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Strategic Plan Summary
Document
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Attachment 1
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Hawke’s Bay Regional Council
Strategic Plan Summary
Hawke’s Bay Regional Council
Strategic Plan Summary
INTRODUCTION
WHERE
WE HAVE COME FROM
OUR
PURPOSE
OUR
VISION
OUR
VALUES
WHAT
WILL HAWKE’S BAY LOOK AND FEEL LIKE IN 2050?
OUR
PICTURE
OUR
STRATEGIC GOALS, OUTCOMES AND APPROACH
FOCUS
AREAS OF THE STRATEGIC PLAN
1. LAND
2. WATER
QUALITY
3. WATER
ALLOCATION
4. WATER
SECURITY
5. NATURAL
HAZARD MANAGEMENT & INFRASTRUCTURE
6. PEOPLE
AND COMMUNITIES
7. STATUTORY
PLANNING
8. INVESTMENT
FOR SUSTAINABLE REGIONAL GROWTH
9. STRATEGIC
ALLIANCES
10. FIT
FOR PURPOSE ORGANISATION
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”.
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
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Strategic
goal
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Resilient
Ecosystems
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Resilient
Economy
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Resilient
Communities
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Focus
Areas
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Land
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Water
Quality
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Water
Allocation
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Water
security
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Natural
Hazards & infrastructure
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People &
Communities
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Strategic
Outcome
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Viable
and resilient farming systems are being achieved through sustainable land use
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There
is proactive integrated management of land and water.
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Water
supply and ecosystem needs are optimised for sustainable growth.
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Water
supply and demand for sustainable growth are optimised.
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People
and businesses feel safe and are willing to invest in Hawke’s Bay.
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Comprehensive,
relevant and quality services continue to be delivered by Council to enable a
connected and healthy community.
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Proposed
Approach
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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
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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.
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Determine
habitat requirements in pressured catchments
Determine
sustainable allocation limits in pressured catchments
Ensure
efficiency and delivery of public transparency of water use
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Understand
water demand and use
Apply
efficiency measures where needed
Investigate
alternative sources where needed
Invest
in systems and infrastructure where needed
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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
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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.
|
é
ENABLE STRATEGIC
GOALS
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Enablers
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Statutory
Planning
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Investment
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Strategic
Alliances
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Fit
for Purpose Organisation
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Strategic
Outcomes
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Policies
and plans are ahead of trends
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Investment
is enabling the regional economy to prosper sustainably
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Mutual
relationships over the long term help achieve the sustainable development of
Hawke’s Bay
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Council
is a responsive organisation that meets changing needs.
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Proposed Approach
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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
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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
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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
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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
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Strategic Plan
FOCUS AREAS
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.
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.
KEY ACHIEVEMENTS TO
DATE
• 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 -
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Total
investment by HBRC in RLS
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$7.13 M,
equating to a total on farm investment of approx $18M
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Approx
number of poplar and willow poles planted for soil erosion
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440,000,
based on 40-50 poles /ha this equates to approx 10,000ha
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Wetlands
protected
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181
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Joint
venture forestry arrangements
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14 over
approx 400ha
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Clients
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744 (the
total number of clients is only approx 15% of HB farmers, and to make a
meaningful difference, additional tools must be found)
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Projects
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2450
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Riparian
protection
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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
2.
WATER QUALITY
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.
KEY ACHIEVEMENTS TO
DATE
• 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.
3.
WATER
ALLOCATION
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.
KEY ACHIEVEMENTS TO
DATE
• 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.
• 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.
4.
WATER
SECURITY
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.
· 
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.
KEY ACHIEVEMENTS TO
DATE
• 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.
5.
NATURAL
HAZARD MANAGEMENT & INFRASTRUCTURE
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.
· 
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.
KEY ACHIEVEMENTS TO
DATE
• 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.
6.
PEOPLE AND COMMUNITIES
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.
• 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.
KEY ACHIEVEMENTS TO
DATE
• 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.
7.
STATUTORY PLANNING
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.
KEY ACTIONS
Next 3 years
• Collaboratively
promote and implement the Land and Water Strategy.
• 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.
KEY ACHIEVEMENTS TO
DATE
• 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.
8.
INVESTMENT
FOR SUSTAINABLE REGIONAL GROWTH
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
|
|
2011
|
2020
|
|
Leasehold Land
|
-
|
36%
|
-
|
|
Water Storage
|
Regional scale infrastructure
|
1%
|
17%
|
|
Land Use Change
|
Natural resource management
|
1%
|
12%
|
|
Logistics
|
Regional scale infrastructure
|
48%
|
50%
|
|
Commercial Property
|
Regional scale infrastructure
|
1%
|
11%
|
|
Technology(1)
|
Natural resource management
|
-
|
4%
|
|
Cash (2)
|
-
|
13%
|
6%
|
|
Total
|
|
100%
|
100%
|
(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.
OUR KEY
ACHIEVEMENTS & INVESTMENT TO DATE
· 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 –
|
Funding
|
2011/12 Annual Plan
|
|
$ Million
|
% of Total
|
|
General Rates
|
3.3
|
6.2%
|
|
Targeted Rates
|
10.6
|
19.9%
|
|
Investment Income
|
11.5
|
21.6%
|
|
Direct charges to customers
|
5.5
|
10.3%
|
|
Loans
|
7.9
|
14.8%
|
|
Hawke’s Bay Regional Council Reserves
|
8.6
|
16.2%
|
|
Contributions from Central Government
|
5.9
|
11.0%
|
|
Total Funding
|
53.2
|
100%
|
9.
STRATEGIC
ALLIANCES
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.
KEY ACHIEVEMENTS TO
DATE
· 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.
10.
FIT
FOR PURPOSE ORGANISATION
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.
• 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.
KEY ACHIEVEMENTS TO
DATE
• 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.
