Agenda of Maori Committee - Wednesday, 7 September 2022

Meeting of the Hawke's Bay Regional Council Māori Committee

Date: Wednesday 7 September 2022

Time: 10.00am

Venue:

Council Chamber

Hawke's Bay Regional Council

159 Dalton Street

NAPIER

Agenda

Item Title Page

1. Welcome/Karakia/Notices/Apologies

2. Conflict of Interest Declarations

3. Confirmation of Minutes of the Māori Committee held on 8 June 2022

4. Take Ripoata ā Takiwā – Taiwhenua Representatives' Updates 3

5. HBRC Chair and Chief Executive's Verbal Updates on Current Issues

6. Follow-ups from previous Māori Committee meetings 13

7. Call for minor items not on the Agenda 17

Decision Items

8. Tāngata Whenua Representatives Remuneration Review 19

9. 2020-2022 Reflections and 2022-2025 vision for the Māori Committee 25

Information or Performance Monitoring

10. HBRIC Limited – Proposed name change and re-branding 37

11. Climate Action 53

12. Sustainable Seas project outcomes 59

13. Reports from Regional Council and Committee Meetings 63

14. August 2022 Statutory Advocacy Update 69

15. Verbal update on Kotahi community drop-in sessions

16. Verbal update on TANK plan change decisions

17. Discussion of Minor Items not on the Agenda 75

Parking

1. Free 2-hour on-road parking is available on Vautier Street adjacent to the HBRC Building & on Raffles Street.

2. There is free all day parking further afield – on Munroe Street or Hastings Street by Briscoes.

3. There are limited parking spaces (3) for visitors in the HBRC car park – entry off Vautier Street – it would be appropriate that the “visitors” parks be available for the members travelling distances from Wairoa and CHB.

4. If you do pay for parking elsewhere, please provide your receipt to the Receptionist for reimbursement – or include with your expenses claim for the meeting.

NB: Any carparks that have yellow markings are NOT to be parked in please.

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Wednesday 07 September 2022

Subject: Tangata Whenua representatives remuneration review

Reason for Report

1. This agenda item proposes a process for an independent review of tāngata whenua representatives’ remuneration. It seeks the Māori Committee’s support for the appointment of an independent reviewer and the Terms of Reference for the scope of the review.

2. A similar paper is on the agenda at the Regional Planning Committee on 14 September 2022.

Officers’ Recommendations

3. Staff recommend the Māori Committee consider the timing and method proposed for the independent review of remuneration for tāngata whenua members on the Māori and Regional Planning Committee and approve Strategic Pay as the appointee to undertake the review.

Executive Summary

4. As prescribed in the Regional Planning Committee (RPC) Terms of Reference, it is time to review tāngata whenua members remuneration for the new triennium. It is proposed to include the remuneration of both RPC and Māori Committee representatives as part of the independent review.

5. RPC tāngata whenua members’ remuneration was last reviewed by Strategic Pay in July 2019 with a final council decision to set the remuneration in accordance with the findings of Strategic Pay in February 2020.

6. It is proposed to re-appoint Strategic Pay as the independent reviewer and to follow a similar process and methodology that was used three years ago with the added scope of the Māori Committee.

Preferred provider

7. Under s12(1)(d)(ii) of the Hawke’s Bay Regional Planning Committee Act 2013 (the Act), the RPC Terms of Reference must set out how to set TWR remuneration. See the Attachment for the relevant provision in the Act.

8. The current RPC Terms of Reference (adopted in 2014) states that the level of remuneration shall be determined promptly following each triennial election by independent persons (Appointees), one of which is appointed by the Council Co-Chair and the other by the TW Co-Chair. See the Attachment for the relevant provision in the Terms of Reference.

9. The TW Co-Chair of the RPC and the Co-Chairs of the Māori Committee have verbally agreed on Strategic Pay as their preferred provider to carry out the review.

10. Strategic Pay is New Zealand’s largest, full-service remuneration consultancy. It has 21-year experience and has New Zealand-wide clients across the private, public and not for profit sectors, from SMEs through to large multinationals along with local and central government entities. As a result, Strategic Pay is well placed to undertake this review and can draw on its vast experience to provide current and relevant analyses using comparable-sized roles.

11. Strategic Pay are also considered a cost-efficient option as they already have a base knowledge of the RPC and Council and can replicate the process and apply the proven methodology, they used three years ago.

12. Strategic Pay has confirmed their availability to complete the work by March 2023 and provided an indicative cost between $12,500 - $14,000 + GST (the range will depend on the number of interviews) + 1% administration fee + travel costs (if needed, with preference for interviews via Teams).

Proposed Terms of Reference for the Review

13. The proposed terms of reference for the remuneration review are set out below. Changes to the 2019 terms are highlighted in grey.

13.1. confirm current composition of Council and its committees

13.2. confirm current Regional Planning Committee (RPC) and Māori Committee fees paid: base annual fees, separate committee fees; and governance pool from when ~~RPC~~ fees were last reviewed

13.3. examination of Council and committee meeting schedule, and consider the time commitment for tāngata whenua representatives on the RPC and the Māori Committee

13.4. examination of any projects or challenges of note confronting the RPC and Māori Committee at this time, including meetings and discussion progressing under ‘All of Governors’ and related to Kotahi Plan Change

13.5. acknowledgement of any particular board skills or expertise that need to be considered e.g. ‘Making Good Decisions’ training with respect to the Resource Management Act

~~13.6.~~ ~~reference to the Remuneration Authority for the setting of Councillor fee levels and fee structure~~

13.7. reference to current arrangements for the salary setting arrangements for tāngata whenua representatives of the RPC and Māori Committee

13.8. provide remuneration advice which is consistent with similar organisations throughout New Zealand to determine appropriate Committee fee levels for the tāngata whenua representatives of the RPC and Māori Committee

13.9. provide scoring of governance roles and positions on an independent, objective basis which is consistent with the State Services Commission’s Cabinet Fees Framework 2012

13.10. evaluate the RPC and Māori Committee governance roles and size these against fees paid in the NZ market for comparably sized roles

13.11. provide a final report ~~within four weeks from project approval~~ and delivery of all requested background materials which covers the following information, by 31 March 2023

13.11.1. background information and the context identified above

13.11.2. recommendation summary

13.11.3. application of SSC’s Cabinet Fees Framework to governance roles of tāngata whenua members

13.11.4. results of Director evaluation methodology.

Approach and Timing

14. The process that Strategic Pay followed three years ago involved:

14.1. Document review, including Committee Terms of Reference (provided by Governance Team)

14.2. John McGill (CEO of Strategic Pay) met with both TWR and Councillor members of the RPC in conjunction with a scheduled RPC meeting

14.3. Subsequent phone interviews with the TW Co-Chair and Council Co-Chair of the RPC

14.4. Using a modification of our proprietary Director Evaluation Methodology (‘DirectorRate’ which considers nine factors involving Board of Director work), called for convenience ‘CommitteeRate’ to consider Committee work and relying on seven factors, to develop our understanding of the RPC roles; ·

14.5. Reviewing what similar roles would be paid if the RPC were under the purview of the NZ Government’s State Services Commission’s Cabinet Fees Framework ·

14.6. Looking at Committee fee levels and overall fee levels compared to data collected and analysed in our annual February 2019 New Zealand Directors’ Fees Survey ·

14.7. Reviewing the fees paid to the HBRC Councillors and understanding the relativities between Councillor roles and pay and those of the RPC ·

14.8. Contacting the New Zealand Remuneration Authority requesting advice. This request was declined as the issue is not in its jurisdiction.

15. It is proposed they follow a similar methodology this time.

Timing of the review

16. The timing of the review has been designed to align with the budgeting cycle for the 2023-2024 Annual Plan. To be done in time, Strategic Pay would need to meet with the Committees at their first meeting post the election and deliver the final report in time for council to consider its findings at its meeting at the end of March 2023. This would enable any financial implications to be built into the budget with effect from 1 July 2023.

Significance and Engagement Policy Assessment

17. The decision to initiate the independent review as required by the RPC Terms of Reference is not significant.

Considerations of Tāngata Whenua

18. Tāngata whenua members are directly affected by this decision. The TW Co-Chair of the RPC and the Co-Chairs of the Māori Committee have been consulted on the choice of Appointee to undertake the review and have provisionally supported Strategic Pay.

Financial and Resource Implications

19. As noted above Strategic Pay has provided an indicative cost between $12,500 - $14,000 + GST (the range will depend on the number of interviews) + 1% administration fee + travel costs (if needed, with preference for interviews via Teams). This can be accommodated within existing budgets.

20. The independent review may recommend changes that will cause cost pressures for the Council. Staff consider it prudent to budget for these to take effect from 1 July 2023.

Decision Making Process

21. Council and its committees are required to make every decision in accordance with the requirements of the Local Government Act 2002 (the Act). Staff have assessed the requirements in relation to this item and have concluded:

21.1. The decision does not significantly alter the service provision or affect a strategic asset, nor is it inconsistent with an existing policy or plan.

21.2. The use of the special consultative procedure is not prescribed by legislation.

21.3. The decision is not significant under the criteria contained in Council’s adopted Significance and Engagement Policy.

21.4. The persons affected by this decision are Tāngata whenua members.

21.5. Given the nature and significance of the issue to be considered and decided, and also the persons likely to be affected by, or have an interest in the decisions made, Council can exercise its discretion and make a decision without consulting directly with the community or others having an interest in the decision.

Recommendations

That the Māori Committee:

1. Receives and considers the Tāngata Whenua Representatives Remuneration Review staff report.

2. Recommends that Hawke’s Bay Regional Council appoint Strategic Pay as the appointee to undertake the independent review of remuneration for tāngata whenua members of the Regional Planning and Māori Committees.

3. Agree to the proposed Terms of Reference for the independent review as set out in the report.

Authored by:

Desiree Cull

Strategy & Governance Manager

Te Wairama Munro

Relationships Manager - Central & Internal

Approved by:

Pieri Munro

Te Pou Whakarae

Attachment/s

1 ⇩

Tangata Whenua Representatives Remuneration Review

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Wednesday 07 September 2022

Subject: 2020-2022 reflections and 2022-2025 vision for the Māori Committee

Reason for Report

1. This agenda item provides the opportunity for committee members to share their reflections of the past few years serving as Taiwhenua representatives, as well as their aspirations for the future of the Māori Committee. In particular, this paper enables the Committee to make a recommendation to the incoming Regional Council in relation to the re-establishment of the Māori Committee and its membership, if it so wishes.

2. Discussion points could include the following:

2.1. The 30-year history of the Committee and its values as a conduit to marae and hapū, and

2.2. Its potential to provide support to the incoming Māori constituency councillors, given the large geographical area of the two constituencies - Māui ki te Raki and Māui ki te Tonga.

Next Steps

3. Following the local body elections, the new Regional Council will decide its governance structure. In the intervening period, the four Taiwhenua within HBRC boundaries will need to consider who to nominate as their representatives should the Māori Committee be re-established.

Decision Making Process

4. Council and its committees are required to make every decision in accordance with the requirements of the Local Government Act 2002 (the Act). Staff have assessed the requirements in relation to this item and have concluded:

1.1. The decision does not significantly alter the service provision or affect a strategic asset, nor is it inconsistent with an existing policy or plan.

1.2. The use of the special consultative procedure is not prescribed by legislation.

1.3. The decision is not significant under the criteria contained in Council’s adopted Significance and Engagement Policy.

1.4. The persons affected by this decision are Ngāti Kahungunu tāngata whenua who are represented on the Māori Committee through their Taiwhenua.

1.5. Given the nature and significance of the issue to be considered and decided, and also the persons likely to be affected by, or have an interest in the decisions made, the Committee can exercise its discretion and make a decision without consulting directly with the community or others having an interest in the decision.

Recommendation

That the Māori Committee:

1. Receives and considers the 2020-2022 Reflections and 2022-2025 vision for the Māori Committee report.

2. Recommends to the incoming Hawke’s Bay Regional Council that the Māori Committee is re-established as part of the Council’s governance structure for the 2022-2025 triennium, including:

2.1. Consideration of membership of the Māori Committee comprising:

2.1.1. Twelve representatives nominated by each of the four Taiwhenua and Executive in Te Matau a Māui, being Heretaunga Taiwhenua, Tamatea Taiwhenua, Te Taiwhenua o Te Whanganui-a-Orotū, Wairoa Kahungunu Executive, and Wairoa Taiwhenua

2.1.2. One representative nominated by Ngāti Kahungunu Iwi Incorporated

2.1.3. Up to three elected members of the Regional Council.

2.2. That the Māori Committee Charter is refreshed to enable agreement and signing by the Chair of the Regional Council and Chair/s of the Māori Committee by 30 March 2023.

Authored by:

Leeanne Hooper

Team Leader Governance

Desiree Cull

Strategy & Governance Manager

Approved by:

Pieri Munro

Te Pou Whakarae

Attachment/s

1 ⇩

2020 Maori Committee Charter

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Wednesday 07 September 2022

Subject: Climate Action

Regional Emissions Reduction Plan – Transitioning to a sustainable low emissions future for Hawke’s Bay

Purpose

1. The item updates the Māori Committee on activities underway since the Climate Action Ambassador’s first report to the Māori Committee in March 2022.

2. Climate action requires a multi-pronged approach, targeting different areas of the community at various stages of education and awareness. Multiple initiatives have commenced targeting different groups and these will be presented for the Committee’s awareness and comment during the meeting. This is also an opportunity to discuss how climate action integrates with other council priorities such as Kotahi and coastal hazards.

3. This item also proposes an approach to developing the Hawke’s Bay region’s first Emissions Reduction Plan. We are seeking early feedback on the scope, method, timeline, and project governance as outlined in this report. Following the discussion at the meeting, this proposal will be refined and presented for endorsement at the Council meeting on 28 September.

4. Attached to this report is the draft Community Carbon Footprint for the Hastings District. The Carbon Footprint is important as it sets the baseline for the Emissions Reduction Plan. The final regional Community Carbon Footprint will be available later in September.

Objectives

5. The objective of the Regional Emissions Reduction Plan is to play a leadership role in the regional contribution to international efforts under the Paris Agreement to limit the global average temperature increase to 1.5° Celsius above pre-industrial levels.

6. Our regional response will also need to align with New Zealand’s Nationally Declared Contribution (50 per cent reduction of net emissions below our gross 2005 level by 2030), with our national emissions budgets and with the greenhouse gas emissions reduction targets to reduce net emissions of all greenhouse gases (except biogenic methane) to zero by 2050 (Climate Change Response (Zero Carbon) Amendment Act 2019).

7. Regionally, HBRC declared a regional goal for net zero carbon by 2050. To achieve this, we need a targeted and measurable emissions reduction plan with strong stakeholder input, cross council collaboration and community buy-in.

Scope

8. Early direction on scope is sought to help confirm the best approach to take. Staff propose we mirror the national approach and produce an emissions reduction plan separate from regional or sub-regional adaptation plans.

9. Although emissions reduction and adaptation are interconnected, staff feel that adaptation is covered by existing work programmes, both by regional council and territorial authorities, and that combining the two would result in adaptation dominating the plan and resulting actions. Recent and regular events such as floods, storm surges and heatwaves keep this work at the forefront of the community’s consciousness and create a burning platform for action. Emissions reduction on the other hand is a harder sell to the community as it requires systemic change which is more difficult to achieve across longer time frames, as well as behaviour change which can be perceived as giving up something.

10. The advantage of this approach is a dedicated table of actions that focus on transitioning regional activity towards a low emissions future while maintaining prosperity, quality of life and wellbeing. Reducing emissions rapidly is a fundamental means of slowing the destabilisation of the climate, thus limiting the severity and frequency of extreme weather events which will impact our communities.

11. Staff propose that priority be given to reducing gross emissions of all greenhouse gases. However, we do not propose to set additional targets for biogenic methane emissions (ruminant animal emissions) as these are covered as part of the He Waka Eke Noa national approach. Staff propose that actions around biogenic methane emissions be designed to support landowners and farmers across the region to achieve the nationally set He Waka Eke Noa targets.

12. In addition, we propose that emissions reductions actions are considered separately to offsetting / sequestration conversations so that priority is given to reducing emissions and sequestration is reserved only for essential emissions.

13. Note that this paper refers to region-wide greenhouse gas emissions relating to all activities, farming, industry and households. We differentiate between these and emissions relating to HBRC activities which are currently measured and managed by Corporate Services.

Aligning with national targets

14. Our Nationally Declared Contributions (NDC) under the Paris Agreement is for net emissions to be 50% of our 2005 gross emissions (83MT) by 2030.

15. National emissions budgets have been declared at (an average of) 72.5MT per year by 2025; 61 MT by 2030 and 48 MT by 2035.

16. Hawke’s Bay produces approximately 4% of national CO2 equivalent emissions so the equivalent regional reductions from our 2019 emissions of 3.26MT are achieving 2.9MT by 2025, 2.44 by 2030 and 1.92 by 2035.

Project method

17. Similar to the process employed to develop the Hawke’s Bay Biodiversity Strategy, staff propose this to be a multi-agency document with multiple signatories.

18. As for the HB Biodiversity Strategy, a working group will be established to meet regularly over the next nine months to develop the Regional Emissions Reduction Plan. The working group will be tasked with systematically working through the proposed actions from the national ERP and assessing them for relevance to Hawke’s Bay and impact. It is hoped that by participating directly in the drafting of the plan these member organisations will have strong buy-in and become automatic signatories to the final document.

19. Early discussions with council staff at NCC and HDC demonstrated support for this approach.

20. The regional Community Carbon Footprint will be an important foundational piece to inform the Plan. The AECOM report due for release in September 2022 was jointly commissioned by NCC, HDC and HBRC. The emissions related to greenhouse gas production will be calculated for the region as a whole and for the areas covered by each of the four territorial authorities.

21. An early draft of the Hastings Carbon Footprint is attached for information. It has been circulated to a team within HDC and HBRC staff for feedback as the model for the other four territorial authority reports.

Working group membership

22. Representatives from the five councils, tāngata whenua, public and private stakeholders will be invited to be members of the working group.

23. Feedback from the Committee on this approach and membership would be appreciated.

Tāngata whenua engagement

24. Initial engagement with Ngāti Kahungunu indicated support for this approach and propose that the work commence with a wananga to develop a cultural narrative for climate change that would frame the development of the plan. This wananga would need to be co-designed and led by a facilitator with deep environmental mātauranga.

Community engagement

25. Broader community engagement will consist of a range of awareness building and education opportunities to bring the wider community along and seek their support and buy-in for the Plan. All organisations and individuals will also be invited to sign up to the Plan to reiterate that collective action is needed and that even small actions, such as household recycling or businesses making sustainable improvements to their supply chain, contribute to further actions and an overall shift to a lower emissions future.

26. While climate change adaptation activities include an equity focus for communities who will be more heavily impacted by extreme weather events and who have less resilience to respond, note that equity considerations in emissions reduction work must ensure that all actions maintain a minimum adequate quality of life. The biggest focus must be placed on activities that have the highest emissions and where there is the capacity to adapt. Support will need to be offered to communities with low levels of resilience and where transition may impact livelihoods.

27. At this stage, we are proposing two events to build awareness and seek broad community input. The first in December 2022 would effectively launch the process to develop a plan and the second in March 2023 would be to test ideas and seek direct community feedback.

28. We anticipate that the launch of the plan will also generate profile and media interest, particularly if we can successfully get individuals and organisations pledging and signing up the Plan.

Project Governance

29. Staff propose that the Emissions Reduction Plan be governed by the Regional Leaders Forum that oversees Matariki. This entity which is represented by councils, iwi and business would be a natural home for the regional climate action work. It would elevate the Emissions Reduction Plan as a strategic priority for the region and naturally cascade into the work programmes and budgets of its members, thereby operationalising the plan.

Project timeline

30. There is a short window to develop the Emissions Reduction Plan by 1 July 2023. This is to ensure it is completed in time to inform the next round of long-term plans and to show urgency reflecting the council’s emergency declaration in June 2019.

31. In recognition of the time available, it must be emphasized that this is the first of many such plans. It will be iterative based on best information at the time and, by design, adaptable in line with future developments. We need to show action pathways but recognize that national frameworks are evolving quickly and that the regional resource management plan review is also happening during this window.

32. Key dates include:

Aug 2022	 Initial scoping meeting with NCC, HDC and HB Airport climate change specialists.  NCC Councillor Workshop, HBRC Councillor workshop; paper to HDC lead team  Initial consultation and advice sought from Ngāti Kahungunu.
Sept 2022	 Regional Community Carbon Footprint detailing region-wide emissions sources and sequestration will be released with a breakdown for each district/city. We will host a cross-council meeting to discuss the findings and resulting actions  Paper to the Māori Committee  Paper to Council 28 September  Individual engagement with NKII and tāngata whenua representatives will be prioritized.
Dec 2022	 Public Engagement event
March 2023	 Public Engagement event
July 2023	 Launch of Plan (in time for councils to fund through next long-term plans) supported by individuals, organisations, stakeholders who can make a pledge and sign up to final plan

Next steps

33. Staff will incorporate feedback from today’s meeting on the proposed approach to developing the region’s first Emissions Reduction Plan into a more refined proposal for consideration and endorsement at the Council meeting on 28 September 2022.

Decision Making Process

34. Staff have assessed the requirements of the Local Government Act 2002 in relation to this item and have concluded that, as this report is for information only, the decision making provisions do not apply.

Recommendation

That the Māori Committee receives and notes the Climate Action staff report.

Authored by:

Pippa McKelvie-Sebileau

Climate Action Ambassador

Desiree Cull

Strategy & Governance Manager

Approved by:

James Palmer

Chief Executive

Attachment/s

HBRC Draft Hastings Community Carbon Footprint 2022

Under Separate Cover

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Wednesday 07 September 2022

Subject: Sustainable Seas project outcomes

Reason for Report

1. This report provides an update on the operational activities associated with Hawke’s Bay Regional Council’s collaboration with the Hawke’s Bay Marine and Coast Group (HBMaC) and the Sustainable Seas National Science Challenge case study for Hawke’s Bay.

2. An update was last provided to Council at the November 2020 meeting of the Environment and Integrated Catchments Committee.

Executive Summary

3. Hawke’s Bay Marine and Coast Group is a collaborative group convened to identify research needs and recommend research objectives to fill knowledge gaps to assist in the ongoing sustainable management of the Hawke’s Bay coastal marine area. This group was established in 2016 and is recognised in Councils Strategic Goals for ‘Healthy, functioning and climate-resilient biodiversity’.

4. Since 2018, the group has been working with the Sustainable Seas National Science Challenge in a regional case study aimed at implementing the principals of Ecosystem Based Management. Ecosystem- based management is an integrated, science-based approach to the management of natural resources, and while not new to Council policy work, looks to integrate management of the range of stressors across legislative boundaries.

5. In 2019, stage one of the case study looked at two stressors; land-based sediment and changes to the seafloor from bottom contact, using a socio-ecological tool called a Systems Map.

6. Recently, stage two of the case study used a Degradation and Recovery Model to test how changes to stressors (sediment input from land and bottom disturbance from fisheries activities) and closure areas would affect the benthic structure recovery. It also explored how seafloor health flows through into the social context with the Systems Map.

Strategic Fit

7. This activity assists Council to meet its strategic goal of ‘Healthy, functioning and climate-resilient biodiversity’, specifically to:

7.1. Develop a Coastal Marine Monitoring and Management Plan, supported by the stakeholder-led coastal marine research strategy.

8. This project aligns with marine and coast science activities assessing land-based impacts on the coastal marine area.

9. We anticipate that this project will assist Council to deliver the Kotahi Plan.

Background

10. Management of the coastal marine area in Hawke’s Bay is undertaken by several agencies and entities, covering several legislative documents. These include the Resource Management Act 1991, Biosecurity Act 1993, Conservation Act 1987, Fisheries Act 1996, Māori Fisheries Act 2004, Maritime Transport Act 1994, Marine and Coastal Area (Takutai Moana) Act 2011, and the Marine Mammals Protection Act 1978, as well as several other non-statutory documents.

11. In 2016, local concern around the perceived depletion of inshore fisheries and fish habitat in Hawke’s Bay prompted a Council initiative to begin a collaboration between Council and others with interests in the Hawke’s Bay coastal marine area.

12. The Hawke’s Bay Marine and Coast Group (HBMaC) is comprised of representatives from recreational and commercial fishers, LegaSea, Department of Conservation, Fisheries New Zealand (MPI), local iwi, hapū and representation from two post-Treaty settlement groups. Council science staff are both participants in, and the facilitators of this group.

13. HBMaC’s purpose is to provide recommendations on improving the information and evidential base of decision-making in the management of Hawke’s Bay coastal marine area. HBMaC developed the Research Roadmap which covers three themes:

13.1. Terrestrial and Coastal Linkages

13.2. Ecosystems and Habitats

13.3. Fisheries.

14. Due to the existing relationships held within the HBMaC group, Hawke’s Bay was approached to participate in the Sustainable Seas National Science Challenge as a case study area. The National Science Challenges are cross-disciplinary, mission-led programmes designed to tackle New Zealand’s biggest science-based challenges.

15. The HBMaC vision of ‘Achieve a healthy and functioning marine ecosystem in Hawke’s Bay that supports an abundant and sustainable fishery’ is well aligned to the Sustainable Seas vision ‘Aotearoa New Zealand has healthy marine ecosystems that provide value for every New Zealander’.

16. After stage one, this project was presented to the Environment and Integrated Catchment Committee in November 2020. With stage two now complete, this paper summarises both stages of the project.

17. The Hawke’s Bay case study is focused on enabling (rather than implementing) Ecosystem Based Management (EBM) in Hawke’s Bay.

Discussion

18. Ecosystem Based Management (EBM) is an approach to management that addresses cumulative impacts and balances multiple, often conflicting, objectives across management objectives and/ or sectors. A primary goal of EBM is to balance the diverse and interconnected needs of society and the environment.

19. Stage one of the Hawke’s Bay project focused on two main stressors: land-derived sediments entering the marine environment and bottom contact from fisheries activities (e.g., bottom-trawling). Three full day workshops were held with HBMaC participants and the Sustainable Seas project team. These workshops looked at the aspects that influence the two stressors (including social and ecological aspects), as well as projected patterns under different scenarios (e.g., do nothing, current or projected management).

20. A Systems Map, a way to visually articulate the relationships between variables that best explain the behaviour of the system that you are trying to understand, was developed. This highlighted four areas where our desired state differed from our current state. These included:

20.1. Land-derived sediment entering the marine environment

20.2. Appropriate benthic structure (e.g. complex habitat, sand, mud etc)

20.3. Loss of connection with Tangaroa

20.4. Public satisfaction with ecosystem health.

21. Stage two of the project investigated the impact of reducing the gaps between the current and desired state using existing tools developed in the Sustainable Seas programme. A Degradation and Recovery Model simulated changes in management (e.g., changes to sediment load into the coastal marine area, changes to bottom contact by changing fishing intensity, etc.) to understand what that may mean for seafloor health.

22. After being presented with information regarding trawling effort and deposited sediment in the Hawke’s Bay Coastal Marine Area, HBMaC collaboratively created scenarios of reducing sediment and fishing intensity.

22.1. Baseline scenario – business as usual

22.2. Scenario 1

22.2.1. Sediment input reduces from all major rivers by 10% over 25 years (starting 2027)

22.2.2. Fishing effort to 200m depth (outside of existing closures) reduced by 5%

22.2.3. Additional fishing closure within 2 nautical miles NM (3km) of shore along entire Hawke’s Bay coastline.

22.3. Scenario 2

22.3.1. Sediment input reduces from all major rivers by 15% over 30 years (starting 2027)

22.3.2. Fishing effort changed in two spatial areas

22.3.2.1. Area A: Inshore of a line between Mahia and Cape Kidnappers and a section off the mouth of the Pōrangahau River, reduced by 30%

22.3.2.2. Area B: Everywhere else within 200 m depth contour, reduced by 10%

22.3.3. No change in fishing closures.

22.4. Scenario 3

22.4.1. Sediment input reduces from all major rivers by 25% over 40 years (starting 2027)

22.4.2. Fishing effort to 200m depth (outside of existing closures) reduced by 15%

22.4.3. No change in fishing closures.

23. The model revealed that all scenarios with decreases in sedimentation and fishing intensity resulted in the same amount of benthic structure (i.e., seafloor health) recovery. Results per scenario are as follows:

23.1. Baseline scenario – gradual continual decline in benthic structure

23.2. Scenario 1 – benthic structure remains like current levels until a gradual increase from 2040 to 2055 with a plateau after that

23.3. Scenario 2 – benthic structure remains like current levels until a gradual increase from 2040 to 2050 with a plateau after that

23.4. Scenario 3 – benthic structure remains like current levels until a gradual increase from 2035 to 2045 with a plateau after that.

24. HBMaC used the model results and assessed the socio-ecological flow through impacts using the Systems Map in an analogue simulation process. Specifically, they assessed the following social aspects:

24.1. Fisher satisfaction

24.2. Cultural identity

24.3. Community wellbeing.

25. Even though the model and analogue simulation process had some limitations, stage two of the process revealed some important insights. For example:

25.1. Satisfaction, cultural identity and wellbeing fluctuated over time depending on when actions were taken and when benthic structure recovery started to occur

25.2. Ongoing action would be necessary because of time delays in benthic structure recovery and maximum potential of stressor reduction amounts.

26. This project highlights some important connections between the ecology of the coastal marine area and its effect on the community. It provided an opportunity for HBMaC to start discussing multiple and competing values, work that is necessary to implementing EBM.

Next Steps

27. HBMaC will discuss how the results from this project fit in with their Research Roadmap and how they plan to use this information for recommendation. Some members of the group have already shared how they plan to share the project results within their respective agencies.

Decision Making Process

28. Staff have assessed the requirements of the Local Government Act 2002 in relation to this item and have concluded that, as this report is for information only, the decision making provisions do not apply.

Recommendation

That the Māori Committee receives and notes the Sustainable Seas project outcomes staff report.

Authored by:

Becky Shanahan

Senior Scientist Marine and Coasts

Approved by:

Anna Madarasz-Smith

Manager Science

Iain Maxwell

Group Manager Integrated Catchment Management

Attachment/s

There are no attachments for this report.

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Wednesday 07 September 2022

Subject: Reports from Regional Council and Committee Meetings

Reason for Report

1. This item provides information from recent meetings attended by Māori Committee representatives, and the opportunity for the Committee to discuss any matters of particular interest arising from those meetings.

Environment and Integrated Catchments Committee (EICC)

2. Dr Roger Maaka represents the Māori Committee on the EICC, which met on 6 July 2022. Highlights from the meeting included:

2.1. The Ahuriri Regional Park development framework item proposed the establishment of a joint committee to provide governance guidance and oversight for the development of Ahuriri Regional Park in equal partnership with Mana Ahuriri Trust, HBRC and NCC.

2.2. A State of Our Environment 3-Yearly synthesis report presentation provided an overview and summary of the current state of the environment on a catchment-by-catchment basis.

2.3. A proposed Reshaping of the Protection and Enhancement programme split the programme into two workstreams – an Environmental Enhancement contestable fund and Targeted Catchment work.

2.4. A Regenerative agriculture research project presentation covered the benefits and environmental outcomes of regenerative agriculture to produce more resilient farming systems in the face of increasing drought risk, as well as the value of species diversity and pasture management including soil carbon.

2.5. The Right Tree Right Place: Year 1 Report and Year 2 Programme item shared learnings from the first year of the programme and advised the focus for year 2 will be:

2.5.1. confirmation of the farm planning framework and prioritised farms; farmer enrolment for priority farms; farmer engagement; farm visits and farm/forestry plans; and integrated financial modelling and forecasting.

2.6. The March/April 2022 double rain events – flood scheme impacts, recovery and lessons learned item focused on the impacts on the flood schemes highlighted:

2.6.1. Learnings for future event management were generated from the event and a comprehensive technical flood report is being prepared and is expected to be completed by September 2022.

2.6.2. Most learnings from the events will trigger a review of Council’s Flood Manual.

2.6.3. Open Spaces and Cycling type of assets are unlikely to be covered by the NEMA insurance and Councill will have to review ways to insure these assets in future.

2.7. The Gravel extraction - Current situation and new Global Consent item advised that Council’s resource consent to extract gravel from the Ngaruroro, Tukituki and Tutaekuri rivers has been granted by the Hearing Panel, and noted:

2.7.1. Gravel extractors are seeking higher volumes from the reaches where gravel is unavailable and challenging Council’s decisions to move extraction activities to where the gravel is available i.e the Upper Tukituki scheme in Central Hawke’s Bay.

2.7.2. the new consent arrangements will strengthen environmental aspects and allow more formal relationships and arrangements with all parties involved.

2.8. The Karamu Urban Catchment Advisor item introduced Andy McCall (Urban Catchment Advisor - Karamu) and noted:

2.8.1. Known issues in the Karamu Catchment include high level of nutrients, sediment and phosphorus and riparian planting is likely to be the most effective tool for improving the water quality in the immediate future, with longer term focus on nutrient management.

2.8.2. The Karamu Urban Catchment Advisor is working collaboratively with staff in the Integrated Catchments Team focussing on rural and urban aspects in the catchment and looking at ways to mitigate the issues starting with horticulture and agriculture discharges, stormwater discharges and identifying non-compliant consents.

2.8.3. HBRC staff will also work with industry groups to promote best practice fertiliser and irrigation applications on vineyards, orchards and sheep/beef farms.

2.8.4. A review of the Karamu scheme is currently underway and an analysis of where funds can be applied to lessen stressors and improve the Karamu, such as the impact of plantings on scheme performance, will be presented to a future EICC meeting most effectively.

2.9. The Catchment engagement framework for policy implementation item presented the catchment engagement framework being used by the Policy Implementation team and noted:

2.9.1. Joined-up approach between Council and the community, with catchment groups working together to solve complex environmental challenges.

2.9.2. The Catchment Collective reference group is made up of representatives from various groups operating at the sub-catchment level and its role is to identify and help secure funding for a collective approach, develop a long-term vision and provide an entity for shared governance.

2.9.3. In early discussions with the Māori Partnerships Team about the Iwi leaders group concept, for a collaborative relationship to help develop knowledge and connections with a shared kaupapa of what success in a catchment could look like.

2.10. The Deer management item noted:

2.10.1. Te ara ki mua adaptive framework introduced by Department of Conservation (DOC) is looking to manage deer, not eradicate.

2.10.2. There are limited tools for controlling of deer because there’ no registered poison available and they are incredibly difficult to hunt.

2.10.3. An approach currently being trialled in the North Island aims to use recreational hunters and the NZ Deerstalkers Association to match landowners with deer problems to suitably experienced and responsible recreational hunters.

Regional Transport Committee (RTC)

3. Api Robin represents the Māori Committee on the Regional Transport Committee, which is scheduled to meet this coming Friday, 9 September to consider:

3.1. The Regional Public Transport Plan submissions, including hearing verbal submissions on the Regional Public Transport Plan.

Corporate and Strategic Committee (C&S)

4. Peter Eden represents the Māori Committee on the C&S, which met on 24 August 2022. Highlights from the meeting include:

4.1. The Hawke's Bay Regional Council shareholding in the Regional Sector Shared Services Organisation (RSSSO) item sets out the background and steps required, for Council to become a shareholder of the Regional Sectors Shared Services Organisation(RSSSO).

4.1.1. Staff recommended that the Council formally sign into the Council Shareholding in the RSSSO by delegating authority to the CEO to sign the Shareholders’ Agreement - Deed of Accession on behalf of the Council.

4.1.2. Once the Shareholder’s Agreement is signed, a single, fully paid Class A share will be issued and become a shareholder of RSSSO.

4.1.3. No financial implication to Council at this time.

4.2. The 2021-2022 Carry forwards item sought approval from the Corporate and Strategic Committee to carry forward expenditure budgets from 2021-2022 to 2022-2023

4.2.1. Carry forwards is a common practice amongst Councils and allows for unspent funds against projects to be moved forward so that projects can be completed.

4.2.2. A total of $4.032m unspent opex and $9.319m unspent capex is requested to be carried forward into the 2022-2023 budget.

4.3. The 1 April – 30 June 2022 Financial Report item provided the Committee with draft financial results for the 2021-2022 financial year.

4.3.1. HBRC continues to see and experience the impacts of Covid-19 on planning and delivery. While delivery for most levels of service is on track to be achieved, there are impacts to our larger projects.

4.3.2. The Long Term Plan (LTP) capital work programme will require re-profiling across the remaining 8 years of the 10-year plan horizon to account for changes to project scoping, building internal capability and shifts in the external operating environment.

4.3.3. Q4 Groups of Activities operating expenditure was $21m (30% annual opex) and exceeded the Q3 year-end forecast by $3.4m.

4.3.4. Q4 Corporate and Groups of Activities capital expenditure was $6m (27.9% of annual capital expenditure). This was $4.7m below the Q3 year-end forecast. This reflects ongoing delays across the capital work programme.

4.3.5. Preliminary results indicate an operating deficit of $2.8m compared to a budget operating surplus of $4m.

4.3.6. Investment income for the year totalled $7.2m compared to a budgeted figure of $21.6m, 64% below budget.

4.3.7. Managed funds returned a $9.3m deficit for the year delivering an adverse variance of $15.3m when compared to the expected $6m return. The full-year result shows an additional $5m decline during the final quarter of the financial year reflecting the continued volatility in the World economic markets.

4.4. The HBRIC Quarterly Update item provided the Committee with a quarterly update on the activities of Hawke’s Bay Regional Investment Company (HBRIC) for the fourth quarter of the 2021-2022 financial year and provided guidance on the outlook for the 2022-2023 financial year:

4.4.1. In the 10-year period ending 30 June 2022, HBRIC’s net assets have increased from $177m to $369m.

4.4.2. Napier Port’s expected underlying result from operating activities for the year to 30 September 2022 remains at between $38m and $42m, assuming a continuation of current market conditions.

4.4.3. The 2021-2022 financial year recorded a reduction in net assets of $76m due to the lower NPHL share price and losses from managed funds. Values had recovered by approx. $42m in mid-August 2022.

4.4.4. Based on forecast assumptions, HBRIC is able to fund its annual operations and meet Council’s dividend expectations without recourse to borrowings or further drawdowns against overall capital gains within its portfolio. HBRIC remains conscious of the need to proactively optimise its profitability and yield in the current uncertain financial conditions.

4.5. The Organisational Performance Report for the period 31 March – 30 June 2022 item provided the Organisational Performance Report for the third quarter of the 2021-2022 financial year - from 1 April 2022 to 30 June 2022:

4.5.1. No significant changes from the previous report.

4.5.2. This is the last quarterly report for the current year, which is year one of the Long Term Plan 2021-2031.

4.5.3. Metrics from the new Customer Experience software are being developed for PowerBI and will be incorporated into the dashboard when completed.

4.5.4. Further improvements, particularly around the Corporate Metrics, will be incorporated when data can be tested and reported with confidence to provide additional information.

4.6. The 2021-2022 Annual Report – Interim Non-Financial Results item provided the Committee with the interim non-financial results for inclusion in the 2021-2022 Annual Report:

4.6.1. The Annual Report is due to go to Ernst & Young for auditing in October 2022 and to the Finance, Audit and Risk Subcommittee and Council for recommendation and adoption in December 2022.

4.7. The Hawke's Bay Tourism Six-Monthly Update item updated on achievements against key performance indicators:

4.8. The financial year was particularly challenging due to further Covid-19 lockdowns, travel restrictions and continued border closures with major events been postponed to later in 2022 or early 2023.

4.9. Hawke’s Bay still managed to maintain market share in a restrictive operating environment.

4.9.1. In the final stages of developing a visitor strategy for tourism in Hawke’s Bay, ‘our version’ of MBIE’s Destination Management Plan programme. This sets out a future state for the visitor economy and the work programme required to achieve it.

4.10. The Report from the Finance Audit and Risk Sub-committee meeting item reported on the following matters:

4.10.1. Continued to see a decline in investment returns over the last quarter, however, the shortfall in investment funds won’t require any additional borrowing because operating expenditure has been lower than forecast due to delays in delivering capital projects.

4.10.2. 2022-2023 Enterprise Internal Audit Plan: Following discussions with the CE and Group Manager Asset Management, it was agreed that the Asset Management Framework audit would be deferred to 2023-2024.

4.10.3. Data Analytics audit report: No major concerns were identified, and corrective actions have been taken where needed.

Regional Council

5. Co-chairs Michelle McIlroy and Mike Paku are invited to attend Regional Council meetings and workshops with full speaking rights (no voting rights). Since the Māori Committee last met on 8 June 2022, there have been three Regional Council meetings and three Committee meetings. The Co-chairs will provide verbal updates on discussions from these.

Decision Making Process

6. Staff have assessed the requirements of the Local Government Act 2002 in relation to this item and have concluded that, as this report is for information only, the decision-making provisions do not apply.

Recommendation

That the Māori Committee receives and notes the Reports from Regional Council and committee meetings.

Authored by:

Annelie Roets

Governance Advisor

Approved by:

Pieri Munro

Te Pou Whakarae

Attachment/s

There are no attachments for this report.

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Wednesday 07 September 2022

Subject: August 2022 Statutory Advocacy Update

Reason for Report

1. This item reports on proposals forwarded to the Regional Council and assessed by staff acting under delegated authority as part of the Council’s Statutory Advocacy project.

2. The Statutory Advocacy project centres on local resource management related proposals upon which the Regional Council has an opportunity to make comments or to lodge a submission. These include, but are not limited to:

2.1. resource consent applications publicly notified by a territorial authority

2.2. district plan reviews or district plan changes released by a territorial authority

2.3. private plan change requests publicly notified by a territorial authority

2.4. notices of requirements for designations in district plans

2.5. non-statutory strategies, structure plans, registrations, etc prepared by territorial authorities, government ministries or other agencies involved in resource management.

3. In all cases, the Regional Council is not the decision-maker, applicant nor proponent. In the Statutory Advocacy project, the Regional Council is purely an agency with an opportunity to make comments or lodge submissions on others’ proposals. The Council’s position in relation to such proposals is informed by the Council’s own Plans, Policies and Strategies, plus its land ownership or asset management interests.

4. The summary outlines those proposals that the Council’s Statutory Advocacy project is currently actively engaged in.

Decision Making Process

5. Staff have assessed the requirements of the Local Government Act 2002 in relation to this item and have concluded that, as this report is for information only, the decision-making provisions do not apply.

Recommendation

That the Māori Committee receives and notes the August 2022 Statutory Advocacy update.

Authored by: Approved by:

Nichola Nicholson

Intermediate Policy Planner

Ceri Edmonds

Manager Policy & Planning

Attachment/s

1 ⇩

September 2022 Statutory Advocacy Update

1 ⇩	Kahungunu Executive report - Michelle McIlroy
2 ⇩	Te Taiwhenua o Tamatea report
3 ⇩	Te Taiwhenua o Heretaunga report

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