    

Mayors forum, .. [discuss]



Maori Committee, also web, Our Place, media releases, and events.


Students & Schools

Council’s quarterly newsletter to all schools in the region can provide high level updates to schools and direct interest to Council’s website and facebook presence. 


Public of Hawke’s Bay

This group includes the general public and media.

·    Media Briefings – for key media, as appropriate or opportunistic; may include local TV and Radio.


·    Media Releases  – most likely coverage in Hawke’s Bay Today, Dominion Post, Wairoa Star, community weekly and rural monthly newspapers.  Additional coverage is to be gained (may be pursued) in national periodicals.


Newsletter– Council’s “Our Place” newsletter publishing in October and April

Events  – the Symposium, Home & Garden Show and Council’s “Open Home”

Website  -– will provide a summary overview to any person



·    Information released publicly before internal liaison

·    Information inconsistent between groups, i.e. Sectors and public

·    Too little information or lacking in detail

·    Information that is too technical or difficult to understand



The key tools identified for use are:

·    Council papers – agenda items and minutes

·    Stakeholder meetings

·    Council’s website

·    Media releases

·    Newsletters – Our Place and Step Out

·    Events – A&P Show?, Symposium, Home & Garden Show, Long Term Plan Workshop, an “Open Home at HBRC

·    Media briefing – prior to draft Long Term Plan delivery

Other Council documents can also reference the draft Strategic Plan.



A budget  allocated by the Strategic Development Group.  IS TO BE CONFIRMED



Land & Water Strategy  - design/ print?


Strategic Plan Discussion Document – design/ print


Public events [share of]












Council will receive direct feedback from key stakeholders and those who directly attend its events, i.e. Symposium and Long Term Plan workshop.


Evidence of success is also absence of negative publicity; having set expectations and subsequently meeting them.


Feedback and additional information from Councillors, MPs, staff and other sources will help to monitor the goodwill and engagement of stakeholders and enable communication to be adapted to appropriate audiences.


Measures of success can include blog/ social media commentary, media coverage, public interest, event attendance or page hits on a website.  Specific measures are yet to be established.







Date Actnd



Key stakeholder

GENERAL ACTIONS – from Sept‘11

Updates at Council meetings

Periodic meetings, re stakeholder database



Andrew/ Fenton


As approp.










September 2011

Council workshop


Council meeting – adoption of Strategic Plan Discussion Document



Drew/ Susan



12 Sept


21 Sept










October 2011

LTP Workshop 1


newsletter: Our Place

event: Hawke’s Bay A&P Show


Paul/ Helen

Drew/ Susan

Drew/ Susan



13 Oct


25 Oct

19-21 Oct






incl Councillors





Public/ invitees

November 2011

Symposium invitations dispatched with
Land & Water Strategy

event: Home & Garden Show

LTP Workshop 2

agenda item: LTP Consultation paper


event: Symposium
incorporating Land & Water Strategy launch




Paul/ Helen

Liz/ Drew

Drew/ Susan


early Nov

4-6 Nov

10 Nov



end Nov,

1 day








December 2011

event: Workshop - Long Term Plan




early Dec, 5:00-7:00pm











January – April 2012

LTP Workshop 3


newsletter: Our Place
and as per LTP Consultation paper

Media briefing

event: Long Term Plan consultation:
             Regional Council “Open Home”


Paul/ Helen

Drew/ Susan

Drew/ Susan

Andrew/ Fenton



31 January


xx April

xx April

xx April