Agenda of Asset Management and Biosecurity Committee

HAWKE’S BAY REGIONAL COUNCIL

Asset Management and Biosecurity Committee

Tuesday 09 November 2010

SUBJECT: Land Management Work Programmes 2010/2011

REASON FOR REPORT:

1. The purpose of this report is to set out the work programmes for Council’s land management section for the 2010/11 financial year, and provide an indication of the ongoing work programme.

2. The report highlights the programmes being undertaken by the Land Management section, their focus and how they link to the land management goals adopted by Council.

Background

3. The traditional approach by the land management section has focussed on soil conservation and environmental enhancement on private land. This plan signals a broader strategy with a greater focus on farm economics and assisting the primary productive sector as a whole to rather than the traditional one to one approach.

4. Goal

a) The Goal for the Land Management section is to:

Increase the future viability and resilience of Hawke’s Bay landscapes, by raising capacity and value

- Environmental (soil, water, biota, energy, carbon)

- Cultural & social

- Economic dimensions

The achievement of this goal will result in increased resilience to future uncertainty and change circumstances, including shocks relating to climate, market returns, resource availability and costs or social dynamics.

The diagram below provides a hierarchical representation of the wider goal of Land Management, and the necessary steps of analysing issues, identifying outcomes, developing implementation strategies, and appropriate measures.

b) To achieve this the Land Management section will seek closer liaison between Councils, government agencies (e.g. Ministry or Agriculture and Forestry) and industry sector groups (e.g. Beef and Lamb New Zealand, and Federated Farmers).

5. Key Outcomes

The following outcomes reflect the wider biophysical and economic treats and opportunities and the social prerequisites required to achieve sustainable land use

Biophysical

Social

Economic

Improved

· Soil function

· Water retention

· Water quality

· Drought & flood buffering

· Ecosystem values and services

· Farm input energy Efficiencies

· Carbon efficiencies

· Learning culture

· Stronger communities

· Commitment to long-term sustainable values

· Enhanced natural capital

· High value-multi-enterprise landscape

· Strong market position

· Improved diversity

· Optimisation of positive local multipliers

6. Key Work Programmes

The key Work Programme streams are:

a) Research innovation and Demonstration

The encouragement and facilitation of new innovations, research and demonstrations highlighting future potential options for farmscape redesign and land management practices, supported by robust science and economic justification.

b) Operational Works

The facilitation, protection and incentivisation of operational works through the use of advice and economic instruments (principally through the RLS but including other tools such as the AGS)

c) Indirect Influence through collaboration

Indirect influence affecting behaviour by enlisting the support and working collaboratively with industry sector groups and central government agencies to indentify and address industry issues, establish common objectives, and jointly promote best practice

d) Community engagement

Community engagement and participatory initiatives that provide a forum for knowledge exchange, individual and cooperative initiatives, dialogue, adaptation, motivation, and culture change, particularly where the outputs from the first three work streams can be effectively demonstrated, or in priority catchments.

These streams and associated projects are set out in the attached tables.

DECISION MAKING PROCESS:

7. Council is required to make a decision in accordance with Part 6 Sub-Part 1, of the Local Government Act 2002 (the Act). Staff have assessed the requirements contained within this section of the Act in relation to this item and have concluded that, as this report is for information only and no decision is to be made, the decision making provisions of the Local Government Act 2002 do not apply.

RECOMMENDATIONS:

That the Asset Management and Biosecurity Committee recommend that Council:

1. Receive this report.

Chris Perley

MANAGER LAND MANAGEMENT

Mike Adye

Group Manager Asset Management

Attachment/s

1 View

Workstream Table Summary

Under Separate Cover

HAWKE’S BAY REGIONAL COUNCIL

Asset Management and Biosecurity Committee

Tuesday 09 November 2010

SUBJECT: Huatokitoki Community Catchment Project

REASON FOR REPORT:

1. This item is to inform Council of one of the key projects being undertaken by the Land Management Section.

Background

2. The Huatokitoki catchment is representative of East Coast hill country that has been seriously impacted by the droughts of 2006/7, 2007/8 and in 2008/9. This area has naturally productive geology and soils and yet dry matter production in this area is among the lowest in Hawke’s Bay. Climate change models suggest that this catchment may receive less rainfall in the future and as such it provides an excellent case study for the investigation of catchment and farm resilience in relation to climate variability.

3. The total number of farms involved in this project is 26, covering approx 17,000ha.

4. The traditional sheep and beef farming model of this area has been under severe threat from both climate variation and market fluctuations in recent years. The 07/08 drought is estimated to have removed $700 million from the East Coast economy. It is still too early to measure the impact of the current year’s drought but anecdotal evidence of stock numbers being 20-30% down on winter carrying capacity indicate that it will be significantly more(i.e.1 billion plus). The trickledown effect of reduced stock numbers on the rest of the economy will be large.

5. The social effect on families and wider communities is difficult to measure but is immense. When extrapolated over the entire East Coast the problem is of a national scale economically. This will continue to happen unless the primary productive sector can redesign their systems and approach to deal with climatic disturbance of this magnitude.

Project Scope and Description

6. The project will explore the opportunity to develop over the longer-term a process whereby a community of farmers can work together, with outside assistance, to analyse their current farming systems and catchment to design (and/or adapt) new integrated farming systems that ensure greater resilience against climate and market risks.

7. Central to this will be the development of an in-depth understanding of the current farming systems within the catchment. This will include:

a) an analysis of the human capability within the community

b) an analysis of the soil and land use resources on each property and across the catchment

c) an analysis of the timing and amount of feed grown on each property and how stock feed demand is manipulated to cope with both climatic and market risk

d) a description of the risk management strategies used by each farmer to cope with both climatic and market risk

e) an analysis of the water resources and use within the catchment and the impact of farming activities on this resource

f) financial analysis of the farm business performance of each property over the last decade

8. Examining options beyond individual property boundaries represents a new dimension to traditional land evaluation and farm business planning. It also introduces a new dimension to collective thinking and learning, creating the opportunity for new business arrangements, while leaving decision making in the hands of the individual farmers in the community.

9. This understanding will form the basis of identifying and designing potential changes at both the farm and catchment scale to enhance system resilience.

10. Water is a scarce resource in the catchment with many of the farms still reliant on dams and seasonal streams for stock water. A possible outcome of this project is the investigation of a community based reticulated stock water scheme which may offer immediate value to a significant number of producers. It could also open up the option of small irrigation blocks growing high value crops within the catchment.

11. The project is funded by Sustainable Farming Fund ($455k over 3 years) and Council ($85k over 3 years), plus cash contributions from Hatuma Lime, Landcorp and Beef & Lamb NZ. Council are also co-ordinating the project. The cost of this time is in addition to the above cash contribution.

Links to Broader Objectives

12. This project will link to programmes dealing with the economic and environmental sustainability of Hawke’s Bay hill country. It will enable a greater practical understanding of the links between the landscape and the farm business model to provide greater resilience, improving ability to refine and focus future work.

How will leveraging be used to achieve wider objectives?

13. The development of a catchment scale project will provide the opportunity to demonstrate that collaboration between farms at this scale, can significantly improve economic social and environmental performance of the individual farms and the community.

14. This represents a new dimension to traditional land evaluation and farm business planning, applicable to a number of catchments throughout the region. It also introduces a new dimension to collective thinking and learning, creating the opportunity for new business arrangements. Part of the project design is the monitoring of how the community has been involved and responds.

15. This will allow the design of a template for working with rural communities to achieve multiple outcomes.

DECISION MAKING PROCESS:

16. Council is required to make a decision in accordance with Part 6 Sub-Part 1, of the Local Government Act 2002 (the Act). Staff have assessed the requirements contained within this section of the Act in relation to this item and have concluded that, as this report is for information only and no decision is to be made, the decision making provisions of the Local Government Act 2002 do not apply.

RECOMMENDATIONS:

That the Asset Management and Biosecurity Committee recommend that Council:

1. Receive this report.

Mike Adye

Group Manager Asset Management

Attachment/s

There are no attachments for this report.

HAWKE’S BAY REGIONAL COUNCIL

Asset Management and Biosecurity Committee

Tuesday 09 November 2010

SUBJECT: Regional Pest Management Strategy Review

REASON FOR REPORT:

1. The purpose of this report is to outline the requirement to review the regional pest management strategy in the 2011 calendar year and the key issues associated with that review. The current Strategy expires in December 2011. Sections 78 and 88 of the Biosecurity Act 1993 require an RPMS review proposal to be notified prior to December 2011.

Background

2. Proposed RPMS Review Timeline

February 2011

March 2011

April 2011

May

2011

August 2011

September 2011

November 2011

December 2011

February 9 AM & B

Committee

Considers Final draft of discussion document

Regional Pest Management Strategy discussion document out for public comment

Public comment period for discussion document closes

May 11

AM & B

Committee

Considers submissions on discussion document

August 11

AM & B

Committee

Considers proposed reviewed RPMS for public submission

RPMS publically notified for submissions

Public submissions close

November 9^th AM & B Committee

Considers

Completed revised RPMS

Revised Strategy adopted by Council

Proposed Changes to the Regional Pest Management Strategy

3. Clearer links between RPMS programme outputs and community outcomes.

Over the last 2-3 years the Biosecurity section has made progress understanding the link between biosecurity programme outputs and the community outcomes these programmes contribute to. It is proposed that the reviewed RPMS is restructured to more clearly show the linkages between programme outputs and community outcomes.

4. RPMS Classifications and Terms

Regional councils are seeking to gain greater consistency in RPMS pest classifications and terms. The Biosecurity Managers group (BMG) has undertaken a review of RPMS classifications and terms and recommended changes. Staff will review the BMG proposed classifications and terms. If the amended classifications and terms are appropriate then these will be recommended to Council for inclusion into the revised RPMS.

5. Binding the Crown to Regional Pest Management Strategies

In June 2010 Cabinet agreed that (subject to certain criteria) the Crown should be bound to regional pest management strategies. The criteria for the Crown to be bound is currently being finalised by Central Government in consultation with Regional Councils and other key stakeholders. It is likely that by mid April 2011 staff will understand in more detail the process for binding the Crown. If it is possible to meet the requirements to bind the Crown during the 2011 RPMS review then this will be done. The RPMS may require changes to achieve this.

6. Proposed Changes to the Biosecurity Act 1993

Running concurrently with the development of criteria to bind the Crown are proposed changes to the Biosecurity Act. The detail of Biosecurity Act changes should also be clearer mid 2011. Changes may include a 10 year RPMS review period, renaming the ‘strategy’ to ‘plan’, and greater definition on the regional leadership role in pest management for regional councils. The RPMS may require changes to respond to changes in the Biosecurity Act.

RPMS Discussion Document – Key Items for Discussion

7. Argentine Ants

For the past two years staff have undertaken a number of initiatives to better understand the most appropriate long term management response for Argentine ants. The RPMS discussion document is an excellent opportunity to seek feedback from the community on possible management options. Staff see this as a key item for discussion in the RPMS discussion document.

8. Completion of Possum Control Initial Control

Possum control area initial control is programmed to be completed well before the 2016 proposed target date in the current RPMS. To maintain the strong economic and biodiversity gains the programme is delivering resources will need to be allocated to the ongoing management of the completed PCA programme. However it is likely that after provision for ongoing PCA programme management funding will be freed up from the completion of initial possum control. The RPMS discussion document provides the opportunity to get feedback on the community’s preference for the use of any resources available as a result of the completion of PCA initial control. These options may include:

• A rates reduction

• Allocating resources to other new pest management areas such as pest pathway management or improved surveillance

• Strengthening management of current pests such as goats or predators

• Increasing funding in plant pest management for emerging plant pest threats within the region

9. Rabbit control

Staff currently take a pragmatic interpretation on the management of rabbits through the RPMS. Where rabbit numbers are high on an individual property, but are not impacting on neighbours or having soil conservation or biodiversity impacts on site, then the land user triggers control based on their willingness to pay 50% of control costs. It would be useful to test that the current RPMS management programme for rabbits is operating successfully.

Feedback is sought from Committee as to whether any other significant items should be included in the RPMS discussion document and review process.

DECISION MAKING PROCESS:

10. Council is required to make a decision in accordance with Part 6 Sub-Part 1, of the Local Government Act 2002 (the Act). Staff have assessed the requirements contained within this section of the Act in relation to this item and have concluded that, as this report is for information only and no decision is to be made, the decision making provisions of the Local Government Act 2002 do not apply.

RECOMMENDATION:

That the Asset Management and Biosecurity Committee recommend Council

1. Note that Councils current Regional Pest Management Strategy expires in December 2011, and agree the proposed review process and timeline set out in this briefing paper.

2. Note the key items staff propose to highlight for public input through a discussion document.

Campbell Leckie

Biosecurity Manager

Mike Adye

Group Manager Asset Management

Attachment/s

There are no attachments for this report.

HAWKE’S BAY REGIONAL COUNCIL

Asset Management and Biosecurity Committee

Tuesday 09 November 2010

SUBJECT: Biosecurity Annual Report - 2009/2010 Animal and Plant Pest Annual Reports

REASON FOR REPORT:

1. The Biosecurity Act 1993 requires Council, as management agency for the Hawke’s Bay Regional Pest Management Strategy (RPMS), to prepare an annual report on the operational plan and its implementation not later than 5 months after the end of each financial year.

2. Copies of the annual report for Council’s activities with regard to Plant and Animal Pests are appended to this paper for Committee reference and are available to other parties on request.

3. This paper highlights key points in the 2009/2010 annual report.

Comment

4. The highlights of the 2009/2010 Annual Report are as follows:

Animal Pests

4.1. Eighty seven land occupiers, covering 11,020 hectares, had initial Possum Control Area completed on their properties in 2009/2010. With the combined Possum control area and Animal Health board programmes, ninety percent of the region’s rateable land now receives the economic, animal health and biodiversity benefits of sustained low possum numbers.

4.2. A total of 180 land occupiers received initial maintenance facilitation visits during 2009/2010, with 1966 land occupiers having received initial assistance, and now managed as part of the ongoing maintenance phase.

4.3. The aerial rook control programme is proving to be highly successful. A total of 92 active nests were treated across the eradication zone north of SH5 compared to 214 in the 2008/2009 financial year. A total of 905 active nests were aerial treated across the control zone south of SH5 compared to 1956 in 2008/2009.

4.4. While RHD continues to circulate within the Hawke’s Bay immunity to RHD is now widespread within rabbit populations and isolated hot spots are now being seen. Over the next 2-3 years these areas may require localised rabbit control operations.

4.5. An urban pest management programme has been successfully completed over the Napier hill. The public response to this project has been excellent. Initial bird monitoring shows appreciable increases in native bird numbers within the operational area. This urban biodiversity programme will be progressively rolled out to other urban areas within the Hawkes Bay region.

4.6. A significant amount of work has taken place on argentine ants. The primary objectives of the programme have been to understand the extent of the argentine ant infestation in the region, and the most appropriate long term management response.

Plant Pests

4.7. The urban Privet programme is now delivering a much higher level of productivity through the use of a contractor, with the cost of privet removals from properties reduced from $525 to $260. We are now making rapid progress on the reduction of privet in the urban environment and all outstanding complaints have been completed. The human health impacts of privet on the urban ratepayer should be significantly reduced over the next 2-3 years.

4.8. The removal of Pinus Contorta on the 90 ha core area on multiple ownership Maori land at Rangitaiki has been completed. A range of options to reduce the regeneration of contorta seedlings are being discussed with the East Taupo lands Trust. In addition council has submitted tree weed exemption applications required by the Ministry of Agriculture and Forestry under the Emissions Trading Scheme for pre 1990 contorta deforested during the Rangataiki programme.

4.9. Low incidence plants controlled were Climbing spindleberry, Cathedral bells, Blue passion flower, Phragmites and Asiatic Knotweed.

4.10. Continued leading didymo coordination as a key regional stakeholder in the Hawke’s Bay East Coast regional response group.

DECISION MAKING PROCESS:

1. Council is required to make a decision in accordance with Part 6 Sub-Part 1, of the Local Government Act 2002 (the Act). Staff have assessed the requirements contained within this section of the Act in relation to this item and have concluded that, as this report is for information only and no decision is to be made, the decision making provisions of the Local Government Act 2002 do not apply.

RECOMMENDATION:

1. That the Asset Management and Biosecurity Committee recommend that Council receive the Animal Pest and Plant Pest reports for activities undertaken during the 2009/2010 financial year.

Campbell Leckie

Biosecurity Manager

Mike Adye

Group Manager Asset Management

Attachment/s

1 View

2009/2010 Animal and Plant Pest Annual Reports

Under Separate Cover

HAWKE’S BAY REGIONAL COUNCIL

Asset Management and Biosecurity Committee

Tuesday 09 November 2010

SUBJECT: Tutira Carbon Sequestration Property - Recreation Opportunity

REASON FOR REPORT:

1. This agenda item updates Council on existing and proposed recreational opportunities within the wider Tutira district, with specific emphasis on the Council owned assets of Tutira Country Park and the Tutira Carbon Sequestration properties. This report also outlines other current initiatives, such a the operation of the Tutira Maungaharuru Visionary Group, the rationale for investigating recreational opportunities over the Tutira Carbon Sequestration Property (investment property), as part of a recently completed Tutira Recreation Opportunity scoping study.

Background

Tutira Maungaharuru Visionary Group

2. The Tutira Maungaharuru Visionary Group was established in mid-2009 as a group of local stakeholders with respective interests or responsibilities within the Tutira district and has been used to identify opportunities and to determine possible future directions for Tutira.

3. This group believes that the Tutira district has a lot more to offer than is currently realised in terms of its environmental, cultural, recreational, educational and economic values. The group also believes that the significance of Tutira as a destination and special place within our Region is understated. On this group are representatives from the local community, local Hapu, HBRC, DoC, Fish and Game HB, Guthrie Smith Trust and EcoEd.

4. The group is being led by the HBRC and the recently completed scoping study will be used to inform this group as to possible opportunities within the area and as a means of determining a coordinated vision and direction for the wider Tutira district.

Tutira Investment Property

5. This property was purchased as a multifunctional investment property in June 2009 for the following reasons: ”it’s significant open space and strategic value given its location adjacent to key amenity areas and Tangoio Soil Conservation Reserve; its potential to demonstrate land use options relating to soil conservation and waterways; its severely eroded nature; and its commercial advantages associated with timber and carbon trading.^”Strategy Statement September 2009.

6. Further, the Council identified key functions for the property as “social engagement, amenity values, recreation, the improvement of water quality, soil conservation, biodiversity and indigenous ecological values, research and demonstration.” Strategy Statement September 2009.

7. In October 2009 a revised goal statement was endorsed: “To establish a profitable working example of integrated and multi-functional land use centred on sequestration and soil conservation forestry consistent with wider social, amenity, environmental and economic values and opportunities within the Tutira area.”

8. The establishment of a Future Forest to fulfil obligations within the strategy statement is well underway. A mixed planting of mainly eucalypt and cypress were planted on north to northwest faces on the investment property in the winter of 2010. The purpose of the trial planting is to ascertain if the chosen varieties grow vigorously on these hard dry northern faces that many Hawke’s Bay hill country farms have. Additional smaller trials are planned for the future.

9. In June 2010 the Council engaged Opus consultants to complete a study exploring recreational opportunities for the investment property, Tutira Country Park and also this Council’s function in relation to the provision of recreation opportunities within the wider Tutira District

Tutira Recreation Opportunity Scoping Study

10. The report identified and summarised existing recreational facilities within the area and used this information to consider linkages and opportunities for better coordination to maximise use and exposure of what the area has to offer.

11. This report was completed in October 2010 and sets out 3 levels of recommendations covering recreational opportunity in the context of the investment property, Council owned and administered land in the vicinity and the wider Tutira area.

The executive summary from this report is attached as supporting documentation to this paper. The full report is available on request.

12. In addition to the recommendations, key findings from the study identified walking, mountain biking and horse trekking as the three most suitable recreational activities for the investment property, recognising the significant linkage opportunities between existing properties and a grander vision of an access corridor from the coast to Lake Tutira and beyond.

13. The study identified, through consultation, that the investment property is considered suitable for more active recreational opportunities. Whereas Lake Tutira and the Tutira Country Park are seen as more suitable for passive recreational pursuits. Lake Tutira and surrounding environs are recognised as having significant landscape, historical /cultural and recreational values and is the key focal point for recreation in the wider area.

14. Staff have reviewed the report and their key recommendations are prioritised and listed below.

14.1. Give priority to the Tutira Recreation Opportunity Scoping Study recommendations that relate to the investment property, Tutira Country Park and the Tangoio Soil Conservation Reserve.

14.2. Undertake a baseline survey of visitors to Council open space’s within the Tutira area as the basis for understanding visitor needs and behaviour.

14.3. Primarily, develop the investment property for recreational opportunities that are complimentary to those of Tutira Country Park.

14.4. Draft a public use plan for the investment property that will overlay and integrate into the current management framework for investment and research planting and establishment of a “future forest”. This plan will:

· Account for the landscape, historical / cultural and recreational values of the property.

· Plan public access and facilities appropriate to the identified recreational use of the property.

· Design and detail a track plan showing all existing and future recreational tracks and linkage pathways, highlighting intended use.

· Establish timeframes for making the property publicly accessible and budget for developing the recreational infrastructure.

· Name “the property”.

14.5. Investigate options for linking the Tangoio Soil Conservation Reserve, Investment Property and Tutira Country Park.

14.6. Continue investigating opportunities through the wider Tutira area and build on existing stakeholder partnerships through continuing to lead the Tutira Maungaharuru Visionary Group.

Funding

15. The development of a public use plan ($12,000) and associated baseline survey ($3,000) is estimated to cost $15,000. It is proposed to use a combination of internal staff time and where appropriate consultants to carry out the work. Funding provision for this work is available within the Open Space Project where a provision of $1,000,000 for open space opportunities that fit within Council’s approved Open Space assessment policy exists for the 2010/11 year.

DECISION MAKING PROCESS:

16.1. Sections 97 and 98 of the Act do not apply as these relate to decisions that significantly alter the service provision or affect a strategic asset.

16.2. Sections 83 and 84 covering special consultative procedure do not apply.

16.3. The decision does not fall within the definition of the Council’s policy on significance.

16.4. Section 80 of the Act covering decisions that are inconsistent with an existing policy or plan does not apply.

16.5. Council can exercise its discretion under Section 79(1)(a) and 82(3) of the Act and make a decision on this issue without conferring directly with the community or others having given due consideration to the nature and significance of the issue to be considered and decided, and also the persons likely to be effected by or have an interest in the decisions to be made.

RECOMMENDATIONS:

That the Asset Management and Biosecurity Committee recommend that Council:

1. Give priority to the Tutira Recreation Opportunity Scoping Study recommendations that relate to the investment property, Tutira Country Park and the Tangoio Soil Conservation Reserve.

2. Instruct staff to:

2.1. undertake a baseline survey of visitors to Council open space’s in this area as the basis for understanding visitor needs and behaviour.

2.2. Develop the investment property for recreational opportunities that are complimentary to those at Tutira Country Park.

2.3. Draft a public use plan for the investment property that will overlay and integrate into the current management framework for investment and research planting and establishment of a “future forest”, that:

2.4. Takes into account the landscape, historical / cultural and recreational values of the property.

2.5. Proposed public access and facilities appropriate to the identified recreational use of the property.

2.6. Proposes a design and detailed track plan showing all existing and future recreational tracks and linkage pathways, highlighting intended use.

2.7. Establishes timeframes for making the property publicly accessible and budget for developing the recreational infrastructure.

2.8. Recommends a name for the property.

2.9. Investigate options for linking the Tangoio Soil Conservation Reserve, Investment Property and Tutira Country Park.

2.10. Continue investigating opportunities through the wider Tutira area and build on existing stakeholder partnerships through continuing to lead the Tutira Maungaharuru Visionary Group.

3. Approve expenditure of $15,000 for the development of a public use plan and associated baseline survey for Council’s properties within the Tutira area, with that funding to be sourced from the existing $1,000,000 provision for open space opportunities within Council’s Open Space Project.

Stephen Cave

OPERATIONS ENVIRONMENTAL MANAGER

Graeme Hansen

Group Manager Operations

Attachment/s

1 View

Tutira Recreation Opportunity Scoping Study - Executive Summary

Tutira Recreation Opportunity Scoping Study - Executive Summary

Attachment 1

Opus Report – Tutira

Executive Summary

Introduction

Hawke’s Bay Regional Council has commissioned this scoping study to help them better understand the nature of recreation opportunity in the Tutira area and how to optimise the benefits and use of Council open space to the wider regional community. Council currently work cooperatively with the Department of Conservation (DoC) and other stakeholders to ensure public access and enjoyment of public land at Tutira and seek to continue a collaborative and holistic approach to future provision of recreation opportunity in the area.

Council has two key roles in maintaining and developing recreation opportunity in the area: as manager of significant areas of publicly owned land, and as facilitator/stakeholder for wider community outcomes that benefit the area.

The particular drivers for this desktop assessment of recreation opportunity in the Tutira district are threefold:

1. The recent purchase by Hawke‟s Bay Regional Council (Council) of 319 hectares of rural land at Tutira as an investment property.

2. Recognition by Council of recreation opportunities in the wider Tutira District and a need to better understand their role in this.

3. A commitment to considering other open space opportunities by way of a $7.5 m fund available for projects meeting Council‟s investment criteria.

This assessment has included the following research:

1. Review of Council documents relating to open space including:

· Long Term Council Community Plan and Annual Plan

· Hawke‟s Bay Rural Open Space Study July 2007

· HBRC Open Space investment policy

· Tangoio Soil Conservation Reserve management Plan 2007-2012

· Tutira Country Park Operation Management Plan 2009-2014

· Land use Capability Assessment of „the property‟ Tutira

2. Review of best practise and the „regional park‟ concept including:

· Auckland Regional Council Regional Parks Management Plan

· Greater Wellington Regional Council Parks Network Strategy

· Environment Bay of Plenty Papamoa Hills Regional Park Management Plan

· Google search of best practise in Australia and New Zealand

3. Stakeholder and client liaison including

· Attending meeting of the Tutira Maungaharuru Visionary Group and follow up liaison resulting from this.

· Discussion with Department of Conservation staff

· Discussion with Pan Pac staff regarding mountain biking opportunities

· Liaison with Ngāti Pahauwera hapū representative

· Liaison with Deputy Chairperson Maungaharuru-Tangitu Incorporated

· Liaison with Council staff

4. Site visit to the investment property, Tutira Country Park and drive past Opouahi, Boundary Stream and Bellbird Bush.

Key Findings

Key findings from this assessment are summarised as follows:

Lake Tutira

1. Lake Tutira and surrounding environs is recognised as having significant landscape, historical/cultural and recreation values and is the key focal point for outdoor recreation in the wider area with a cluster of existing recreation activities centred around the lake. An integrated approach to the development of recreation opportunity around the lake is required.

2. Low impact recreation activities are more suited to Lake Tutira and environs given the high cultural value and environmental restoration focus of this area.

3. Council owned Tutira Country Park is a significant part of this recreation opportunity. Better understanding of visitor behaviour to this park and planned development/management of recreation opportunity will further enhance the area as a visitor recreation destination.

The Wider Tutira Area

1. The wider Tutira area covers a vast range of rural and natural environments with a wide range of recreation opportunities. The special character of this area results from a combination of interesting and diverse landscapes and eco-restoration projects, and its Māori and early settler history. There are also large areas of publicly owned open space in the district which already offer a diverse range of recreation opportunity. However these are generally not well known beyond the local community and there is huge potential to co-ordinate initiatives and opportunities to create a regionally significant outdoor recreation focus.

2. Secondary clusters of recreational opportunity each with their own character and associated range of recreation opportunities exist in the wider Tutira area. These are described as follows:

a. Maungaharuru Eco-Recreation Hub

This area includes Opouahi, Boundary Stream and Bellbird Bush. Predator proofing within these areas has allowed bush regeneration and native bird repopulation to create special areas with high natural value. The Department of Conservation manages large areas of crown land in this area and public access is a feature of these areas. This area is accessed via local roads from Lake Tutira.

b. Tangoio-Tutira Recreation Corridor

This area includes land owned and managed for conservation, road protection and recreation purposes. There is an almost continuous link of public open space from Tangoio to Tutira with opportunity for integrated recreation links to Lake Tutira. State Highway 2 runs through this area.

The Council‟s investment property, located within this corridor, is ideally suited to a range of outdoor recreation opportunities such as walking, mountain biking and potentially horse-riding to a limited degree. There is opportunity to integrate these opportunities with adjacent public open space areas and a strategic approach to provision of trails within these areas is recommended. In addition the site could be suited to site-specific activities such as motor-cross and shooting clubs if there is sufficient demand. There is also passive recreation and education type opportunities associated with the sites farming activities. Table 1.0 summarises recreation opportunity for the investment property.

c. Coastal Hub- Waipatiki/Tangoio/ Aropawanui

There are opportunities associated with the coastal areas of Waipatiki, Tangoio and Aropaoanui. There are small public reserve areas within the coastal area and known historical Māori trails link this area to Lake Tutira.

MAP 1 identifies recreation opportunity within each of these hubs.

Integrated Stakeholder Opportunities

1. Stakeholders in the area are already discussing ways to work together for the benefit of the area. Recreation use would improve through co-ordinated promotion of recreation opportunity in the area, so that the public better understand the opportunities that are available.

2. Two key ideas to promote the area are highlighted as worthy of further investigation. The first is a walkway around Lake Tutira. This would require a collaborative approach but has potential to be a key attraction of the area.

The second is a themed „recreation‟ trail to link recreation opportunities in the wider area. It is envisaged that „themed‟ route would have standard signage and features. This would assist promoting the wider area and encouraging visitors to the area. A similar approach has been successful through the Waioeka Gorge (between Opotiki and Gisborne).

Regional Park Concept

1. Legislation relating to „regional parks‟ and regional park management plans for Auckland and Wellington Regions and Papamoa Hills (Environment Bay of Plenty) were reviewed for relevance to the Tutira area. Regional parks no longer require a statutory process for their creation (although they can be vested as such by an „Order in Council‟), however best practise provides for identification and protection of landscape, historic and recreation values through a public planning process. Tutira Country Park has all the elements of a regional park and future planning would benefit from adopting best practise methods and if the community wished vested by „order in Council‟ to provide long term protection of these values.

Recommendations

Based on these findings the following sets of recommendations are made:

· General recommendations for Council owned land at Lake Tutira

· Specific recommendations relating to the Council‟s Tutira investment property

· Recommendations relating to the wider Tutira district. Implementation of these will require collaboration between stakeholders.

Council owned land

1. Prepare a detailed inventory of Regional Council sites including data on cultural/ historical features, landscape features and recreation opportunities.

2. Undertake a baseline survey of visitors to Regional Council open space as the basis for understanding visitor needs and behaviour.

3. Consult with other stakeholders, the community and public on options for recreation on Council land. Information from the above steps will help inform this stage.

4. Based on 1, 2 and 3 develop a recreation strategy for public open space addressing existing and proposed features, and linkages between Tangoio Soil Conservation Reserves, the investment property and Lake Tutira Country Park.

5. Develop a signage policy for Council lands at Tutira and Tangoio This policy should provide for a generic shared brand, consistency and address visual cluttering of the site (refer also recommendations relating to signage and themeing/branding below).

The Investment Property

1. Develop a „track‟ plan showing all existing and intended future recreational tracks, associated staging of development and intended use e.g. mountain biking, hiking, bird-watching, access to special areas such as clay shooting, motocross etc

2. Develop a plan showing centralised vehicle access, parking and facilities for recreational users (may include facilities such as toilets and shelter areas, access to drinking water etc). It is considered that the existing vehicle access from McIntyre‟s Access Road to an area beyond the woolshed (centrally located on the property) would be appropriate.

3. Develop appropriate signage and interpretation consistent with that used in the wider Tutira area.

4. Research and record the history of the property and identify any historic or cultural sites and how these can be used to enhance recreation experienced on the investment property.

5. Develop a management plan for the property that takes into account the landscape, historical/cultural and recreational values of the property.

6. Investigate options for linking the investment property to the Lake Tutira property.

Wider Tutira Area

These initiatives will rely on stakeholder collaboration and will need to be championed by local leaders (either community group or agency) or group of agencies. The Tutira Maungaharuru Visionary Group will be an important group who are well placed to drive some of these initiatives. If not specific stakeholder groups could be set to investigate the feasibility of the recommendations.

1. Themeing/branding for region. In consultation with the Department of Conservation, and other stakeholders develop a consistent themed identity and approach for signage in the wider Tutira area.

2. Lake Tutira Walkway. Identify stakeholders and set up working party of stakeholders to investigate feasibility of walkway. Determine best route, identify key stakeholders (who can make this happen e.g. Council, New Zealand Transport Agency, the Department of Conservation, Hastings District Council ); develop strategy, funding and implementation plans

3. Themed recreation trail. Identify stakeholders and set up working party of stakeholders to investigate feasibility of a themed recreation trail. Determine best route, identify key stakeholders (who can make this happen e.g. Council, New Zealand Transport Agency, the Department of Conservation, Hastings District Council ); develop strategy, funding and implementation plans.

4. Investigate walking opportunities in the wider district particularly cultural walking trails that are of significance to the area.

5. Encourage recording of historical/cultural information of the area, and recognition of specific sites as part of the stories of the district that will enhance the recreation experience.

6. Identify gaps between various assets within the Tutira area and investigate linkage opportunities.

Tutira Recreation Opportunity Scoping Study - Executive Summary

Attachment 1

Table 1.0 Investment Property Summary of Activity Suitability

Activity	Demand	Site Suitability	Conflict	Facilities	Impact on Environment	Linkages	Total (average)	Ranking
Walking/ Tramping Orienteering Rambling	2	1	1	2	2	2	10 (1.4)	2
Biking (non motorised)	1	1	3	2	2	2	11(1.5)	3
Biking (motorised)	?	1	3	2	4	4	14 (2)	4
Camping	4	5	1	4	1	5	21 (3)	6
Education	2	-	1	2	1	1	7 (1)	1
Shooting	-	2	2	5	1	5	15 (2.1)	5=
Horse riding	2	3	2	3	1	2	13 (2.1)	5=

This table provides a summary of the assessment of recreation activities undertaken for the investment property recently purchased by Hawke‟s Bay Regional Council. Full details of this assessment are provided in section 7.0 of the report. The ranking provides a guide to suitability of activities for the property with 1= highly suitable and 5 = least suitable or facing the most challenges. Note that this assessment is desktop only and is intended as a guide for further consideration by the Council.

HAWKE’S BAY REGIONAL COUNCIL

Asset Management and Biosecurity Committee

Tuesday 09 November 2010

SUBJECT: 2009/2010 Flood Control and Drainage Schemes - Annual Reports

REASON FOR REPORT:

1. Asset Management Plans for each of the flood control and drainage schemes administered by Council requires that an annual report on each of the Schemes be presented to Council.

2. Copies of the annual reports on Council’s activities with regard to each of the flood control and drainage schemes administered by Council are appended to this paper for Committee member reference and are available to other parties on request.

Background

3. Reports on the following schemes are appended:

a) Heretaunga Plains Flood Control and Drainage Scheme – Drainage and Pumping (Appendix 1)

b) Heretaunga Plains Flood Control Scheme – Rivers (Appendix 2)

c) Upper Tukituki Flood Control Scheme (Appendix 3)

d) Minor Flood Control Schemes (Appendix 4) including:

i. Esk River Flood Control and Whirinaki Drainage Scheme

ii. Porangahau Flood Control Scheme

iii. Te Ngarue Flood Control Scheme

iv. Poukawa Drainage Scheme

v. Makara Catchment Control Scheme

vi. Paeroa Drainage Scheme

vii. Ohuia Drainage Scheme

viii. Kopuawhara Flood Control Scheme

ix. Wairoa Rivers and Streams Scheme

x. Central & Southern Areas Rivers & Stream Scheme

xi. Te Awanga Scheme

DECISION MAKING PROCESS:

4. Council is required to make a decision in accordance with Part 6 Sub-Part 1, of the Local Government Act 2002 (the Act). Staff have assessed the requirements contained within this section of the Act in relation to this item and have concluded that, as this report is for information only and no decision is to be made, the decision making provisions of the Local Government Act 2002 do not apply.

RECOMMENDATIONS:

That the Asset Management and Biosecurity Committee recommend Council:

1. Receive the Flood Control and Drainage Scheme reports for activities undertaken during the 2009/10 financial year.

Mike Adye

Group Manager Asset Management

Graeme Hansen

GROUP MANAGER OPERATIONS

Attachment/s

1 View

1 - 4 Annual Reports

Under Separate Cover

HAWKE’S BAY REGIONAL COUNCIL

Asset Management and Biosecurity Committee

Tuesday 09 November 2010

SUBJECT: Gravel Resource Review

REASON FOR REPORT:

1. This report is to update the Asset Management Biosecurity Committee on progress with the Review of Riverbed Gravel Management. This is part of the Gravel Management Project (Project 369).

Background

1. The Hawke’s Bay river borne gravel resource is increasingly under pressure particularly in the proximity of the Heretaunga Plains. Gravel extraction forms an integral part of ongoing flood protection to both Heretaunga and Ruataniwha Plains, with gravel being extracted such that the flood capacity of the schemes is maintained, and the potential for the rivers to undermine edge protection is minimised. The majority of the easily accessible rivers are now effectively managed through this process, but gravel stocks are limited in these areas meaning there is pressure on gravel extractors to win their resource greater distances from their markets putting pressure on their competitiveness.

2. In addition there is increasing concern being expressed by the public that river gravel extraction is aggravating coastal erosion, particularly in Haumoana and Te Awanga.

3. The Asset Management section believes it is imperative for Council to have an effective framework for the ongoing management of the gravel resource within the region, supported by robust science and processes.

4. A scoping report to identify the issues associated with the current management of the region’s river bed gravel resource has therefore been commissioned which once implemented will:

4.1. Improve Council’s understanding of riverbed gravel movement and the impact of gravel extraction on flood protection works and coastal processes.

4.2. Enable Council to review its management regime for assessing the gravel resource and for managing its extraction.

4.3. Inform co-management discussions with regard to the gravel resource and its management with Treaty Claimant Groups.

5. Tonkin and Taylor was commissioned to assist in the review and provide a scoping report together with a prioritized programme of work that could be accommodated in a 6 year time span. A draft scoping report has now been completed and will be outlined by staff.

6. In order to carry out the review and obtain a wide view of community concerns and ideas on the gravel resource a number of meetings were arranged to discuss the issues. A separate meeting was held with the key people in the gravel supply industry to hear their views as they have a different perspective on the resource than other interested parties. A meeting was held with DOC, Fish & Game and the TLA’s. A hui was widely advertised and held at Kohupatiki Marae to inform and discuss with hapu associated with the rivers the issues relating to gravel management. In addition a number of specialists working in the fields of coastal and river gravel processes were interviewed for their expert knowledge.

7. HBRC has a number of responsibilities that have a direct bearing on the management of gravel resources in the region:

7.1. It has the jurisdiction to manage and authorise activities in riverbeds

7.2. It has the jurisdiction to manage and authorise activities in the coastal area

7.3. It has responsibility for flood control and protection of assets.

8. There is an ongoing demand for gravel and aggregate for a range of activities in the roading and construction industry. There is a need to balance the allocation of gravel between supply demand and the need to maintain the flood capacity of flood protection schemes. This balance should also take account of the environmental effects of gravel extraction, Māori views and the river ecology.

9. Extensive flood protection schemes have been established throughout the Heretaunga Plains and the Ruataniwha Plains, managed by HBRC. These schemes are designed and constructed to a standard (1% Annual Exceedance Probability, AEP) and this standard must be maintained through maintenance of the channel carrying capacity and design riverbed levels.

10. The main population areas and therefore gravel demand are on the Heretaunga Plains. However the gravel resources are spread between the Northern area (125,000m³ per annum), Heretaunga (440,000 m³) and Ruataniwha (370,000 m³). There is a tension between the gravel supply and the gravel demand areas due to the extra transport costs. This has implications for HBRC’s management of the flood protection schemes as too high a cost to extract the gravel may result in gravel extractors preferring to establish land based sources. HBRC currently has little ability to manage these land based areas.

11. There is uncertainty over the potential effects of riverbed gravel extraction, specifically in relation to the following aspects:

11.1. Long-term riverbed morphology

11.2. Long-term riverbed gravel supply

11.3. Sediment supply to the coast and the effect on coastal stability

11.4. Riverbed ecology and biodiversity

11.5. Sites and issues of significance to tangata whenua

12. The review was tasked with addressing these affects and determining what further work, if any is needed to provide HBRC and other interested parties with the information necessary to manage the gravel resource as well as confirming or otherwise whether the current management regime and processes are appropriate for long term sustainability.

13. The review highlighted 13 separate but related issues that require further investigation. A staff presentation will highlight and explain some of these. The order presented in the table below begins with the highest priority first and some of the later issues are dependent on the earlier studies. Rough order costs to carry out the work have been assigned to each issue. In addition there are annual costs associated with Tangata Whenua involvement and a steering group.

	Issue	Total Indicative cost	Stage
1	Hydrological Review	$40,000	Stage 1
2	Gravel Supply & Transport	$110,000
3	Gravel Resource Inventory	$60,000
4	Implications for Flood Protection	$40,000
5	Gravel Demand & Forecast	$30,000
6	Gravel Monitoring & Resource Availability	$40,000
7	In-stream Ecological Effects	$75,000	Stage 2
8	Riverbed Birds & Flora	$45,000
9	Tangata Whenua Values	$20,000
10	Effectiveness of Beach-raking	$40,000	Stage 2
11	RMA Issues	$30,000	Stage 3 (RMA issues sooner)
12	Allocation & Financial Mechanisms	$30,000	Stage 3 (RMA issues sooner)
13	Riverbed Gravel Management Plan	$75,000	Final Stage
	Total	$635,000
	Tangata Whenua consultation	$10,000/year
	Steering Group	$10,000/year

14. The terms of reference for the review were to consider the costs spread over a number of years at about $100,000 per year. This of course is subject to a suitable source of funding and could be expanded or reduced to suit. At present 6 years is the time period considered.

15. Staff believe that there are three possible options for funding the work

15.1. Council to meet the costs of the work, possibly through the flood control and drainage schemes.

15.2. Increase Resource Management charges currently levied on a per cubic metre rate on all river bed gravel extracted. With the current level of extraction averaging approximately 600,000 cubic metres per annum this would require an increase of the levy currently charged from $0.60/m³ to approximately $0.80/m³.

15.3. A combination of the above.

16. Staff propose to discuss these options with gravel extractors over the next several months so that a firm funding proposal is able to be included in Council’s draft 2011/12 Annual Plan for formal comment. Subject to Council agreement to include this work in the final 2011/12 Annual Plan, staff expect to commence the project work in the 2011/12 financial year.

DECISION MAKING PROCESS:

17. Council is required to make a decision in accordance with Part 6 Sub-Part 1, of the Local Government Act 2002 (the Act). Staff have assessed the requirements contained within this section of the Act in relation to this item and have concluded the following:

17.1. Sections 97 and 98 of the Act do not apply as these relate to decisions that significantly alter the service provision or affect a strategic asset.

17.2. Sections 83 and 84 covering special consultative procedure do not apply.

17.3. The decision does not fall within the definition of the Council’s policy on significance.

17.4. No persons affected by this decision

17.5. The options considered are set out in this briefing paper.

17.6. Section 80 of the Act covering decisions that are inconsistent with an existing policy or plan does not apply.

17.7. Council can exercise its discretion under Section 79(1)(a) and 82(3) of the Act and make a decision on this issue without conferring directly with the community or others having given due consideration to the nature and significance of the issue to be considered and decided, and also the persons likely to be effected by or have an interest in the decisions to be made.

RECOMMENDATIONS:

That the Asset Management and Biosecurity Committee :

1. Agrees that the decisions to be made are not significant under the criteria contained in Council’s adopted policy on significance and that Council can exercise its discretion under Sections 79(1)(a) and 82(3) of the Local Government Act 2002 and make decisions on this issue without conferring directly with the community and persons likely to be affected by or to have an interest in the decision due to the nature and significance of the issue to be considered and decided.

2. Confirms their support for the River Bed Gravel Review project.

3. Instructs staff to investigate and consult with gravel extractors a funding source for the work and present this to Council for inclusion in the draft 2011/12 Annual Plan.

Gary Clode

Manager Engineering

Mike Adye

Group Manager Asset Management

Attachment/s

There are no attachments for this report.

HAWKE’S BAY REGIONAL COUNCIL

Asset Management and Biosecurity Committee

Tuesday 09 November 2010

SUBJECT: Ngaruroro River Flood Protection Scheme Ecological Management and Enhancement Plan

REASON FOR REPORT:

1. This report is to update the Asset Management Biosecurity Committee on progress with the river management review entitled “Ngaruroro River Flood Protection and Drainage Scheme: Ecological Management and Enhancement Plan”. (Referred to as EMEP). This is part of the Annual Plan work for Project 287, HPFCS Flood and River Control.

Background

2. River corridors within Council’s major flood protection schemes are highly modified from their original meandering pathways across their flood plains. Today’s society has adapted to harnessing the productive capacity of the flood plains soils, and relies heavily on a minimal risk of disruption from flooding or the rivers changing course.

3. Consequently the focus of the management of the Flood Protection Schemes over the past 100 years has been the protection of the plains land from frequent flooding. In today’s environment it is appropriate that as river managers, a wider view is taken, including opportunities that the river systems, and associated berm land provide for increased biodiversity, environmental enhancement and public enjoyment, while maintaining the integrity of the flood protection assets.

4. Accordingly the Asset Management section is reviewing the way in which Council manages the river corridor and riparian margins of the major river systems in the Hawke’s Bay region.

5. The review includes Maori tikanga and kaitiaki with respect to river management across the wider region. Intricately linked with Maori tikanga is the ecology of the river (terrestrial and aquatic). The effects of current river management on the ecology of the rivers are not well understood and this review examines ways in which the ecology can be maintained and enhanced.

6. To address some of the issues concerning Maori, ecological issues and general day to day management of the schemes, Council in December 1999 adopted the “Environmental Code of Practice for River Control and Drainage Works” (The Code of Practice). This Code of Practice was developed in consultation with Iwi, Department of Conservation, Fish and Game NZ, staff of HBRC and other interested parties. This Code of Practice was updated in 2003 and is due for update again. The updated version will incorporate findings of the Ecological Management and Enhancement Plan (EMEP).

7. The activities described in the Code of Practice relate solely to river control (and drainage works). The code does not refer to any of the wider environmental activities that the Regional Council carry out that can have an impact within the catchments of the region. One of the key differences of this river management review and resulting EMEP is that the extent of the review extends beyond the scheme boundary to the base of the ranges. This is because what is happening further up the catchment has an effect in the lower reaches.

8. Within the actual scheme area, management on a day to day basis is carried out in accordance with the Code of Practice. Specifically the Code deals with environmental outcomes, public access, river works that are covered by the permitted activity rule within the Regional Resource Management Plan, and standard operating procedures. The EMEP provides greater detail on environmental outcomes and opportunity for Maori tikanga. Specifically, the EMEP provides guidance on how river works should be carried out to sustainably manage the ecology.

9. Consultants MWH Ltd were engaged to assist with the river management review and other specialist advice was sought throughout the review process. The review is in two parts.

9.1. Chapters 1 to 3 focus on the physical activities and associated ecological effects of the Ngaruroro River Flood Control Scheme. Where conflict between the Scheme and notable ecological values may occur, a range of specific management controls are recommended. This is detailed in chapter 3 and covers the vision, goals, issues and objectives. The methods to achieve the objectives are explained.

9.2. Chapter 4 sets out a strategy and prioritised plan for the enhancement of existing ecological values and for the creation of new ecological sites. (Note that the enhancement plan section of the review was not able to be completed for this Council Meeting, but is due mid December 2010).

10. The enhancement section of the EMEP has a particular focus on providing habitat for threatened species and promoting a functional value of the Scheme as a wildlife corridor, facilitating movement of plants and animals between the more intact upper reaches, downstream to the coast and urban areas on the Heretaunga Plains.

11. This EMEP plays an important part of increasing biodiversity in the region. The NZ Government has implemented the NZ Biodiversity Strategy (NZBS), of which “Goal Three” seeks to “halt the decline in New Zealand’s indigenous biodiversity”. The EMEP is a key method for HBRC to use in addressing the intent of Goal Three of the NZ Biodiversity Strategy for the scheme area.

12. The EMEP includes the findings of literature review, field survey of flora, sampling and studies of river birds, terrestrial invertebrates, freshwater fish and lizard communities.

13. Maori cultural values of the river were assessed by way of oral history with hapu representatives associated with the river.

14. Recreational use (type, location and intensity) was investigated through site visits, knowledge of the river and available public information.

15. Staff will outline significant findings of the review and plan in a presentation.

16. Scheme funding implications:

16.1. The EMEP is a guidance document on how to carry out river works for sustainable management of the ecology and thereby provide a sound basis for Maori cultural values to thrive, alongside the recreational values associated with the river. The management vision and goals are reflected in the management plan. The proposed management regime is about doing things differently, with specific targets or goals to achieve. In many instances there are no significant cost implications in carrying them out.

16.2. The most significant area where there are additional cost implications is in management of the braided gravel riverbed upstream of the scheme boundary and management of native vegetation.

DECISION MAKING PROCESS:

17.1. Sections 97 and 98 of the Act do not apply as these relate to decisions that significantly alter the service provision or affect a strategic asset.

17.2. Sections 83 and 84 covering special consultative procedure do not apply.

17.3. The decision does not fall within the definition of the Council’s policy on significance.

17.4. No persons affected by this decision.

17.5. The options considered are set out in this briefing paper.

17.6. Section 80 of the Act covering decisions that are inconsistent with an existing policy or plan does not apply.

RECOMMENDATIONS:

That the Asset Management and Biosecurity Committee recommend Council:

2. Accepts the findings review and endorses the Ngaruroro Ecological and Enhancement Plan (EMEP) for use in future river management.

3. Instruct staff to prepare a report on management of the native vegetation outside the current scheme area including costs and funding source.

4. Instruct staff to prepare a report on managing the plant pest issue associated with the braided river bed and the effect on the ecology (and gravel transport) together with a funding strategy, if required to manage the problem.

Mike Adye

Group Manager Asset Management

Gary Clode

MANAGER ENGINEERING

Attachment/s

There are no attachments for this report.

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