Meeting of the Hawke's Bay Regional Council
Date: Wednesday 25 March 2015
Time: 9.00 am
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Venue:
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Council Chamber
Hawke's Bay Regional Council
159 Dalton Street
NAPIER
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Attachments
Excluded From Agenda
Provided to Councillors only in Hard Copy
form
item subject page
8. Adoption
of the Supporting Accountability Documents and Consultation Document for the
2015-25 Long Term Plan
Attachment 1: HBRC's
2015-25 Financial Strategy 2
Attachment 2: HBRC's
2015-45 30 Year Infrastructure Strategy 20
Attachment 3: HBRC's
Activities 40
Attachment 4: HBRC's
Financial Information 169
Attachment 5: HBRC's
2015-25 Policies 221
Attachment 6: HBRC's
Council Controlled Organisations Information 285
Attachment 7: Our
Plan - HBRC's Consultation Document 287
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HBRC's
2015-25 Financial Strategy
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Attachment 1
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HBRC's 2015-45 30 Year
Infrastructure Strategy
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Attachment 2
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HBRC's Activities
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Attachment 3
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HBRC’s Activities
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HBRC's
Activities
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Attachment 3
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Table of Contents
pg
HBRC’s Groups of
Activities
Introduction......................................................................... 1
HBRC’s Strategic Planning
Activities...................................................... 2
Introduction......................................................................... 2
Links to Strategic Outcomes.................................................. 2
Assumptions and Future Demand
Incorporated in this Plan... 2
Activity 1 Economic Development......................................... 6
Activity 2 Strategy and
Planning............................................. 9
Activity 3 Policy
Implementation.......................................... 14
Activity 4 State of the
Environment Reporting...................... 17
HBRC’s Land Drainage
& River Control Activities.................................. 19
Introduction....................................................................... 19
Links to Strategic Outcomes................................................ 19
Assumptions and Future Demand
Incorporated in this Plan.. 19
Activity 1 Flood Protection
& Drainage Schemes................... 21
Activity 2 Investigations &
Enquiries..................................... 27
Activity 3 Sundry Works....................................................... 29
pg
HBRC’s Regional Resources
Activities.................................................. 31
Introduction....................................................................... 31
Links to Strategic Outcomes................................................ 31
Assumptions and Future Demand
Incorporated in this Plan.. 31
Activity 1 Land Management............................................... 35
Activity 2 Air Management.................................................. 42
Activity 3 Water Management............................................. 45
Activity 4 Coastal Management........................................... 53
Activity 5 Gravel Management............................................ 57
Activity 6 Open Spaces........................................................ 60
HBRC’s Regulation
Activities............................................................... 63
Introduction....................................................................... 63
Links to Strategic Outcomes................................................ 63
Assumptions and Future Demand
Incorporated in this Plan.. 63
Activity 1 Resource Consent
Processing............................... 66
Activity 2 Compliance
Monitoring........................................ 68
Activity 3 Maritime Safety
& Navigation............................... 70
Activity 4 Building Act
Implementation................................. 72
pg
HBRC’s Biosecurity and
Biodiversity Activities..................................... 74
Introduction....................................................................... 74
Links to Strategic Outcomes................................................ 74
Assumptions and Future Demand
Incorporated in this Plan.. 74
Activity 1 Regional Biosecurity
Programmes......................... 77
Activity 2 Regional
Biodiversity............................................ 82
HBRC’s Emergency
Management Activities......................................... 84
Introduction....................................................................... 84
Links to Strategic Outcomes................................................ 84
Assumptions and Future Demand
Incorporated in this Plan.. 84
Activity 1 HB Civil Defence
Emergency Management Group. 87
Activity 2 Hazard Assessment
& HBRC Response.................. 94
HBRC’s Transport
Activities................................................................. 98
Introduction....................................................................... 98
Links to Strategic Outcomes................................................ 98
Assumptions and Future Demand
Incorporated in this Plan.. 98
Activity 1 Regional Road Safety.......................................... 101
Activity 2 Regional Land
Transport Strategy........................ 103
Activity 3 Subsidised Passenger
Transport.......................... 105
pg
HBRC’s Governance,
Community Engagement & Services Activities... 109
Introduction...................................................................... 1109
Links to Strategic Outcomes................................................. 109
Assumptions and Future Demand
Incorporated in this Plan.. 109
Activity 1 Community
Partnerships....................................... 112
Activity 2 Community Engagement
& Communications......... 114
Activity 3 Community
Representation & Regional Leadership 117
Activity 4 Investment Company
Support.............................. 121
Acronyms Defined............................................................................. 123
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HBRC's
Activities
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Attachment 3
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Introduction
This supporting document to
the Long Term Plan 2015-25 outlines the activities HBRC intends to carry out
over the next ten years and how they are linked to the strategic outcomes that
HBRC aims to achieve in meeting the current and future needs of communities for
good quality infrastructure, local public services, and performance of
regulatory functions.
HBRC’s strategic
outcomes or aims have evolved from the 2011 Strategic Plan and through the
development of the Long Term Plan 2015-25.
The table below sets out the
Strategic Goals, the Outcome/Aim statements and the key activities that
contribute to achieving them.
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Strategic Goals
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Resilient Communities
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Resilient Ecosystems
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Resilient Economy
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Resilient Organisation
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Our Aims
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Quality
services for a healthy, well-connected community
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Local
leadership, good relationships and affordable, well-considered solutions
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Our
people and businesses feel safe from natural hazards
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Smart
management links biodiversity, land, fresh water and our coastal marine
areas
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Balanced
water use for a healthy natural environment that also supports growth
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Profitable
farming systems that adapt to pest threats, greater weather extremes and take
advantage of new opportunities
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A
reliable, well-organised water supply that helps us to grow sustainably
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Quality
future-focused infrastructure
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Using
foresight, strategy, smart investment, strategic alliances and a
fit-for-purpose approach to lead our region
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Key Activities
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Passenger
Transport
Total
Mobility
Road
Safety
Heat
Smart
Community
Engagement
Open
Spaces
Navigation
and Safety
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Governance
and Leadership
Heat
Smart
Community
Engagement
HB
Local Authority Shared Services company
Community
Partnerships
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Hazard
Assessment and Response
Emergency
Management
Land
Drainage and River Control
Gravel
Management
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Biodiversity
Strategy
and Planning
Land
Management
Air
Management
Water
Management
Coastal
Management
Regulation
State
of the Environment Reporting
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Land
Management
Economic
Development
Biosecurity
Strategy
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Water
Management
State
of the Environment Reporting
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Land
Drainage and River Control
Transport
Planning
Investment
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Strategy
and Planning
Investment
Governance
and Leadership
Economic
Development
Emergency
Management
Community
Partnerships
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The Structure of the Groups of Activities Summaries
HBRC’s activities are arranged into eight groups
· Strategic
Planning
· Land
Drainage and River Control
· Regional
Resources
· Regulation
· Biosecurity
and Biodiversity
· Emergency
Management
· Transport
· Governance,
Community Engagement and Services.
The first section for each group provides:
· An
Introduction
· How
the Activities link to the Council’s Strategic Outcomes
· Assumptions
and Future Demand incorporated in this Plan
· Estimated
expenses for each activity and how it will be funded. It is important to note
that funding sources and the reason it was selected, is covered in detail in
the Revenue and Financing Policy.
· An
analysis of the forecast expenditure and income for the 10 years covered by
this Plan.
The second section is based on Activities
within each group and provides:
· The
significant issues addressed by each activity
· The
reason for HBRC involvement and the level of service that it expects deliver to
the community
· Any
Significant Negative Effects arising from its implementation
· How
HBRC will measure delivery of each service
· Current
performance
· Performance
targets for the next 10 years. These targets are the same for each year of the
Long Term Plan unless otherwise specified.
· Specific
work or projects that help ensure services can be delivered.
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HBRC's
Activities
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Attachment 3
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Introduction
These activities pull
together Hawke’s Bay Regional Council’s (HBRC) strategic thinking
initiatives, economic development, investments and resource management policy
development. Together with State of the Environment reports, these provide
information for further strategic decisions.
Link to
Strategic Outcomes
This group of activities
contributes to HBRC’s strategic outcomes in the following ways.
Resilient communities
Local leadership, strong
relationships and affordable, well considered solutions –
by funding and undertaking activities which support economic development,
particularly those reliant on the region’s natural resources; maximising
the sustainable input of natural and physical resources into economic
activities, engaging the community in making decisions about the future of
their region.
Resilient ecosystems
- Active
management linking biodiversity, land, freshwater and our coastal marine areas –
by the development of catchment based regional plans, managing the
region’s natural and physical resources to ensure they are used
efficiently and effectively; and the State of the
Environment (SOE) project that will inform the community of environmental
change and the effectiveness of HBRC programmes.
- Balanced
water use for a healthy natural environment that also supports growth –
by setting water quantity allocation limits based on an understanding the
relationship between aquatic habitat requirements, river flows and economic
impacts.
Resilient Economy
Profitable farming systems
that can adapt to greater weather extremes, pest threats and take advantage of
new opportunities – by funding
and undertaking activities which support economic development, particularly
those reliant on the region’s hill country.
Resilient organisation
Using foresight, strategy,
smart investment, strategic alliances and a fit-for-purpose approach to lead
our region – by providing a mechanism to
coordinate regional initiatives through the Regional Economic Development
Strategy, and promoting integrated strategy and planning processes.
Assumptions
and Future Demand Incorporated in this Plan
The planning assumptions for
the following activities are:
- HBRC’s
economic development activity in Hawke’s Bay will be based on the
Regional Economic Development Strategy (REDS).
- Changes
to resource management legislation are expected by Central Government.
- There
will be sufficient funding from Year 4 to enable the resource management
planning activities to be delivered.
- Implementation
of the National Policy Statement for Freshwater Management is a priority.
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HBRC's
Activities
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Attachment 3
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Net Funding Requirement – Strategic Planning
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HBRC's
Activities
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Attachment 3
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Activity 1 – Economic Development
Significant
Issues
- The
future, in international, national and regional terms, remains complex and
uncertain. New ways of thinking about and planning for the future will be
required in order to understand the different social, economic, environmental
and political environments that might arise, and to develop strategies in
response.
- Key
primary production and manufacturing sectors which drive Hawke’s
Bay’s economy are high value and high volume industries, however they
have a low growth profile. A regional focus on productivity and innovation is
essential to lift the regional economic performance across these sectors.
- Post
Treaty Settlement Groups are also looking for ways to gain economic benefits
from their land and other assets.
- Each
territorial authority has its own economic objectives for its district. There
continues to be a need to maintain a co-ordinated approach to maximise direct
and indirect regional benefits through the Regional Economic Development
Strategy.
Rationale
A number of factors which
have the potential to impact on the region can be more efficiently addressed at
a regional level via a regional agency.
The Regional Economic
Development Strategy, which was initially developed jointly by HBRC,
territorial authorities and business agencies, articulates four key strategic
themes for the region and is currently being reviewed. HBRC plays a lead
role in the Resilient Primary Sector Growth theme, in recognition of its
function in natural resource knowledge and management, water security, and
provision of regional scale infrastructure, upon which the primary sector
relies. Via its targeted economic development rate, HBRC also supports Business
Growth and Visitor Growth for the region by funding Business Hawke’s Bay
and Tourism Hawke’s Bay respectively.
Significant
Negative Effects
No significant negative
effects will occur as a result of HBRC’s delivery of these activities.
Contributing projects include: 179
Economic Development and 185 Investment Strategies
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HBRC's
Activities
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Attachment 3
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Service Levels and Performance Targets
Activity 1 – Economic Development
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Level
of Service Statement
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Level of Service Measure
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Current Performance
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Performance
Targets
2015-18 in detail; 2019-25 outline
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Required Actions to Achieve
Performance
Targets
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Regional Economic Development Strategy mission
statement: “To make Hawke’s Bay the best location in which to
visit, work, invest, live and grow”
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Funding
contract with approved performance targets and reporting requirements
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Funding
agreement in place for Hawke’s Bay Tourism Ltd with approved
performance targets and reporting requirements. Expires 30 June 2015
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Yearly
Continue
quarterly reporting to Council on key performance indicators
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Maintain
funding of Hawke’s Bay Tourism Ltd and review KPIs as part of funding
contract agreement
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Long
term Regional Economic Development Strategy (REDS) and three year Action Plan
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Being
reviewed 2014-15
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Yearly
Annual report on Action Plan
2017-2018
Review the Regional Economic Development Strategy
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Key
Performance Indicator (KPI) in Business Hawke’s Bay contract to monitor
and report on the Action Plan and review the Regional Economic Development
Strategy
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Investment for research and development and business
development
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In 2013
-14, a total of $1,1 million of grants came into the region via Ministry of
Science and Innovation
Underway in partnership with
Callaghan Innovation (Regional Partner Network)
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2015-16 ongoing
At
least $800,000 per annum achieved for Research and Development investment
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Implement Regional
Business Partner programme in partnership with Chamber of Commerce locally,
and New Zealand Trade & Enterprise and Callaghan Innovation nationally.
Remain proactive in
RFP process for next Regional Business Partner program which commences in
January 2016.
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Implementation of HBRC led Initiatives to implement
REDS Action Plan – with a focus on primary sector resilience
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Partnership
with Massey University for business growth
- Key
strategies and actions contained in Regional Economic Development Strategy -
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Initiate and
progress initiatives as per the yearly REDS Action Plan – including
programmes associated with :
- Maori
Economic Development
- Wairoa
primary sector opportunities
- Supporting
the resilience of the region’s primary sector
Continue to engage
on Oil and Gas exploration / development with stakeholders
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Implement REDS action plan as it relates to HBRC led
initiatives
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HBRC's
Activities
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Attachment 3
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Activity 2
– Strategy and Planning
Significant Issues
- An
increasingly complex and uncertain future. It is essential to develop and
refine tools for new ways of thinking and planning to understand new social,
economic, environmental and political environments that might arise.
- The
need for high-level planning for infrastructure which enhances the
region’s economic and social potential.
- Integration
of economic development with the accessibility and capacity of natural
resources. Water is essential for the production of crops on the
Ruataniwha and Heretaunga Plains, which is an important part of the
region’s rural economy. Water also has intrinsic, recreational and
habitat values.
- The
implementation of the National Policy Statement for Freshwater Management
(NPSFM). This is a significant national driver and requires management
objectives to be set for freshwater bodies and associated ecosystems, water
quality and allocation limits. Land management practices will need to
continually improve to reduce impacts on water quality.
- A
new chapter into the Regional Policy Statement sets out the process for
integrating land and freshwater management at a catchment level.
- Establishing
freshwater objectives which require different and often competing values to be
identified. Collaborative processes with multiple stakeholders require
significant commitment of time and resources by all parties at the front end of
the process. It is hoped that this will result in fewer areas of contention at
the formal part of the plan development process.
- Better
integration of tangata whenua values and interests into planning documents and
enhancing the involvement of iwi/hapu into management and governance
arrangements.
Rationale
Strategy and Planning brings
together strategic thinking, strategy development and resource management
planning activities. The development of regional strategies can provide a
platform to develop resource management plans.
The management of the
region’s natural and physical resources is a key function of
Hawke’s Bay Regional Council (HBRC). Appropriate resource
management allows the region to maximise the economic and social benefits of
its resources while minimising detrimental environmental impacts.
Under the Resource
Management Act, HBRC is required to provide an overview of significant resource
management issues in the region and to provide guidance on the management of
these issues through the regional policy statement. Such issues may include
land, water, and air management, climate change, and energy. HBRC carries out
this role because it is able to provide an integrated overview of the entire
region. Territorial authorities are then required to implement the Regional
Policy Statement (RPS) through district plans.
The Regional Resource
Management Plan (which includes the RPS) became operative in August 2006. A
number of changes will be required to the Regional Resource Management Plan to
give effect to the National Policy Statement for Freshwater Management. HBRC is
required to implement the National Policy Statement for Freshwater Management
by 2025. HBRC will also need to commence its ten yearly review of the
Regional Resource Management Plan during this LTP period.
The Resource Management Act
requires HBRC to have a Regional Coastal Plan. HBRC has integrated management
of the land adjacent to the sea and the coastal marine area in a Regional
Coastal Environment Plan (RCEP). This Plan became operative in November 2014.
Significant
Negative Effects
Creating plans to implement
the National Policy Statement for Freshwater Management will be lengthy and
will involve significant costs. Implementing those plans will also involve
significant costs, particularly for rural land owners whose land use and land
management activities are being managed through the integrated land and
freshwater planning processes.
Contributing projects include: 191
Regional Coastal Plan and 192 Strategy & Planning.
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HBRC's
Activities
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Attachment 3
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Service Levels and Performance Targets
Activity 2 –Strategy and Planning
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Level
of Service Statement
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Level of Service Measure
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Current Performance
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Performance
Targets
2015-18 in detail; 2019-25 outline
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Required Actions to Achieve
Performance
Targets
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HBRC
will help the community prepare for the future and increase community
resilience to climate change
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Energy
Strategy prepared
Hawke’s
Bay Energy Initiative launched
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Initial
studies undertaken to review other regional ‘energy future’
studies and to profile HB energy profile
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2015-16
Develop
a Hawke’s Bay Energy Strategy with a Draft Strategy adopted by Council
by March 2016
Complete
report on the effectiveness of the Regional Resource Management Plan (RRMP)
and Regional Coastal Environment Plan (RCEP) in relation to managing the
effects of oil and gas exploration and development.
Community
Engagement Plan for potential Oil and Gas Exploration and Development in
Hawke’s Bay adopted by Council in August 2015.
2017-18
Investigate
potential energy efficiency initiatives for Council to consider.
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Project
manage the development of the strategy, and report
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East Coast Hill
Country Strategy
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Initial
discussions have been held with the many central government, local
government, and industry sector groups.
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2015-18
Develop and complete a strategy by July
2018 in preparation for policy development within the RRMP. Strategy
adopted by Council by July 2018.
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Project
manage the development of the strategy
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Number of sectors
through which HBRC promotes/influences reduction in carbon emissions and
adaptation to climate change
Number of Council
activities that contribute to climate change adaptation and reduction
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HBRC
works with:
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the primary production sector on sustainable farming and research initiatives
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the urban community to reduce energy use, improve air quality and human
health through the ‘Heatsmart’ programme
A
Solar Hot Water Scheme initiative based on providing loan funding is pending
a viable business case
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2015-18
Funding for an Approved Solar Hot Water
Scheme or an alternative Solar Initiative is available.
2016-17
Complete a report on the contribution of
Council activities make towards climate change adaption and mitigation, and
number of sectors that Council supports to promote or influence reductions in
carbon emissions and climate change adaptation.
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Review
the business case for the Solar Hot Water Scheme as part of the Energy
Strategy initiative.
Proactively
seek initiatives through which HBRC is able to influence or promote a
reduction in regional carbon emissions.
Proactively
seek opportunities to make investments that provide a satisfactory return for
HBRC’s investment portfolio and result in sustainable use of the
region’s resources.
Project
manage the preparation of the Contribution to Climate Change Adaption.
Mitigation and Reduction report
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HBRC
will integrate land and water and biodiversity management to deliver
environmental, economic, social and cultural outcomes
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Progressive
Implementation Plan for 2014 National Policy Statement for Freshwater
Management (NPSFM)
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NPSFM
Implementation Plan based on 2011 NPSFM
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2015-16
Adopt
and notify Progressive Implementation Plan for 2014 NPSFM
Each Year
Prepare
report on implementation of National Policy Statement for Freshwater
Management
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Report
on NPSFM Implementation Plan progress through the Annual Report
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HBRC
will establish and maintain clear and appropriate policy in a responsive and
timely manner that will enable sustainable management of the region’s
natural and physical resources
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Status of Resource
Management Plans and Policy Statements
No more than 2 years elapse from
notification of a plan change to decisions on submissions being issued
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Policy under
development in following catchments
Taharua
and Mohaka
Heretaunga
Zone (Clive/Karamu, Ngaruroro, Tutaekuri, Ahuriri, Heretaunga Plains aquifer)
Policy recently completed
RPS
Change 5 Land and Freshwater Management
RRMP
Tukituki Plan Change 6
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2015-16
Plan change for outstanding freshwater
bodies publicly notified July 2016
2017-18
- Plan change for Taharua /Upper Mohaka
adopted for public notification December 2017
- Plan change for Heretaunga Zone adopted for
public notification December 2017
(NB: Other freshwater-related plan changes
undertaken in accordance with the Implementation Plan for NPSFM).
2020-21
- Commence review of RRMP including RPS
- Commence policy development for remaining
catchment areas in the region to give effect to the NPSFM
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Project manage the development of policy
for inclusion in the RRMP and RPS including:
Coordinate and integrate all the necessary
inputs into the planning processes
Coordinate and undertake the required
stakeholder community engagement before notification
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Policy
recently completed |
Change 4 of RPS -
Built Environment gives effect to Heretaunga Plains Urban Development
Strategy
2015-2018
Participate in the implementation and
review of the Heretaunga Plains Urban Development Strategy
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Participate in Technical Advisory Group
Support the Heretaunga Plains Urban
Development Strategy (HPUDS) Implementation Working Group
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Operative Regional
Coastal Environment Plan
At all times there
is a regional plan in force for the HB coastal marine area
New Zealand Coastal
Policy Statement (NZCPS) put into action in accordance with statutory
requirements
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Regional Coastal
Environment Plan and Plan Change 1- Geographical Coverage of Regional
Resource Management Plan became operative on 8 November 2014
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2015-17
Prepare
and complete Coastal Hazard Management Strategy and Implementation Plans for
coastline between Tangoio and Clifton (see project 322)
Coastal
Hazard Management Strategy (Phase 1) to be adopted by Council by June 2016
2017-18
Commence
preparation of plan change(s) to give effect to Tangoio to Clifton coastal
hazard management strategy (if necessary)
2020-21
Commence
development of plan change(s) to give effect to 2010 NZCPS
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Support and
participate in the development of the strategy through the Joint Coastal
Hazard Committee (refer Regional Resources, Activity 4, Coastal Management)
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HBRC's
Activities
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Attachment 3
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Activity 3 – Policy Implementation
Significant Issues
- Ensuring
HBRC regional plans are implemented and then monitored and evaluated for
effectiveness.
- Ensuring
Hawke’s Bay Regional Council’s (HBRC) policies and responsibilities
are integrated into district planning decisions.
- Ensuring
HBRC’s activities and interests are provided for in Central
Government’s planning proposals and legislative reviews.
- Increasing
expectations that any contaminated land is dealt with promptly and efficiently,
particularly in relation to any identified high risk areas such as unused
timber treatment sites within the region.
- Implementation
of national policy statements and national environmental standards and the
costs associated with them.
Rationale
HBRC sets out the objectives
to achieve the desired environmental outcomes for the region through its
regional planning documents. Advocating these objectives and associated
policies to territorial authorities and key resource users is an important
element of implementing the plans.
Plan effectiveness
monitoring and reporting is also essential to evaluate whether the objectives
are being achieved.
Investigation of
contaminated land is HBRC’s responsibility under the Resource Management
Act, although both regional councils and territorial authorities have functions
in relation to how it is managed. Contaminated land requires specialised
knowledge and expertise and, given the potential environmental harm to water,
air, soil and people, it is a requirement that councils co-ordinate any
necessary investigations.
HBRC’s grants and
loans to homeowners for healthy homes/ clean air, sustainable land management
and community engagement initiatives are not required by legislation but are
important complementary methods for achieving the environmental objectives.
Significant
Negative Effects
As mentioned in Activity 2 -
Strategy and Planning, the implementation of those plans will also involve
significant costs, particularly for rural land owners whose land use and land
management activities are being managed through the integrated land and
freshwater planning processes. Advocating for the implementation of
Regional Policy Statement provisions may restrict some activities. Any
requirements for contaminated site clean-up will come at a cost to either the
landowner or the person or organisation who caused the contamination, the
clean-up how will be a positive effect.
Contributing projects include: 151 Hazardous
Waste/Substances Management, 192 Strategy & Planning and
196 Statutory Advocacy.
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HBRC's
Activities
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Attachment 3
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Service Levels and Performance Targets
Activity 3 –Policy Implementation
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Level of Service Statement
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Level of Service Measure
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Current Performance
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Performance
Targets
2015-18 in detail; 2019-25 outline
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Required Actions to Achieve
Performance
Targets
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HBRC will promote integrated management and benefits of
collaboration by proactively communicating its policies and responsibilities
through dialogue and submissions on district plans, consent applications and
central government initiatives
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Lodging
of submissions on district plans, district planning applications and central
government initiatives where there are relevant Regional Council policies
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A report on
statutory advocacy activities:
Prepared
and presented at HBRC’s Environment & Services and Maori Committee
meetings
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2015-25
Submissions made on
district plans, district planning applications and central government
initiatives reported to HBRC’s Environment and Services Committee.
Staff of HBRC and
territorial local authorities to meet at least twice a year to discuss
integration issues and steps to improve the regional and district plan are
identified and acted upon.
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Continue to
receive, review and report on consent applications and plan development
activities
Facilitate the Hawke’s Bay Councils
Planners’ group
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HBRC
will ensure resource management plans are implemented, monitored and
evaluated
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Implementation
Plans in place for newly operative Plan Changes or Plan Reviews
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Implementation Plan for Change 6 in preparation (at
time of writing)
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Yearly
Annual Report on Implementation Plan for
Tukituki Catchment Plan Change 6)
2016-17
RRMP effectiveness
reporting
2018-19
RCEP effectiveness
reporting
2019-20
Tukituki
Plan Change effectiveness reporting
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Project manage reporting on Implementation
Plan
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HBRC
will investigate and manage contaminated sites to ensure public health and
safety and environmental protection
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Maintain a database of potentially and confirmed contaminated
sites
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Upgrading
of database to enable both public and territorial authority access
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2015-25
To administer and maintain the database,
including checking of record details, site visits to GPS areas of
contamination, transfers to Territorial Local Authorities (TLA) as per agreed
protocol and advising landowners of the contaminated sites status of their
property.
To respond to queries and complaints
regarding potentially contaminated sites.
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Review
database
Verification
of sites listed on database
Transfer protocols with TLAs
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HBRC's
Activities
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Attachment 3
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Activity 4 – State of the Environment Reporting
Significant Issues
- Ensuring
people have access to and confidence in the environmental data collected to
assess the state of the region’s environment and the impacts of community
activities.
- Ensuring
environmental data is readily available in a relevant and easy to read format,
so that people can understand the state of the region’s environment and
the effectiveness of regional plans or policy.
Rationale
HBRC has a statutory
responsibility to monitor the State of the Environment. This is reported on
every 5 years, with annual updates. HBRC is also required to monitor the
suitability and effectiveness of policy statements and plans. This provides
important information that is of benefit to the region’s social,
cultural, environmental and economic wellbeing. Such information should
be easily accessible and available in a form that is meaningful and
understandable.
The research project
provides HBRC with the ability to leverage external investigations and research
funding and to undertake small research projects to fill unforeseen gaps in
knowledge.
The National Environmental
Monitoring Standards project is coordinated on behalf of other councils, NIWA
and power companies. The project aims to develop and standardise environmental
monitoring procedures in New Zealand. This project is funded externally by
grants and contributions from regions.
Significant
Negative Effects
No significant negative
effects will occur as a result of HBRC’s delivery of these activities.
Contributing projects include: 153
State of the Environment Reporting, 155 National Environmental Monitoring
Standards (NEMS) and 182 Unspecified Research & Grants
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity 4 –State of the Environment
Reporting
|
|
Level of Service Statement
|
Level of Service Measure
|
Current Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required Actions to Achieve Performance Targets
|
|
HBRC
will monitor and provide accurate information to the community so that it
understands the State of the Environment (SOE) for Hawke’s Bay
|
Data quality as assessed against HBRC’s quality
assurance system
Amount of State of the Environment monitoring data
available through HBRC’s website
|
HBRC’s
quality assurance system is based on nationally recognised standards and
guidelines. The Quality Management System that guides activities in the
Environmental Science sections was accredited in December 2012 in terms of
ISO9001:2008
Some
data for limited sites is available on HBRC’s website:
- Recreational
water quality
- Groundwater
quality
- Groundwater
levels
- River
flows
- Rainfall
- Air
quality
|
2015-25
Maintain
the current level of SOE data on HBRC’s website.
Continue
to make information from the following monitoring sites available through
HBRC’s website:
· All
telemetered river flow sites
· All
telemetered rainfall sites
· All
telemetered climate stations
- All
data collected, processed, analysed and stored in accordance with ISO requirements
- Maintain
ISO accreditation
|
- Update
quality assurance system requirements to maintain ISO accreditation
- Regular
auditing of the quality assurance system
- Take
corrective action as identified by internal and external audits
- Respond
to “areas of concern” and “opportunities for
improvement” identified by internal and external audits
- Maintain
monthly SoE reports on HBRC’s website
|
|
State of the Environment Monitoring Report
|
Five Yearly State of the Environment Report published
March 2015
|
2015-25
Annual Update State
of the Environment (SOE) Reports available by June each year
2019-20
Five yearly State
of the Environment Monitoring Report available by December 2019
|
Prepare annual update and five yearly reports
|
|
HBRC's
Activities
|
Attachment 3
|
Introduction
Historically, where frequent
flooding or poor drainage have been an issue for local land owners, the
Hawke’s Bay Regional Council (HBRC) or its predecessor organisation, the
Hawke’s Bay Catchment Board, have worked with them to establish a flood
control and/or drainage scheme to enable them to use their land with reduced
risk of flooding and associated improvements to drainage, provided they have
been willing to meet a significant portion of both the capital and ongoing
maintenance and operating cost. HBRC now administers 25 flood control and
drainage schemes throughout the region. The estimated replacement value
of these assets is $153,000,000.
This activity covers the
following inter-related programmes:
- Maintenance
and improvement of flood protection and drainage schemes
- Investigations
and enquiries associated with flood control and/or drainage issues.
- Sundry
works.
The empowering legislation
for this function of the Hawke’s Bay Regional Council (HBRC), is the Soil
Conservation and Rivers Control Act 1941, the Land Drainage Act 1908, the Local
Government Act 2002 and the Civil Defence Emergency Act 2002.
Link to
Strategic Outcomes
HBRC’s Land Drainage
and River Control activities contribute to Council’s strategic outcomes
in the following ways.
Resilient
Communities
- Our
people and businesses feel safe from natural hazards - by reducing the risk
of flooding to the community, our homes and productive land, and providing safe
waterway environments.
- Quality
services for a healthy, connected community – by providing for public
access to HBRC managed waterway environments for recreation and enjoyment and
enhancing amenity values where appropriate.
Resilient
Ecosystems
Active management linking biodiversity,
land, freshwater and our coastal marine area – by managing and enhancing
the river environment by mechanically opening river mouths; active river
control; enhancement of the waterways with a holistic management philosophy;
implementation of an environmental strategy and compliance with a code of
practice; and by ensuring activities are sustainable.
Resilient
Economy
Quality, future focused
infrastructure – by providing first class asset
management principles to the design, construction and maintenance of the flood
control and drainage schemes.
Assumptions
and Future Demand Incorporated in this Plan
The
planning assumptions for HBRC’s Land Drainage and River Control
activities are:
- Budgets
have been prepared on the basis that no flood events in the next 10 years that
could cause major damage to HBRC’s flood protection and drainage
assets. Should such an event occur, maintenance and improvement
programmes may be reviewed and budgets revised.
- Current
arrangements for gravel extraction will continue, with sufficient gravel
extraction by commercial extractors to maintain river bed levels at an ideal
grade. This is not currently the case for some Upper Tukituki rivers and
investigations are underway to determine options for addressing this.
- There
will be no changes to legislation that impact on the role of the Regional Council
in land drainage and river control.
- HBRC
maintains its current policy with regard to responsibility for funding of
existing and new flood protection and drainage works.
|
HBRC's
Activities
|
Attachment 3
|
Net Funding Requirement – Land Drainage & River
Control
|
HBRC's
Activities
|
Attachment 3
|
Activity 1a,b,c – Flood Protection and Drainage Schemes
Significant Issues
- The
predicted impact of climate change is that Hawke’s Bay will become dryer
but with the potential for increased storminess. Severe storms are
predicted to bring greater rainfall which will result in increased flood
flows. Sea level rise will also have an impact
in the vicinity of the coast. These changes will result in increased
flood risk. HBRC will review all flood control and drainage
Schemes over time and investigate options for mitigating this impact.
- In
addition to climate change, the value of improvements on flood protected land
has increased significantly since construction of flood protection and drainage
schemes. The need for an increased level of service (ie protection) will be
explored as part of the programme of Scheme reviews.
- The
sustainable management of sediment within river systems is vital to the
scheme’s integrity, but there may be adverse impacts on river and coastal
areas. Research is underway to better understand the impacts of river sediment
management on sediment supplies; findings from this research may result in
changes to the way rivers are managed.
- The
Local Government Act 2002 requires that major flood protection and control
works are maintained, repaired, and renewed to the key standards defined in the
local authority’s relevant asset management plan and long term
plan. Performance targets for all Schemes in this Long term plan are
consistent with their respective asset management plans.
Rationale
Land drainage and river
control reduces the likelihood of damage from flooding on people and property.
The Heretaunga Plains and
Upper Tukituki Flood Control Schemes, as well as 14 other smaller schemes,
protect Hawke’s Bay communities from frequent flooding, allowing
landowners to optimise the productivity of their land.
HBRC carries out this role
under its legislative mandate and responsibility. It has the necessary skills,
historical understanding and regional overview required to integrate and manage
all land drainage and river control elements that make up the schemes.
Significant
Negative Effects
The construction of flood
protection and drainage systems has resulted in significant changes to the
natural hydrology of their associated catchments. These changes have
included a reduction in areas frequently flooded, diversion and straightening
of waterway reaches, removal of streamside vegetation, and the use of
structures to control flows and erosion.
These changes and the
ongoing methods used to maintain the schemes have resulted in adverse effects
on river and stream ecology and habitats, as well as affecting the social and
cultural values of the waterways. HBRC has initiated an enhancement programme,
including alternative management of riparian areas, which will promote
improvements in water quality and aquatic and terrestrial habitats.
|
HBRC's
Activities
|
Attachment 3
|
1a
– Heretaunga Plains Scheme
Contributing projects include: 286
Rivers Maintenance, 287 Rivers - Capital Projects, 288 Rivers - Special
Projects, 289 Sawfly Remediation loan repayments, 290 Maintenance of Drainage
& Pumping Assets, 291 Napier/Meeanee/Puketapu, 292 Brookfields/Awatoto, 293
Pakowhai, 294 Muddy Creek, 295 Haumoana, 296 Karamu, 297 Raupare/Twyford,
298 Tutaekuri/Moteo, 299 Puninga
|
Service Levels and Performance Targets
Activity 1a – Flood Protection
& Drainage Schemes: Heretaunga Plains Scheme
|
|
Level
of Service Statement
|
Level
of Service Measure
|
Current
Performance
|
Performance Targets
2015-18 in detail; 2019-25 outline
|
Required
Actions to Achieve
Performance
Targets
|
|
HBRC
will maintain an effective flood control network that provides protection
from frequent river flooding to communities and productive land within the
Heretaunga Plains Scheme.
All
flood protection and river control works associated with the Scheme shall be
maintained, repaired and renewed to the standards defined in the Scheme Asset
Management Plan.
The
level of protection in technical terms is to convey a flood discharge with a
1% probability of being exceeded in any one year (1%AEP) safely to the sea
progressively increasing to 0.2% AEP over the next 20 years
|
Communities
and productive land experience no flooding from rivers up to the design level
of protection
Work
planned through an annual programme of works is completed each year.
|
No land flooded
from the rivers within scheme areas
Modelling indicates
that the current flood control assets are capable of conveying a design flood
event
The
annual programme of works is completed, except where changes are made as a
result of flood damage or other unforeseen events
|
Ongoing
Prepare an annual programme of works prior
to the commencement of each financial year. Complete the annual
programme of work.
2015-18
Complete detailed design philosophy and
priorities for improved level of service
2016-25
Progress
implementation of improved levels of service in accordance with work
programme
|
Ongoing
Prepare
an annual maintenance schedule prior to the commencement of each financial
year.
Maintenance and
gravel extraction to maintain the channel capacity and integrity of the flood
protection assets
Monitoring of flood
events in accordance with the Flood Manual
Sawfly damage monitoring and
alternative species planting
Annual asset audit
by a chartered professional engineer, and full assessment of each of the
major rivers every 12 years
|
|
The
level of service will be reported as kilometres and percentage of floodway
that provide the design level of service
|
Audits
in past year indicate the following levels of service:
Tutaekuri 100% (23.6km
of river channel)
Ngaruroro 100%
(39km of river channel)
Lower Tukituki 100% (10.2km of river
channel)
|
2015-25
Tutaekuri, Ngaruroro & Lower Tukituki
Audits: No change
|
|
HBRC
will maintain an effective drainage network that provides drainage outlet for
rainfall runoff of 32mm in 24 hours from smaller watercourses to communities
and productive land within the Heretaunga Plains Scheme
|
Frequent
out of channel flooding lasting more than 24 hours does not occur for the
design rainfall runoff and lesser events.
|
The
drainage network coped with the design runoff with no flooding.
|
2015-21
Complete reviews of the level of service
provided within the nine scheme areas covering the drainage network across
the Heretaunga Plains and determine new level of service measures and
targets.
2019-onwards
Implement
outcome of reviews.
|
2015-18
Commence review of individual catchment
areas and complete at least 3 per year.
Ongoing
Monitoring,
operation and maintenance of the drainage network.
Annual asset audit by a chartered
professional engineer
|
|
HBRC
will protect and enhance the scheme’s riparian land and associated
waterways administered by the Regional Council for public enjoyment and
increased biodiversity
|
Stream
Ecological Valuations.
Ecological
Enhancement Plans
|
Stream ecological valuations (SEV) have
been completed for Napier urban streams. Hastings urban streams are in
progress
River ecological management plans completed
for the Ngaruroro River, practically complete for the Tutaekuri River and
begun on the Tukituki River
|
2017-18
Stream
Ecological Valuations show no decline and/or show an increase in ecological
function of urban streams
Rolling review
On the rivers, increased native planting as
measured six yearly based on the River Ecological Enhancement Plans
|
2015-18
Complete the Hastings urban streams SEV.
Complete River Ecological Management and Enhancement Plans (EMEP) for
enhancement of ecological values for the Scheme rivers
Ongoing
- Continue riparian
planting and waterway enhancement
- Implement an annual
enhancement programme from the EMEP.
- Re-evaluate EMEP
every 6 years to confirm implementation approach
|
1b – Upper
Tukituki Scheme
Contributing projects include: 265
Upper Tukituki Scheme
|
Service Levels and Performance Targets
Activity 1b – Flood Protection
& Drainage Schemes: Upper Tukituki Scheme
|
|
Level
of Service Statement
|
Level of Service Measure
|
Current Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required Actions to Achieve
Performance
Targets
|
|
HBRC
will maintain an effective flood control network that provides protection
from frequent river flooding to communities and productive land within the
Upper Tukituki Scheme area.
All
flood protection and river control works associated with the Scheme shall be
maintained, repaired and renewed to the standards defined in the Scheme Asset
Management Plan.
The
level of protection in technical terms is to convey a flood discharge with a
1% probability of being exceeded in any one year (1%AEP) safely to the sea.
|
Communities
and productive land experience no flooding from rivers up to the design level
of protection
Rates
fairly reflect the degree of benefit received by the flood protection
provided.
Work
planned through an annual programme of works is completed each year.
The
level of service will be reported as kilometres and percentage of floodway
that provide the design level of service
|
Flooding was
experienced in Onga Onga from a flood greater than the design flood in
November 2013
River bed levels are rising as a result of
reduced gravel extraction. This is resulting in more frequent flooding
on some land and elevated ground water levels in some areas
Ratepayers have advised that they do not
believe that the method of allocation of targeted rates for Scheme works is
fair
The annual programme of works is completed,
except where changes are made as a result of flood damage or other unforeseen
events
|
2015-16
Complete review of
river bed gravel resource (ref gravel management) and identify most cost
effective approach to sustainable gravel management within scheme area
2015-18
Complete a review
of the method of allocating to ratepayers the cost of maintaining and
improving the flood protection scheme
Ongoing
Prepare an annual programme of works prior
to the commencement of each financial year. Complete the annual
programme of work.
|
2015-16
Complete a review
of the rate allocation system and implement a new system if the existing one
is deemed to be unfair
Ongoing
Prepare
an annual maintenance schedule prior to the commencement of each financial
year.
Continue
maintenance and gravel extraction to maintain the channel capacity and
integrity of the flood protection assets
Monitoring of flood
events in accordance with the Flood Manual
Annual asset audit
by a chartered professional engineer, and full assessment of each of the
major rivers every 12 years
|
|
|
Past
audits indicate levels of service of:
Upper Tukituki
34.4km, 95%
Waipawa 26.5km, 95%
|
2019-25
Review
the level of protection provided by the Scheme (including allowing for the
impacts of climate change) and develop a long term improvement plan to
implement outcomes from the review
|
|
HBRC
will protect and enhance the scheme’s riparian land and associated
waterways administered by the Regional Council for public enjoyment and
increased biodiversity
|
Ecological
Management and Enhancement Plans
|
The
development of a River
Ecological Management and Enhancement Plans (EMEP) has commenced for
the Tukituki River
|
2015-18
- Complete Rivers Ecological Management and Enhancement
Plans for enhancement of ecological values for the Scheme rivers
- On the rivers increased native planting as
measured six yearly based on the river Ecological Management and Enhancement
Plans (EMEP)
|
Ongoing
- Continue riparian planting
and waterway enhancement
- Implement annual programme from the EMEP
- Re-evaluate EMEP every 6 years to confirm
implementation approach
|
1c –
Other Schemes
Contributing projects include: 240
Makara Flood Control Scheme, 241 Paeroa Drainage Scheme, 242 Porangahau Flood
Control Scheme, 243 Poukawa Drainage Scheme, 244 Ohuia – Whakaki Drainage
Scheme, 245 Esk River Control Scheme, 246 Whirinaki Drainage Scheme, 247
Maraetotara River Control Scheme, 248 Te Ngarue River Control Scheme, 249
Kopuawhara River Control Scheme, 276 Kairakau Community Scheme, 277 Wairoa
Rivers & Streams Scheme, 278 Central & Southern Area Rivers &
Streams Scheme
|
Service Levels and Performance Targets
Activity 1c – Flood Protection
& Drainage Schemes: Other Schemes
|
|
Level of Service Statement
|
Level of Service Measure
|
Current Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required Actions to Achieve
Performance
Targets
|
|
HBRC
will maintain an effective flood control and drainage network that provides
protection from frequent flooding to communities and productive land within
designated Scheme areas, including:
Makara Flood
Control
Paeroa Drainage
Porangahau Flood
Control
Ohuia –
Whakaki Drainage
Esk River
Whirinaki Drainage
Maraetotara
Te Ngarue
Kopuawhara Flood
Control
Poukawa Drainage
Kairakau
Waimarama
(proposed)
|
A
full assessment of the capacity and integrity of flood control works is
completed every 12 years by a chartered professional engineer with interim
audits undertaken annually
The
level of service will be reported as percentage of assets that provide the
design level of service
|
Estimated
at 95% for all Schemes other than Waimarama. No Scheme currently in place for
Waimarama
|
2015-18
Waimarama Flood Protection Scheme accepted
by community and operation phase begun
Develop a programme of Scheme reviews and
commence review process with at least 2 Schemes
Ongoing
Continue with review process and quantify
level of service provided by Schemes where this in unknown
|
Ongoing
Maintenance to
preserve channel capacity and integrity of flood protection and drainage
assets
Monitoring of flood
events in accordance with the Flood Manual
Complete annual
asset audit by a chartered professional engineer of selected areas of
Schemes, and a full assessment of each of the scheme areas every 12 years
2015-18
Consult with
Waimarama community regarding the possibility of establishing a flood control
scheme to fund improved management of the waterways and flood channels
flowing through the community
|
|
HBRC's
Activities
|
Attachment 3
|
Activity 2 – Investigations and Enquiries
Significant Issues
- The
assessment of flood risk requires expert judgement and understanding of
hydrology and hydraulics. Simplifying flood risk information for easy
communication is difficult.
- River
engineering expertise and experience is difficult to find on the employment
market. An arrangement to provide river engineering advice to Gisborne
District Council helps HBRC to recruit more full-time engineers with relevant
knowledge and skills
Rationale
HBRC responds to many
enquiries about coastal erosion, flood risk and drainage related issues.
Depending on the issue, HBRC is able to help through:
- Provision
of flooding and drainage advice
- Provision
of advice relating to riverbed land and other HBRC administered land
- Provision
of advice on coastal erosion and flood risk
- Technical
and financial assistance for approved ‘public good’ projects
- A
consultancy service that is fully cost recoverable.
In addition, HBRC provides
consultancy services to other councils. It currently has an agreement to
provide one full time equivalent of engineering input to Gisborne District
Council. HBRC does this because it has the skills, historical understanding and
regional overview required to understand and provide advice on these issues.
Significant
Negative Effects
There are no significant
negative effects arising from the delivery of these activities.
Contributing projects include: 250
Investigations & Enquiries, 251 Subsidised Investigations & Minor
Projects, 255 Consultancy Services
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity 2 –Investigations and
Enquiries
|
|
Level of Service Statement
|
Level of Service Measure
|
Current Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required Actions to Achieve
Performance
Targets
|
|
HBRC
staff will provide expert advice on drainage, flooding, and coastal erosion
issues.
|
All
queries are dealt with by appropriate qualified and experienced staff
|
HBRC
employs two chartered professional engineers with experience in flood
management, river control and coastal issues
|
Ongoing
HBRC
retains two chartered professional engineers with experience in flood
management, river control and coastal issues on staff
|
Ongoing
Manage and provide for succession of key
staff
Recruit graduates and promote of Local
Government careers to ensure staffing capacity for the future
|
|
HBRC will provide up to a 30% subsidy for river control
and flood protection where the criteria set out in the Regional
Council’s guidelines for technical and financial assistance are met
|
Value of subsidies provided annually
|
Subsidies valued at $40,000
|
Ongoing
$40,000 plus inflation of subsidy money is
provided each year at a subsidy rate of 30%
|
Ongoing
Continue to promote
the HBRC subsidy programme
|
|
HBRC will provide a consultancy service for drainage,
flooding, and coastal erosion issues according to individual project
agreements on a full cost recovery basis
|
- Cost
recovery
- Satisfaction
with Service
|
- Costs
are recovered
- Not
specifically measured
|
Ongoing
Full
costs of any consultancy work are recovered
Major
clients are satisfied with service provided
|
Ongoing
Effectively and
efficiently complete consultancy projects
|
|
HBRC's
Activities
|
Attachment 3
|
Activity 3 –Sundry Works
Significant
Issues
- Identifying
a sustainable, easily accessible and affordable source of material for coastal
erosion protection at Westshore Beach to continue.
- The
effects of climate change and rises in sea level on this works.
- The
impact of river mouths naturally closing and the effect of climate change and
rises in sea level on their frequency.
Rationale
Land Drainage and River
Control provides for protection of property at risk from erosion or flooding
by:
- Management
of river mouths to reduce unnecessary flooding
- Gravel
renourishment of Westshore Beach so that erosion is managed seaward of the 1986
erosion line.
Hawke’s Bay Regional
Council (HBRC) carries out this role because it has the necessary skills,
historical understanding and regional overview required to integrate and manage
all land drainage and river control elements that make up the schemes, and
balance conflicts between river users and flood protection requirements.
Significant
Negative Effects
There are no significant
negative effects arising from the delivery of these activities.
Contributing projects include: 261
River & Lagoon Opening, 264 Westshore Coastal Works
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity 3–Sundry Works
|
|
Level of Service Statement
|
Level of Service Measure
|
Current Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required Actions to Achieve
Performance
Targets
|
|
HBRC will ensure that the beach at Westshore has
erosion checked to 1986 erosion line
(The 1986 line was the extent of erosion
before beach renourishment began, and is identified on a series of posts
along the foreshore)
|
The comparison of annual beach cross section surveys to
the 1986 erosion
|
The erosion remains seaward of the 1986 line
The resource consent for extraction of gravel from
Pacific beach expires in 2017. A renewal of this consent will not be
sought
|
Ongoing
Erosion does not extend landward of the 1986 line by
more than 10% of the beach length in any 12 month period
2015-18
- An alternative source of gravel or
sand for renourishment will be sought
- The current approach to erosion
mitigation at Westshore will be reviewed as part of the Coastal Hazard
Management Strategy
|
Ongoing
Regular monitoring and renourishment is completed
annually
2015-18
Review to be completed. New source of
renourishment material to be found
|
|
HBRC will maintain river mouths so that they do not
flood private land above a specified contour subject to suitable river, sea
and weather conditions that will allow a safe and successful opening to be
made
|
Incidences of flooding of private land above levels as
specified in the River Opening Protocol
|
No incidences. Some properties in Te Awanga at
risk of flooding in moderate events
|
Ongoing
Private land above a specified contour is not flooded
as a result of a river mouth being closed
|
Ongoing
River mouths and lagoon outlets are inspected regularly
and opened when required, and when river, sea and weather conditions allow
|
|
HBRC's
Activities
|
Attachment 3
|
Introduction
Regional Resources addresses
the region’s public shared resources (air, water, coast, gravel), its
land resource (in private ownership) and Hawke’s Bay Regional Council
(HBRC) owned property managed as a regional resource.
In relation to public shared
resources, these activities include the gathering of information about them to
improve their sustainable management, and efficient use.
In relation to the land
resource, HBRC promotes sustainable land management and enhanced economic and
environmental performance. HBRC also leverages government funding to support
these initiatives.
In relation to Council-owned
land, all activities aim to improve public access to these areas.
Link to
Strategic Outcomes
This group of activities
contributes to Council’s strategic outcomes in the following ways.
Resilient
Communities
- Quality
services for a healthy, connected community - by providing access to the
coast, open space and safe off road pathways/cycleway opportunities for
recreational enjoyment, protecting sites of cultural significance within open
space areas and, where appropriate, identifying and valuing them for public
education and interest, protecting the natural environment particularly fresh
and coastal swimming water quality, improving air quality and reducing
respiratory disease through the Heat Smart and home insulation programme.
- Local
leadership, strong relationships and affordable, well-considered solutions
– by enabling community-led water user groups to develop ways to
efficiently use the region’s water allocations, through actions such as
audited self management.
Resilient
Ecosystems
Active management linking
biodiversity, land, freshwater and our coastal marine areas
–by understanding that the region’s natural and physical resources
are being managed to ensure they are used efficiently and sustainably;
identifying and promoting sustainable land management practices; improving air
quality; sustainably managing rivers, coast and the gravel resource; and
providing opportunities for access to open space areas.
Resilient
Economy
Profitable farming systems
that can adapt to greater weather extremes, pest threats and take advantage of
new opportunities – by working closely
on-farm with the regions land holders to understand their needs, working with
the primary sector in joint research and extension initiatives and facilitating
collaborative approaches to adaptive governance and management that consider
holistically the impact of decision making in the landscape on social,
cultural, environmental and economic objectives, for example as proposed in the
East Coast Hill Country Resilience Proposal.
Assumptions
and Future Demand Incorporated in this Plan
The
planning assumptions for the following activities are:
- Science
investigations will not be delayed as a result of unsuitable climatic
conditions.
- Funding
policies for water management reflect more targeted cost recovery, improving
the alignment of costs to those who benefit.
- The
funding policies applied to most of these activities will remain constant over
the life of the plan. However new funding sources will be evaluated and
utilised, as appropriate, for resource investigations and monitoring relating
to land, air and the coast.
- HBRC
will continue to own and manage Tutira Country Park, Pakowhai Country Park, and
Pekapeka Wetland. HBRC will also continue to manage the Tangoio Soil
Conservation Reserve and operate the Soil Conservation Nursery.
- Open
Space projects that have been approved by the Council (and therefore comply
with HBRC’s Open Space Policy and Evaluation criteria) are to be financed
through loan funding of up to $7.5 million. The servicing of any drawdown against
this loan will be funded from the Council’s Sale of Land (non investment)
Reserve.
Significant
Negative Effects
There are no significant
negative impacts relating to the collection of information about regional
resources, unless the information raises more questions than answers and
results in delays in decision-making.
In relation to sustainable
land management, the Ministry for Primary Industries also has a role to meet
New Zealand’s Kyoto Protocol obligations. Therefore there is a risk of
landowners being confused by having two agencies engaging with them on the same
issue. It is important that HBRC and MAF work together to avoid duplication.
|
HBRC's
Activities
|
Attachment 3
|
Net Funding Requirement – Regional Resources
|
HBRC's
Activities
|
Attachment 3
|
Activity 1 – Land Management
Significant
Issues
- 64%
(about 900,000 ha) of the region’s rural land is classed as erodible to
highly erodible hill country; of that about 150,000 ha is in land use that is
likely to exceed the sustainable capacity of the soil.
- Climate
change is predicted to result in more intensive rain events and increased
temperatures, leading to increased risk of erosion and droughts.
- There
is a trend toward more intensive land uses that rely on increasing inputs of
water, energy and fertilisers. Without the use of good farming practices,
this intensification could lead to the degradation of soil quality, soil
quantity, water quality, and terrestrial and aquatic ecosystems.
- High
quality soils are a limited resource in Hawke’s Bay and represent one of
our most vital natural assets. Preserving both the availability and quality of
these soils into the future is critical to our primary sector based provincial
economy.
- Our
regions biodiversity is critical to a resilient landscape. In order to
make productive use of the land 75% of the regions indigenous vegetation has
been cleared and only 2% of our original wetlands remain. A bio-diverse
ecosystem plays a critical role in the provision of ecosystems services and
what remains of our taonga requires our considered support and management.
Background
Our landscape provides a
range of ecosystem services that benefit everyone including, storing water that
helps mitigate flooding, the decomposition of wastes and pollutants, the
filtering and cycling of nutrients, the provision of food, fuel and fibre, the
regulation of pests and diseases and the regulation of greenhouse gases to name
a few. The landscape also provides a wide array of nonmaterial benefits
including cultural and aesthetic values, recreational opportunities and for
many our unique Hawke’s Bay sense of place.
Rationale
The role of Hawke’s
Bay Regional Council (HBRC) is to inform and encourage the optimal use of land
for social and economic benefits while maintaining and or enhancing
environmental sustainability. Land use changes and intensification can result
in social or community costs in the form of adverse environmental effects and a
reduction in the delivery of ecosystem services. HBRC programmes will be
targeted and timely to minimise and or affect these impacts.
HBRC recognises that the
work to achieve this is immense. The traditional approach of one-on-one
education and encouragement, while achieving positive results, will only make
slow progress across the whole region. Current projects are designed to
enable HBRC to influence a greater number of land owners to move towards good
farming practice and sustainable land use.
Significant
Negative Effects
There are no significant
negative regional impacts relating to Land Management programs, however it is
acknowledged that land use change may result in localised positive and or
negative effects on specific aspects of the environment and or productive
farming systems.
Contributing projects include: 339
Regional Land Research & Investigations, 340 Land Monitoring, 380 Sustainable
Land Management, 381 Soil Conservation Nursery.
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity
1–Land Management
|
|
Level
of Service Statement
|
Level
of Service Measure
|
Current
Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required
Actions to Achieve
Performance
Targets
|
|
Viable and resilient farming systems are being achieved through
the adoption of good land use practice
|
Annual Land Management Operational Plan
This will outline the strategic focus and alignment of land
management programs and projects to regional priorities
|
Land Management programs currently include:
reducing
hill country erosion, mitigating the impacts of land use intensification on
water quality, and protecting the significant natural assets of the region
A
targeted research program currently investigating cropping rotations for
improved environmental performance, alternative forage options for dryland
farming, greater irrigation precision and efficiency, best practice
management in deer farming, quantifying the impacts of hill country erosion
on ecosystem services
|
Yearly
Proposed activities for
each coming financial year will be presented to council via the Operational
Plan by 30 June each year.
Reporting of performance
to the Operational Plan objectives for the previous year will occur by the
end of November
Continue a programme of
research and extension to investigate and field trial issues relevant to land
management in Hawke’s Bay
2015-16
Develop an integrated
monitoring, evaluation, reporting framework for the Operational Plan
|
Prepare annual
Operational Plan for Council prior to the commencement of each financial year
and annual report following completion of each financial year.
Draft Land Management
MERI (Monitoring, Evaluation, Review, Improvement) plan produced
|
|
|
Preparation and Implementation of Sub-catchment Plans in
priority “hotspots” catchments to address significant resource
management issues
|
Collaborative approaches to localised water quality problems
occurring in sub-catchments (Papanui, Taharua, Whakaki & Whangawehi)
|
2015-2018
Sub-catchment plans
implemented for 2 priority sub-catchments in the Tukituki by 2018
2015-2025
Sub-catchment plans to
be developed for Tukipo, Kahahakuri, Upper Tukituki Corridor, Whakaki and
potential hotspots in the TANK & Mohaka catchments
60% of the RLS grant
will be targeted to priority sub-catchments
|
Sub-catchment plan
developed for the Porangahau Stream & Maharakeke sub-catchment
Develop guidelines for
the development of Farm Environmental Management Plans
Utilise RLS funding in
accordance with priorities and processes established
Encourage the early
preparation of Farm Environmental Management Plans in the priority
sub-catchments of Papanui, Porangahau Stream & Maharakeke
Reporting as part of the
Tukituki Plan Change 6 Implementation Plan (refer Strategic Planning,
Activity 3, Policy Implementation)
|
|
Collaborative initiatives undertaken to realise regional
resource management objectives
|
Strategic stakeholder
alliances developed and actively maintained through groups such as the
Primary sector Pan-Sector group, Nature Central and Dairy Liaison Group
Industry Good Practice
MoU for improved Phosphorus Management agreed to by Primary Sector groups
Social survey undertaken
in Tukituki catchment in 2013
Initial discussions /
workshops with primary sector over potential East Coast Hill Country
Resilience Strategy
|
2015-2018
Development
of a strategy based on an adaptive governance approach to building resilience
in East Coast Hill Country
2016-17
Development
of non-regulatory implementation plans to support Catchment Plan changes
(TANK & Mohaka)
2017-18
5
yearly social survey of targeted catchments to monitor the implementation of
industry good practice
Yearly
At least bi-annual meetings with the Pan
Primary Sector Group
At least 5 targeted capacity building
events held to improve understanding and uptake of good practices
- Workshops provided and materials developed
to assist landholder adapt their land use practices to meet PC6 rules and
regulations
|
- East Coast Hill Country strategic
stakeholder group formed to develop resilience framework
- Continue to support research to improve the
potential for High UMF manuka plantings as a viable alternative for hill
country pastoral farming via the Primary Growth Partnership for High
performance manuka.
- Mohaka stakeholder group formed to consider
program objectives
|
|
HBRC
will increase its knowledge of the region’s land, soil, wetland and
terrestrial habitats so it is aware of any current and likely future issues
that may arise. This knowledge will allow for a timely and effective
response that enables land to be managed sustainably for future generations
|
State
of the Environment monitoring programme for soil quality
|
State
of the Environment monitoring analysis and reporting for soil quality
completed
|
2015-25
Monitor
soil quality on an annual basis across the region
|
Complete
the State of the Environment reporting in compliance with statutory
requirements
|
|
Modelling
of hill country erosion to inform the Council and affected stakeholders
|
Erosion
/ sediment loss model for the Tukituki Catchment completed
|
2015-18
Evaluate
and quantify erosion/sediment loss for Tutaekuri, Ahuriri, Ngaruroro and
Karamu catchments (TANK) using SedNet model
2019-25
Model
remaining areas of the region using same methodology as used for previous
catchments
|
Complete
erosion / sediment loss modelling for TANK catchments.
Complete
erosion / sediment loss modelling for the remaining parts of the region
|
|
Regional
Wetland Inventory
|
Wetland
inventory for the Tukituki Catchment completed
|
2015-18
Develop
wetland inventory for the remaining catchments
2019-25
Develop
a wetland monitoring strategy
|
Complete
aerial survey and high-level classification and delineation of wetlands
Align
the wetland work programmes with National Policy Statement for Freshwater
Management (NPS-FM) requirements and the Hawke’s Bay Biodiversity
Strategy
|
|
Integrated
catchment management including staged computer modelling and monitoring of
the:
Mohaka catchment
Heretaunga/Ahuriri
catchments
Tukituki catchment
|
Assessing modelling
options for the TANK catchments model(s)
NIWA model for Taharua / Mohaka in
progress
|
2015-18
- Catchment model developed for Taharua and
the entire Mohaka catchment
- Catchment model for TANK catchments
developed
|
Complete
NIWA nutrient transport model for Mohaka catchment
Evaluate
several existing models and decide most appropriate for the TANK catchment
and develop model
|
|
|
Regional
soil map
|
South
east coastal area, Ruataniwha and Heretaunga plains have been mapped
|
2015-2018
Complete
soil mapping of the TANK catchment area
2019-2025
Complete
soil mapping of the rest of the region
|
Continues
with current soil mapping methodology (S map)
|
|
Hawke’s
Bay’s land and soil resources are maintained for future generations
|
- Area of highly
erodible hill country protected
- Length of riparian
margin enhanced
- Number of
significant wetlands protected
|
RLS
project investments have included:
- Soil conservation
works on highly erodible hill country
- Protection of
wetlands
- Riparian strip
protection
- Coastal dune works
and protection
- Native vegetation
protection and covenanting
|
Ongoing
- Promote riparian
planting as part of regulatory stock exclusion requirements
- Identify and promote
the protection and or enhancement of wetlands that achieve multiple benefits
in the landscape
- Maintain poplar and
willow planting soil conservation programme
- Work with the
forest industry in Hawke’s Bay to mitigate the risks of upcoming
forestry harvest
|
- Continue to
encourage- through subsidy and education- appropriate riparian planting and
wetland protection.
- Participate in the
Poplar and Willow Trust and NZ Dryland Forests Initiative to provide other
options for hill country erosion control
- Align activities
with the HB Forestry Group
|
|
|
Wise
investment to encourage erosion reduction and water quality enhancement
through the Regional Landcare Scheme and targeted research
|
|
Ongoing
New
Regional Landcare Scheme investment is approved only where there is alignment
with the Land Management Operational Plan
|
Apply
appropriate criteria when assessing RLS funding applications
|
|
HBRC's
Activities
|
Attachment 3
|
Activity 2
– Air Management
Significant Issues
- The National Environmental Standard (NES) for Air
Quality in relation to PM10 (very fine particulates). The NES
requires Hawke’s Bay Regional Council (HBRC) to monitor and identify
those areas of Hawke’s Bay which currently exceed the PM10
standard and by 2016 (Napier) or 2020 (Hastings), improve air quality to
a compliant standard. Any breaches that exceed acceptable levels are to
be reported.
- HBRC has good information about air quality, pollutants and
sources in the region. This information indicates that the main contribution to
PM10 concentration in the Napier and Hastings Airsheds is domestic
heating, while industry is the main source of anthropogenic PM10
emissions in the Awatoto and Whirinaki Airsheds. HBRC has used these findings
to support its Plan Changes. This is particularly important as, from 1
September 2012, any new and significant discharges of PM10 within
Napier and Hastings must be offset by permanently reducing PM10 emissions
from another source. If an offset is unable to occur, a resource consent to
discharge to air must be declined.
- The costs of upgrading domestic fires to meet the National
Environmental Standards could be a significant burden on some households within
the Napier and Hastings airsheds, particularly because it is lower
social-economic groups that tend to rely on open fires and wood burners as their
primary source of heating.
Rationale
This activity
covers Air Quality Monitoring as well as HBRC’s non regulatory response
to the National Environmental Standard for PM10 (very fine
particulate).
Monitoring
This activity
covers monitoring of the region’s air quality and reports on it against
relevant health standards and guidelines.
The background
air quality of Hawke’s Bay is very good in most places for most of the
time. HBRC has responsibilities to monitor air quality and control
discharges of contaminants into the air.
There are
activities which may result in discharges of air pollutants over extended
periods of time or at levels that result in localised air quality problems.
These are generally controlled and monitored through resource consents.
The National
Environmental Standard places significant monitoring and investigation
responsibilities on HBRC, particularly in relation to PM10.
Heat
Smart Financial Assistance Programme (Napier and Hastings airshed households)
The desired target is for
Hawke’s Bay homes to be insulated with efficient heating. When this
target is met, clean air outcomes will also be achieved. HBRC has estimated
that in the Napier and Hastings airsheds there may be up to 10,000 households
that will need assistance to upgrade their heating method. HBRC’s clean
heat financial assistance programme will be providing assistance to all
households in the form of either grants for clean heat replacement, or a loan
facility for clean heat subsidized by 50%, or a loan at cost for insulation.
Repayment of loans including interest and fees (where applicable) will be
through a voluntary differential targeted rate on the household where the
insulation was installed.
Significant
Negative Effects
There are no
significant negative impacts relating to the collection of information about
regional resources, unless the information raises more questions than answers
and results in delays in decision-making.
Contributing projects
include: 341 Air Quality, 342 Heat Smart
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity
2–Air Management
|
|
Level
of Service Statement
|
Level
of Service Measure
|
Current
Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required
Actions to Achieve
Performance
Targets
|
|
HBRC
will have adequate knowledge about the level of air pollutants that may
impact on public health and aesthetic values so that it can manage air
quality for human health needs and aesthetic values
|
State
of the Environment monitoring programme for:
Air quality
Climate
|
Regional
Air Quality Monitoring Strategy revised in 2011
|
2015-25
Monitoring undertaken in accordance with
the Regional Air Quality Monitoring Strategy
2015-25
Report on breaches of the National
Environmental Standards in accordance with the standard
|
Monitor PM10 concentrations
continuously in the Napier, Hastings and Awatoto airsheds
Data collected complies with performance
targets of less than 5% of data missing and 75% valid data (less than 25% of
measured and archived values affected by calibration or instrument fault
events)
Source apportionment monitoring in the
region’s airsheds as needed to identify pollution sources
5 yearly traffic surveillance monitoring
and emissions inventory updating.
|
|
HBRC
will provide financial assistance for those who qualify for insulation and
clean heat support
|
Number
of clean heat systems installed under financial assistance programme
|
Following
a slow start, the number of clean heat installations is now meeting agreed
targets
|
2015-25
Provide
loan assistance to homeowners region wide for home insulation, and clean heat
in the airsheds under HBRC’s financial assistance programme
|
Manage
and maintain a communication strategy to promote the programme
|
|
Hawke’s
Bay’s air is suitable to breathe
|
Compliance
with National Environmental Standard (NES) for Air Quality
|
In
2014, Napier and Awatoto airsheds exceeded the standard once and Hastings
airshed exceeded the standard 5 times.
|
Napier Airshed meets NES: No more than 1
exceedance by 2016
Hastings Airshed meets NES: No more than 3
exceedances by 2016 and no more than 1 exceedance by 2020
|
Annual
reporting against NES for Air Quality
|
|
HBRC's
Activities
|
Attachment 3
|
Activity 3 – Water Management
Significant
Issues
- World
markets that influence land values (debt servicing) and commodity prices
leading to changing land uses which have higher water needs and potentially
higher off-site risks to water quality.
- The
risk of more frequent droughts and higher temperatures as a result of climate
change that lead to higher water demand, and more frequent and intense rain
events that lead to increased soil erosion and compromised water quality.
- The
risk of the region’s economic development being unnecessarily limited by
regulatory frameworks based on an incomplete scientific understanding and
applied science knowledge that is, in some cases, more than 10 years old.
- The
complex consent processes surrounding the recent renewals of the Ngaruroro,
Tukituki, Ruataniwha and Karamu water take applications and the need to have
rules in place that are well supported scientifically, in time for the next
round of major water take renewals over the 2013-2029 period.
- Increasing
community awareness of water quality issues and a desire of the community for
better water quality in Hawke’s Bay rivers and waterways.
Rationale
Background
Water is critical to the
region’s economic, social, cultural, and environmental wellbeing. There
is, however, increasing pressure on water resources in Hawke’s Bay due to
the growing demand for water for irrigation, industrial and urban uses. The community
is increasingly concerned about water quality (e.g. concerns with the extent of
algae in the Lower Tukituki catchment detracting from recreational use) and are
seeking higher in-stream flows and quality to meet these needs. There are
also concerns about freshwater bodies and their ability to provide for
customary uses under the Treaty of Waitangi. There are also national and
regional concerns about water related ecosystems which, in some areas, are not
in a desired state.
Hawke’s Bay Regional
Council (HBRC) has responsibilities under the Resource Management Act to manage
the region’s water resources including rivers, streams, lakes, wetlands
and groundwater in a way that promotes sustainable management. HBRC also
has responsibilities under the Local Government Act to promote the
region’s social, cultural, environmental and economic wellbeing.
HBRC’s recent Strategic
Plan outlines a direction that identifies resilient ecosystems, resilient
economy and resilient communities as the strategic goals. The Land and Water
Management Strategy also reinforces HBRC’s direction and encourages a
holistic approach to resource management including biodiversity.
Nationally the release of
the National Policy Statement (NPS) for Freshwater Management requires
limits to be set for quantity and quality, and for both in-stream and
associated ecosystem values. The significance of the NPS and how that may
reflect in the current water management programme will be determined by 2013
and any required changes will be incorporated.
Activities
This group of activities
includes HBRCs existing water management programmes (and integrated land and
water management), including the State of the Environment monitoring, as well
as a continued commitment to new initiatives in science investigations and
water demand management areas.
The issues that have driven
the need for continued activity in determining allocation have arisen from the
consent processes for the Ruataniwha Plains surface and groundwater consents,
and for the Ngaruroro and Karamu stream consents. There are complex
ground and surface water interactions which mean groundwater takes have the
potential to deplete already fully allocated rivers and streams.
The minimum flows that are
set out in the Regional Resource Management Plan are also based on
science information that might no longer be appropriate for the particular
catchment because of increased environmental awareness (i.e. new values) of the
community; there are concerns that the minimum flow levels might be too low for
some reaches of the rivers.
Science investigations are
required to support a review of the water management framework in the Regional
Resource Management Plan and to help water users to develop sustainable
solutions for water management.
In some areas, rivers are
already fully allocated but there is pressure from increasing demand. In
these cases and where it can be identified that the actual water take is
considerably less than the volume that has been allocated, there is potential
to share the resource differently, i.e. water that is not required by one user
in one year could be used by another user that same year. This requires
knowledge of the actual takes within a catchment and mechanisms to monitor and
enable transfers of water within existing allocations.
The Resource Management
Regulations (Measurement and Reporting of Water Takes) released in November
2010 requires all takes of 5 litres/second or greater to have a water meter.
This regulation is to be phased in over 5 years and provide good quality water
use information that is important to water management in Hawke’s Bay.
Telemetry and web/text options provide an economical and efficient method to
access and remotely enter water use data, saving time and costs by eliminating
manual data collection, and assisting with reporting of water use to HBRC.
The establishment and
facilitation of water user groups is a way to improve water use efficiencies,
as well as improving certainty of supply to users. These groups will
provide the forum for water users to pool resources,
knowledge and skills, and to act as a cohesive group, rather than as
individuals, when dealing with common water related matters. The groups
will also allow for more efficient and effective information flow between water
users and HBRC, and provide the opportunity for members to identify water
issues and come up with solutions i.e. rostering and rationing water during low
flow periods.
Significant
Negative Effects
There are no significant
negative impacts relating to the collection of information about regional
resources, unless the information raises more questions than answers and
results in delays in decision-making.
Contributing projects include: 310
Regional Groundwater Research, 311 Regional Surface Water Research &
Investigations, 312 Regional Surface Water Ecological Research &
Investigations, 314 Water Demand Management, 315 Surface Water Quality, 320
Surface Water Quantity, 325 Groundwater Quality, 330 Groundwater Quantity, 395
Water Information Services
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity
3–Water Management
|
|
Level
of Service Statement
|
Level
of Service Measure
|
Current
Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required
Actions to Achieve
Performance
Targets
|
|
HBRC
will increase its knowledge of the region’s water resources in terms of
quantity, quality and habitats so that a policy framework can be developed to
sustainably manage the water and land resources within Hawke’s Bay
|
State
of the Environment monitoring programme for:
Climate
River flows
Groundwater levels
Surface water quality and ecology
(freshwater and coastal)
Groundwater water quality
|
State
of the Environment monitoring analysis and reporting completed:
- Climate - 2008
- River flows - 2009
- Groundwater levels
- 2008
- Surface water
quality and ecology (freshwater and coastal – 2014)
- Groundwater water
quality - 2008
Gaps
were identified in climate and rainfall
|
2015-18
Establish 1 climate
station a year in response to identified requirement
Monitoring undertaken in accordance with
national monitoring and reporting requirements where appropriate
Monitor surface water quality on a monthly
basis across regional SoE monitoring sites
Upgrade rainfall sites as required to
maintain level of service
Evaluate and upgrade groundwater/surface
water monitoring networks as necessary
|
- Annual Monitoring
Performance Reports
- Achieve Quality
Management System targets
- Maintain International
Organisation for Standardisation (ISO) 9001-2008 accreditation for data
collection and analysis
- Timely completion
of data quality assurance and provision of data to the Land and Water
Aotearoa (LAWA) website
- Complete SOE
monitoring and reporting in compliance with statutory requirements and
Council’s agreed approach
|
|
Knowledge
available to inform environmental flow and allocable volume review of the
following river catchments and groundwater basins:
Tukituki
River; Ngaruroro River; Karamu Stream; Tutaekuri River; Ruataniwha Plains;
Heretaunga Plains
|
Information used to
determine minimum flows needs updating to ensure habitat protection as single
factor assessments to determine environmental flows are no longer appropriate
Groundwater allocation regime proposed for
Ruataniwha basin
Minimum flows required to maintain
identified values, including aquatic habitat, proposed for Tukituki
Groundwater use estimated for Ruataniwha
basin
Draft groundwater use report prepared for
Karamu Stream catchment
|
2015-18
Groundwater
Abstraction and Allocation report prepared for Heretaunga Plains
Environmental flow, and Allocation Reports
for the:
· Karamu Stream,
Tutaekuri River, Ngaruroro River and inflows to the Ahuriri Estuary
- Coupled
surface-groundwater model built and running scenarios for Heretaunga Plains
- Update coupled
surface-groundwater model built for Ruataniwha Basin/Tukituki.
- Undertake Catchment
Sensitivity Analysis
|
Increase
Instream Flow Incremental Methodology (IFIM) surveys
Increase
gauging
Groundwater/surface
water interaction gauging
Determine
methodology for in-stream assessment
Groundwater
model development for Heretaunga Plains
Begin
development of geologic model for Ruataniwha Basin
|
|
Knowledge
available to inform review of water quality objectives and setting of water
quality limits
|
- Regional water
quality objectives and guidelines are contained in the Regional Resource
Management Plan (RRMP)
- Water quality
limits required to maintain identified values, including aquatic habitat,
established for Plan Change 6 (Tukituki River catchment)
|
2015-18
- Review
of water quality objectives, guidelines and limits to maintain identified
values, including aquatic habitat, completed and reported for the TANK (Tutaekuri,
Ahuriri, Ngaruroro and Karamu) catchments and the Mohaka River
catchment
- Undertake
catchment sensitivity analysis in focus river catchments to align with plan
change requirements
2019-25
Review of water quality objectives, guidelines and limits to
maintain identified values, including aquatic habitat, completed and reported
for remaining parts of the region
|
Review and update existing plan guidelines
Align water quality limits setting process
with NPSFW (2014) requirements
Provide appropriate information on
catchment surface water quality and ecology to inform consultation processes
|
|
Knowledge
available to inform Council and stakeholders of ‘pressures’ on
the health of aquatic ecosystems
|
- State of
Environment reporting detailing water quality trends from 2004 to 2013 and
current state of water quality from 2009 to 2013 completed
- Effects of nutrient
inputs on the Tukituki, TANK and Mohaka catchments investigated and reported
- Targeted
investigations on the life supporting capacity of the Papanui and Karamu
streams completed
|
2015-25
Provide
technical information and advice to Council and stakeholders on
‘pressures’ on the health and habitat of aquatic ecosystems
|
Develop catchment
characterisation programs for priority catchments to support Council and
stakeholder requirements as and when required
Analyse and report on catchment
characterisation programs in a manner that is satisfactory to the Council and
priority catchment stakeholders
|
|
HBRC will encourage efficient and effective water use to
maximise the benefits of the water allocated
|
Number of active water user groups
Implementation of water efficiency tools by Water User Groups
|
Water User Groups:
3 formally established
and facilitated
1 potential group under
development
Ngaruroro, Ruataniwha
and Twyford Water User Groups engaged in efficiency projects
Knowledge transfer
through meetings, Council presentations, and one on one assistance
|
2015-25
Continue
to establish and facilitate Water User Groups on a catchment priority basis
In conjunction with
Water User Groups, investigate and apply for research grants relating to
water use and resource allocation efficiency
Continue to transfer
latest water efficiency and allocation information to Water User Groups
|
Establish and facilitate
Water User Groups
Investigate and apply
for water efficiency and allocation research grants
Water user Group
facilitators to:
keep up to date with latest
water related information from science and other council departments and
forward onto water user groups
Ensure meetings are held
to transfer knowledge
|
|
Number
of consent holders with water meters operating using telemetry or web/text
systems
|
Water Information Unit Established
Water metering web/text water use web page
developed
749 consents using web entry system
507 consents reporting water use via
telemetry
|
2015-2018
Cumulative total of
1500 consents using telemetry or a web entry system
2019-2025
Continue
to progress consents away from manual paper reporting to direct electronic
reporting methods
|
Coordinate the implementation of water
metering across Hawke’s Bay
Establish and maintain web entry and
telemetry systems that encourage consent holders to accurately report their
water use
Carry out communication with the
Hawke’s Bay irrigators to ensure a high level of understanding of water
metering requirements
Continue rollout of verification programme
of water meters in accordance with government regulations
|
|
Hawke’s
Bay’s water resource is available for future generations
|
Allocation
limits and water quality limits
Implementation
of National Policy Statement for Freshwater Management (NPSFM)
|
- Regional Resource
Management Plan contains limits for some catchments
- Water quality
limits required to maintain identified values, including aquatic habitat,
established for Plan Change 6 (Tukituki River catchment)
- Limits in
catchments under resource pressure are currently being reviewed
- Some catchments are
over allocated and some parts of the region have degraded water quality and
habitats
|
2015-18
Review
of water quality objectives, guidelines and limits to maintain identified
values, including aquatic habitat, completed and reported for the TANK (Tutaekuri,
Ahuriri, Ngaruroro and Karamu) catchments and the Mohaka River
catchment
2019-25
Review of water
quality objectives, guidelines and limits to maintain identified values,
including aquatic habitat, completed and reported for remaining parts of the
region
Refer to other
performance targets listed within this table
|
Annual
Reporting against NPSFM and Implementation Plan
|
|
HBRC's
Activities
|
Attachment 3
|
Activity 4 – Coastal Management
Significant Issues
- The
naturally changing coastline processes. These are not well understood,
but cause a great deal of community disruption and concern.
- Storms,
earthquakes, tsunami and other natural hazards affect coastal communities.
- Climate
change and associated sea level rise are altering the risks and the occurrence
of coastal hazards (flooding, coastal erosion) and having an uncertain effect
on coastal ecology.
- The
impact of contaminants and sediment from stormwater on the region’s main
estuaries, including Ahuriri.
- The
impact of contaminants and sediments on the coastal ecology and recreational
areas from general land run off and discharges.
- Better
understanding the potential effects of these issues on the coastal environment
will enable more effective planning to reduce their impact.
Rationale
Improving
the understanding of Hawke’s Bay coastal processes and coastal water
quality through collecting, monitoring and analysis of relevant data will
enable effective and efficient assessment of coastal trends and coastal marine
environment health.
This
activity is undertaken by Hawke’s Bay Regional Council (HBRC) because the
effects of changes to the coast and coastal water quality are likely to impact
on a wide area, so a consistent approach across the region to their management
will benefit all communities.
HBRC
also has the necessary scientific and engineering skills, historical
understanding and regional overview required to integrate and manage the
coastal environment.
Significant
Negative Effects
There
are no negative effects from this activity, however the implementation of
policies that are developed to effectively manage the impact of a changing
coast may have a negative impact on property owned by individual members of the
public.
Contributing
projects include: 313 Coastal Water Quality Research &
Investigations, 322 Coastal Processes Investigations, 331 Coastal Quality
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity
4–Coastal Management
|
|
Level
of Service Statement
|
Level
of Service Measure
|
Current
Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required
Actions to Achieve Performance Targets (from 14-15 AP)
|
|
HBRC
will measure water quality at key recreation sites and make the results
available to promote public health and safety
|
Recreational
water quality monitoring programme and website management
|
Weekly sampling
undertaken at over 30 recreational water sites, information available on
website within 2 days of results being available
Faecal source tracking at bathing sites
that regularly exceed guidelines when conditions allow
|
2015-2025
Weekly monitoring
of key recreational sites as per recreational water quality monitoring plan
from early November to mid-March annually
Recreational water information
available on website and social network site within 2 days of results being
available
Identification of pollution sources for
sites that regularly exceed guidelines
Reporting to LAWA during bathing season
|
Recreational water
quality monitoring undertaken in accordance with monitoring plan and national
guidelines
Undertake faecal source tracking when sites
regularly exceed guideline values and conditions allow – and
communication of results to Biosecurity, Land Management, TLA and Public
Health teams when results are obtained
Annual reporting on recreational water
quality collected during the preceding season
|
|
HBRC
will continue to monitor, research and investigate coastal processes to
inform coastal planning including climate change and coastal hazards
|
Annual
coastal monitoring and investigation programme including:
Beach profiling
Storm monitoring
Sediment transport
and processes investigation and modelling
Hazard prediction
including tsunami, inundation, erosion, storm surge
|
Coastal monitoring
is undertaken annually
The development of a Coastal Hazards
Strategy for the coast between Clifton and Tangoio has commenced
|
2015-16
Complete Coastal Hazards Strategy for the coast between
Clifton and Tangoio to guide decision making on the mitigation and management
of hazards.
Support territorial authorities in their decision
making regarding future management of specific parts of the coast, and
determine long term plans for coastal hazard protection assets administered
by HBRC.
Ongoing
Annual
monitoring and investigation programme completed and reported each year
|
Complete
the strategy in conjunction with Napier City Council and Hastings District
Council
Prepare,
implement and report on coastal monitoring and investigation programme
|
|
HBRC
will provide long term, relevant and specific information on Hawke’s
Bay’s coastal ecosystems, so that Council and the community can remain
engaged with, and informed of, the current state and potential threats to the
health of coastal environments
|
Identify
the state and health of selected regional beaches, reefs and estuaries
Identify
the state and health of near-shore coastal environments
Maintain
an operative and relevant Coastal Monitoring Strategy
|
Coastal ecosystem
monitoring undertaken according to the HBRC Coastal Monitoring Strategy
(2006)
Reporting on the state of regional
near-shore coastal environment, reefs, estuaries and sandy beaches completed
6-weekly monitoring of near-shore coastal
water quality
|
2015-2025
Monitoring
undertaken in accordance with the relevant Coastal Monitoring Strategy
Comprehensive
State of the Environment reports
|
Complete
State of the Environment monitoring and reporting in compliance with
statutory requirements and Council’s agreed approach
|
|
HBRC
will increase its knowledge of coastal ecosystems through targeted research
and investigations so that it is better able to understand and respond to the
effects of activities on the coastal environment
|
Undertake
specific investigation and/or research, and report on these outcomes where
appropriate
|
Maximum extent of saline transition zones determined
for Porangahau, Tukituki, Mohaka rivers and the Ahuriri, Waitangi, Waikari
and Nuhaka estuaries
|
Targeted
investigations into coastal receiving environments receiving stormwater
discharges as and when required
Maximum extent and seasonal movement of
saline transition zones in priority estuaries will continue to be
investigated (weather dependent)
Mapping of key sub-tidal habitat throughout
Hawke’s Bay
|
Develop a work programme to assess the
effects of stormwater on coastal ecosystems
Describe the seasonal movement of the
saline wedge at a variety of HB rivers/estuaries
Develop methodology for mapping sub-tidal
habitats
|
|
HBRC's
Activities
|
Attachment 3
|
Activity 5 – Gravel Management
Significant Issues
- Hawke’s
Bay Regional Council (HBRC) has undertaken a scoping study to determine the key
issues related to gravel management and
has initiated work to investigate the issues identified. This programme
is being undertaken over 7 years and is programmed for completion by the end of
2017. The issues include: river hydrology; gravel supply and transport;
the implications of gravel management for flood protection; forecasting gravel
demand; monitoring gravel and determining the available resource. It will also
consider the effects on the ecology of water bodies, riverbed birds and
vegetation; the effectiveness of beach-raking; consideration of the Resource
Management Act directives on gravel management; allocation and financial
mechanisms that influence gravel management; and the values and management
options for the Tangata Whenua.
- To
maintain flood capacity within stopbanked reaches of our rivers it is necessary
to manage sediment build up. Currently this is done through the
extraction of silt and gravel from the rivers by extractors who meet the costs
of administering that activity. The downturn in the national economy
around 2008 has resulted in a significant reduction in the extraction of gravel
throughout the region and particularly in Central Hawke’s Bay.
Insufficient gravel is currently extracted by commercial extractors from Central
Hawke’s Bay rivers and flood capacity may be being compromised.
- There
is a risk that commercial extractors seek to source gravel and silt from land
based extraction sites. This could result in ratepayers needing to fund
the extraction of sediment to maintain flood capacity.
Rationale
There is an ongoing demand
from industry for gravel and aggregate resources for many activities. The major
source of gravel is from river beds throughout Hawke’s Bay.
Allocation of resources from riverbeds is undertaken by HBRC in response to
this demand, balancing the need to maintain the capacity of specific flood
protection schemes while taking into account the potential environmental
effects of gravel extraction.
HBRC is reviewing the way in
which it manages riverbed and coastal gravel resources within Hawke’s
Bay. The review aims to:
- Improve
HBRC’s understanding of riverbed gravel movement and the impact of gravel
extraction on flood protection works and coastal processes
- Review
HBRC’s management regime to assessing the gravel resource and allocating
its extraction.
HBRC has the following
responsibilities that have a direct bearing on the management of gravel
resources in Hawke’s Bay:
- The
jurisdiction to manage and authorise activities in riverbeds
- The
desire to work with Iwi / hapu on river management issues
- The
jurisdiction to manage and authorise activities in the coastal marine area
- The
responsibility for flood control and protection of assets.
Significant Negative Effects
The management of sediment
in rivers has both positive and negative impacts. All impacts need to be
understood and considered when determining how the resource should be managed.
Contributing projects include: 369
Gravel Management, 370 River Cross Sections
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity
5–Gravel Management
|
|
Level
of Service Statement
|
Level
of Service Measure
|
Current
Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required
Actions to Achieve
Performance
Targets
|
|
HBRC will monitor and manage river-bed sediment to
ensure flood protection schemes work as expected
|
River surveys (3-6 yearly) show all scheme rivers have
sufficient capacity
|
Refer to Heretaunga Plains Scheme and Upper Tukituki
Scheme sections.
Key issue is current build-up of gravel in rivers
crossing Ruataniwha Plains
|
Ongoing
No decline in river flood capacity
|
Ongoing
Undertake gravel monitoring, assessment and extraction
programmes in accordance with Regional Resource Management Plan, and to meet
agreed levels of service.
|
|
In rivers where gravel is extracted the riverbed is
managed to a design grade based on the design channel flow capacity.
|
The average riverbed level is within the design grade.
|
Ongoing
Average riverbed within design grade
|
Ongoing
Undertake river surveys every 3-6 years
|
|
No incidences of erosion or flooding as a result of
undesirable gravel levels
|
Increased river bed levels on Ruataniwha Plains are
above design level and resulting in flooding in small storm events.
|
2015-18
Solution to current issues on Ruataniwha Plains rivers
to be found
Ongoing
No incidences
|
2015-18
As part of investigation and research work
recommended in riverbed gravel scoping study 2010 investigate
options for increased sustainable gravel extraction for rivers crossing
Ruataniwha Plains.
Ongoing
Implement outcome of gravel review and continue to
monitor sustainability of gravel extraction.
|
|
River-bed gravel is equitably allocated to gravel
extractors
|
The gravel allocation process complies with the
Regional Resource Management Plan
|
No compliance issues
|
Ongoing
No compliance issues with gravel extraction
|
Ongoing
Undertake gravel allocation process as proposed in the
Regional Resource Management Plan
|
|
River
gravel management activities have no significant adverse effects on river
ecology and water quality
|
No
reported incidences of adverse impacts following gravel extraction or beach
raking activities
|
No
reported incidences
|
Ongoing
No
reported incidences of adverse impacts following gravel extraction or beach
raking activities
|
Ongoing
Undertake
gravel management activities in compliance with the RRMP, Ecological
Management plans and the River Environment Code of Practice
|
|
Knowledge necessary for sustainable management of
riverbed gravel is improved
|
Completion of investigation and research work recommended
in riverbed gravel scoping study 2010
|
Scoping study recommended investigation and research
programmes.
|
2015-18
Annual Programme of work completed
|
2015-18
Complete investigation and research work recommended
in riverbed gravel scoping study 2010 by 2017 as programmed.
Ongoing
Continue to review knowledge needs and seek to fill any
knowledge gaps
|
|
HBRC's
Activities
|
Attachment 3
|
Activity 6 – Open Spaces
Significant
Issues
- The
provision of adequate opportunities for the public to experience and enjoy a
range of open space experiences in Hawke’s Bay within reasonable travel
distance.
- Effective
use of publicly accessible open space areas for people to enjoy and learn about
their environment.
- Protection
or enhancement of areas of significant ecological values.
Rationale
Hawke’s Bay Regional
Council (HBRC) owns land at Lake Tutira (Country Park), Pakowhai (Country Park)
and Pekapeka (wetland) plus river berm areas, which have multi-purpose
functions including flood control, biodiversity, soil conservation and water
quality enhancement, as well as having cultural significance and providing
recreational opportunities.
Over the past 6 years HBRC,
in conjunction with district and city councils, local groups and central
government, has invested in the network of about 180km of pathway/cycleway
within Hawke’s Bay, mainly focussed on the Heretaunga Plains.
HBRC continues to seek ways
to provide the regional community with recreational opportunities and
facilities, including bush or rural environments which have multiple benefits.
Such ways include partnerships with land owners, land purchase, or negotiating
access rights in accordance with HBRC’s Open Space policy.
HBRC will continue to review
of the supply of public open space in Hawke’s Bay and where appropriate
consider further opportunities for enhancement.
Significant
Negative Effects
There are no significant
negative effects from this activity.
Contributing projects include: 362
Regional Park Network, 364 HBRC Pathways, 363 Public Access to Rivers, 385
Regional Park Reserves
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity
6–Open Spaces
|
|
Level
of Service Statement
|
Level
of Service Measure
|
Current
Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required
Actions to Achieve
Performance
Targets
|
|
HBRC will maintain, develop, and provide
public access to existing Council owned regional parks for multi-purpose
benefits
|
Levels of service associated with all
regional parks are set out in Individual Park Plans (IPPs) where present and
/ or the HBRC Regional Park Network Plan
|
Maintenance schedules and
maintenance contracts in place for:
Tutira Regional park
Waitangi Regional Park
Pakowhai Regional Park
Pekapeka Regional park
Draft Individual Park Plans
completed for:
Waitangi Regional Park
Pakowhai Regional Park
Pekapeka Regional park
|
2015-16
Adopt and commence implementation of an IPP for Tutira Regional
Park
Ongoing
- Work towards realisation of the Regional Park Network Plan
- Work towards achieving objectives specified in IPPs
- Deliver levels of service established in IPPs
- Secure funding for development of regional park assets
|
Ongoing
Implementation of Individual Park Plans (IPPs) for Waitangi,
Pakowhai and Pekapeka regional parks
Maintain regional parks to levels of service established in IPPs
Develop regional park assets in accordance with adopted IPPs as
funding allows
|
|
HBRC will maintain, develop, and provide public access
to existing HBRC pathways for multi-purpose benefits
|
Maintain and develop HBRC pathways network on HBRC land
in accordance with the NZ Cycle Trail Design Guide
|
Maintenance schedules and maintenance
contracts in place for approx. 95km of pathways managed by HBRC
|
Ongoing
HBRC Pathways
integrated as part of the overall HB Pathways network
Coordinated
approach by all agencies to pathway maintenance and development
HBRC Pathways
maintained and developed to levels of service in accordance with New Zealand
Cycle Trails Inc. guidance and consistent with pathways throughout HB
Funding secured for
maintenance and development of HBRC Pathways asset
|
2015-18
Develop
a plan for all pathways maintained by HBRC setting out:
Strategic vision
and development objectives
Framework for
coordination of all relevant agencies
HBRC Pathways
maintenance and development standards
Ongoing
Maintain pathways
to provide ongoing levels of service agreed by the Cycle Governance Group
Provide
administrative services to the Regional cycle governance group
|
|
HBRC will seek affordable ways to increase public
enjoyment opportunities of open space through:
Expansion of the
Regional Park Network through partnerships, development of HBRC land or land
acquisition
Expansion of HBRC
Pathways through partnerships and collaboration
Continuing to
assess open space opportunities in accordance with HBRC Open Space
policy and evaluation criteria
|
Open space policy and evaluation criteria
Regional Park Network Plan policy
Note Approx. $600,000 loan
provision remaining in HBRC open space and community facilities to provide
for new opportunities
|
Community facility and open space policy and evaluation
criteria in place
Regional Network Plan in place
|
Ongoing
Continue to assess
affordable open space opportunities in accordance with the Regional Park
Network Vision
Action any
opportunities approved by Council
Investigate open
space development opportunities with the region’s territorial
authorities that align with visitor facilities and attractions and meet
policy and evaluation criteria
|
- Establish levels of service and management
plans for all additional open space facilities
- Development opportunities considered as
part of individual regional park reviews
|
|
HBRC's
Activities
|
Attachment 3
|
Introduction
Regulation activities cover
the Hawke’s Bay Regional Council’s (HBRC) regulatory functions for
resource use and management, building dams and safe navigation of the
region’s navigable waters.
The empowering legislation
for HBRC functions include the Resource Management Act 1991, the Local
Government Act 2002, the Soil Conservation and Rivers Control Act 1941, the
Building Act 2004, the Marine and Coastal Area
Takutai Moana) Act 2011, the Hazardous Substances
and New Organisms Act 1996, and the Maritime Transport Act 1994.
Link to
Strategic Outcomes
This group of activities
contributes to Council’s strategic outcomes in the following ways.
Resilient
Communities
- Quality
services for a healthy connected community – by advising and
educating the community on resource management requirements and processes,
water safety and safe boating.
- Active
management linking biodiversity, land, freshwater and our coastal marine areas;
and Balanced water use for a healthy, natural environment that
also supports growth – by administering the rules in regional plans
in accordance with the objectives and policy provisions of the plan, the
Regional Policy Statement and relevant NPS, and by monitoring compliance with
rules and resource consents
Assumptions
and Future Demand Incorporated in this Plan
The planning assumptions for
Regulation Activities are:
- Changes
to resource management processes and direction within legislation are
anticipated as a result of Central Government review.
- Changes
to Regional Plans have the potential to alter workloads.
- The
building consent function for dams will continue to be carried out by Waikato
Regional Council through Transfer of Powers procedures.
- Local
leadership, strong relationships and affordable, well-considered solutions
– by working with and helping water users take a collective response to
managing water allocation.
|
HBRC's
Activities
|
Attachment 3
|
Net Funding Requirement – Regulation
|
HBRC's
Activities
|
Attachment 3
|
Activity 1 – Resource Consent Processing
Significant
Issues
- Increased
conflict, complexity and legal action surrounding some consent processes, such
as water allocation and coastal hazards.
- Ground
and surface water consenting likely to become more contentious as demand
reaches or exceeds defined sustainable allocation limits. Consents will expire
across major catchments from 2015 to 2025.
- Land
use rules concerning nutrient management will progressively take effect over
the ten year period. In 2018 the activity status of most farm properties in the
Tukituki catchment will need to be determined. Resource consents will be
required for all those activities which do not comply with the permitted
activity rule.
- Demand
for less costly and faster consent processing. Applicants have been concerned
at the length of time and costs of processing renewal consents.
- More
issues introduced through national policy statements, national environmental
standards and regulations that need to be considered.
- Statutory
acknowledgements arising from Treaty Settlements to be recognised and
considered at the time of consent processing.
Rationale
Resource Consent Processing
is driven by regulation contained in or arising from legislation, and includes
resource consent processing in accordance with Regional Plans and the RMA.
While largely regulatory in
nature, the functions of this section can often have major environmental,
economic and social implications for the Hawke’s Bay region.
Significant
Negative Effects
The functions of the
Resource Management Act for this group of activities seek to balance the
requirement to safeguard the environment while providing for the social,
economic and cultural needs of the wider community.
In some instances, decisions
made on individual resource consents can enable significant economic growth and
social wellbeing, while on other occasions it can limit such benefits.
The costs to HBRC and
individuals of implementing the RMA can be significant, if not kept to actual
and reasonable levels.
Contributing projects include: 402
Resource Consents
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity 1–Resource Consent
Processing
|
|
Level
of Service Statement
|
Level of Service Measure
|
Current Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required Actions to Achieve
Performance
Targets
|
|
HBRC will ensure that accurate information about
resource consent requirements and processes is readily available
|
Application and submission guides are available in
electronic and hard copy form
|
Currently meeting all performance targets
|
No verified reports of inaccurate information being
given in relation to resource consent requirements
Electronic application and submission forms,
application and submission guides are available through HBRC’s website
2019 – 2025
Council will review consents data management systems
|
Maintain up-to-date application forms and information
packs
|
|
HBRC will process resource consent applications in a
timely manner
|
100% of resource consents processed within statutory
timeframes set down in the Resource Management Act 1991
|
100% of non-notified resource consents, 100% of limited
notified resource consents and 100% of notified resource consents processed
within statutory timeframes in the past two financial years
|
100% of resource consents processed within statutory
timeframes
|
Continued
tracking of Resource Management Act timeframes
Ensure
professional competency of staff to provide regulatory services
High
performance ratings achieved in the Ministry for the Environment Survey
on Resource Management Act performance of Local Authorities
Maintain
clear communication with resource consent holders and applicants over
timelines, information requirements and consent processing
|
|
HBRC's
Activities
|
Attachment 3
|
Activity 2
– Compliance Monitoring
Significant
Issues
- Impact
of enforcement actions on resources and time, particularly the diversion of
staff from routine compliance monitoring programmes.
- Impact
of significant pollution incidents diverting staff from routine work.
Rationale
Compliance Monitoring is
driven by regulation contained in or arising from:
- Resource
consents issued as a result of any HBRC Resource Management Act plans.
- Responding
to environmental complaints, incidents and breaches.
Significant
Negative Effects
- The
functions of the Resource Management Act for this group of activities seek to
balance the requirement to safeguard the environment while providing for the
social, economic and cultural needs of the wider community.
- In
some instances, decisions made on individual resource consents can enable
significant economic growth and social wellbeing, while on other occasions it
can limit such benefits.
- The
costs to HBRC and individuals of implementing the RMA can be significant, if
not kept to actual and reasonable levels.
Contributing projects include: 445
Environmental Incident Response, 450 Compliance Programmes
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity 2–Compliance Monitoring
|
|
Level of Service Statement
|
Level of Service Measure
|
Current Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required Actions to Achieve
Performance
Targets
|
|
HBRC will check that consent holders comply with the
resource consent conditions imposed to protect the environment
|
Number of consents monitoring in accordance with the
adopted Compliance Monitoring Strategy
|
2013-14
93% of programmed inspections/reports completed
99%
of monitored consents achieved a final overall grading of full compliance
|
2015-25
90% of
programmed inspections/reports completed each year
95% of monitored consents achieve an
overall grading of full compliance
|
Maintain
an up-to-date Compliance Monitoring Strategy which reflects the level of risk
to the environment
Annual Work programmes
|
|
HBRC will provide a 24
hr/7 day a week pollution response service for reporting environmental
problems
|
Duty Management/Pollution Management response system
|
24 hour Duty Management/Pollution Management response
system in place
|
2015-25
24 hour duty management/pollution management response
system maintained
|
Appropriate appointments of staff to operate systems
|
|
HBRC's
Activities
|
Attachment 3
|
Activity 3 – Maritime Safety and Navigation
Significant
Issues
Maintaining
safety management systems and bylaws to adequately manage conflicting water
user needs.
Rationale
Maritime Safety and Navigation
management is driven by regulation contained in or arising from legislation
including the Maritime Transport Act and the Local Government Act.
Significant
Negative Effects
There are no
significant negative effects from this activity, however a fair balance needs
to be found between the safety of all water users and the ability for all to
enjoy our maritime environment.
Contributing projects include: 360
Navigation Aids & Regulations
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity 3–Maritime safety and
Navigation
|
|
Level of Service Statement
|
Level of Service Measure
|
Current Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required Actions to Achieve
Performance
Targets
|
|
HBRC will provide local navigation safety control of
shipping and small craft movements and provide navigation aids to
ensure the region’s navigable waters are safe for people to use
|
The Navigation Safety Bylaws and Port and Harbour
Safety Management System
|
Bylaws
came into force on 15 January 2012, with a number of incidents concerning
safety and compliance now requiring that parts of the bylaws be reviewed in
2016
A
Maritime New Zealand accredited Safety Management System for the Napier
Pilotage Area is valid until 2017
|
2015-25
Bylaws
to be reviewed in 2016
Maintain
a Maritime New Zealand accredited Safety Management System for the Napier
Pilotage Area
Marine
accidents and incidents are investigated and acted upon using education and
enforcement as appropriate
Complete
installation of navigation aids at Pourerere
|
Hawke’s
Bay Regional Council provides an appropriately qualified and experienced
Harbourmaster
Review
human resources required to effectively carry out the Harbourmaster role
Maintain Safety Management System,
and monitor and enforce Navigation and Safety Bylaws
Review resources required to enable
effective enforcement of bylaws
Engage with commercial and
recreational users to improve relationships
|
|
HBRC's
Activities
|
Attachment 3
|
Activity 4 – Building Act Implementation
Significant
Issues
Uncertainty of
resourcing requirements, due to Building Act amendments relating to regulatory
timeframes. Regulations are not going to be updated by 1 July 2012 as
previously indicated by government. Tentative timing is now July 2015 but is
expected to be delayed further.
Rationale
Consenting and monitoring of dams is driven by regulation under the
Building Act (2004).
Significant
Negative Effects
The costs to
HBRC and individuals of implementing the Building Act can be significant, if
not kept to actual and reasonable levels.
Contributing projects include: 470
Building Act Implementation
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity 4–Building Act
Implementation
|
|
Level of Service Statement
|
Level of Service Measure
|
Current Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required Actions to Achieve
Performance
Targets
|
|
Process Building Act consent applications within
timeframes
|
Contract with Waikato Regional Council to process dam
consents on behalf of Hawke’s Bay Regional Council (HBRC)
|
Contract in place
|
2015-25
Maintain contract with Waikato Regional Council, for
the processing of dam building consents
|
Maintain contract
Review Council’s preparedness for Building Act
implementation
|
|
Maintain an accurate Dam
Register and help dam owners prepare Dam Safety Assurance programmes in
accordance with Building Act timeframes
|
All known dams have been recorded on the Dam Register,
and dam owners informed of Building Act requirements
|
All known dam owners informed of Building Act
requirements and timeframes
|
2015-25
100% of dams comply with regulation requirements that
come into force in July 2015
|
Maintain staff levels and increase their knowledge of
Building Act requirements
|
|
HBRC will investigate
illegally built dams and will ensure that they are removed or made compliant
|
An illegally built dam is made compliant or removed
within six months of identification
|
Any illegally built dam is made compliant or removed
within six months of identification
|
2015-25
100% of dams comply with regulations
|
Maintain staff levels and increase their knowledge of
Building Act requirements
|
|
HBRC's
Activities
|
Attachment 3
|
Introduction
Animal and plant pest
control is carried out in accordance with Hawke’s Bay Regional
Council’s (HBRC) Regional Pest Management Strategy.
Biosecurity covers the
following inter-related programmes:
- Regional
animal pest control
- Regional
plant pest control
- Regional
pest management strategies.
The relevant legislation for
this Activity is the Biosecurity Act 1993.
Link to
Strategic Outcomes
This group of activities
contributes to Council’s strategic outcomes in the following ways.
Resilient
Communities
Fostering local leadership,
strong relationships and affordable well-considered solutions –By
working with the community to achieve and maintain the goal of low possum
numbers on all productive land, and by assisting land owners in controlling
pest plants that have the potential to adversely impact on the Hawke’s
Bay environment or economy and on the health of our residents.
Resilient
Ecosystems
Active management linking
biodiversity, land, freshwater and our coastal marine areas - by
reducing the presence of pests that impact, or have the potential to impact, on
Hawke’s Bay’s biodiversity, and restoring native biodiversity
through co-ordinated work programmes across organisations and land owners
Resilient
Economy
Profitable farming systems
that can adapt to greater weather extremes, pest threats and take advantage of
new opportunities - by reducing the economic
impact that pests have on agricultural and horticultural production, and by
ensuring that options for economic growth are not impaired by the presence of
pests.
Assumptions
and Future Demand Incorporated in this Plan
The planning assumptions for
this Group of Activities are:
HBRC will not become
involved to any great extent in the implementation of a possible Biosecurity
Strategy for New Zealand.
|
HBRC's
Activities
|
Attachment 3
|
Net Funding Requirement – Biosecurity and Biodiversity
|
HBRC's
Activities
|
Attachment 3
|
Activity 1 – Regional Biosecurity Programmes
Significant
Issues
- Successful
transition of about 500,000 ha of rateable land from the Animal Health Board
(AHB) vector control operations, over to the Hawke’s Bay Regional Council
(HBRC) Possum Control Area (PCA) programme, while maintaining low possum
numbers.
- The
ability to affordably integrate the control of feral cats, mustellids and
hedgehogs into the PCA programme will be trialled through the Cape to City
project. Control of these predators has the potential to deliver significant
additional economic and environmental outcomes for the region.
- The
transition of specific pest control responsibilities between government
agencies and councils still lacks clarity in some cases. A National
Policy Direction statement will be gazetted during 2015. This policy
direction will establish greater clarity on the context and structure of
Regional Pest Management Plans.
- The
Regional Pest Management Plan review will begin in 2016. This statutory
document under the Biosecurity Act will set the scene for the majority of
Hawkes Bay regional Councils pest management activities for the following ten
years.
Rationale
Animal and plant pests can
have a significant adverse effect on the region’s economic prosperity,
biodiversity, lifestyles and quality of living. Without proper management these
adverse effects would be a lot worse than they are now. Pest management
programmes often require a collaborative effort across multiple properties to
be fully successful, so relying solely on the voluntary efforts of land
occupiers will not achieve the best pest management.
The Biosecurity Act 1993
recognises these issues in two key principles:
1. The
costs of biosecurity should be allocated, where possible, to those benefiting;
and
2. Regional
or national intervention through a pest management strategy is justified when
individual, voluntary control will not successfully manage pests and therefore
has the potential to create adverse effects on the region or nation, and when
the overall benefits of managing pests exceed the costs.
Significant
Negative Effects
- Animal
pest control is undertaken using a range of methods including poisons and
traps. Plant pest control can involve the use of agrichemicals. There is the
potential for a number of non-target animal and plant species to be
killed.
- However,
offsetting these potential negative impacts, HBRC ensures staff and contractors
follow best industry practice for biosecurity activities. There is also
significant biodiversity enhancement from pest control activities including
improved native birdlife and revegetation of native flora. Increased regional
economic returns can also be expected when key pests are well managed. These
economic benefits accrue through increased production and reduced pest control
costs.
- If
adequate pest control is not undertaken, pests can have significant adverse
effects on lifestyles, quality of living and primary productivity.
Contributing projects include: 650
Plan Pest Control, 660 Regional Animal Pest Control, and 689 Pest Management
Strategies
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity 1–Regional Biosecurity
Programme
|
|
Level
of Service Statement
|
Level
of Service Measure
|
Current Performance
|
2015-18 in detail; 2019-25 outline
|
Required Actions to Achieve Performance Targets
|
|
HBRC will implement regional pest management plans that
improve biodiversity and economic prosperity
|
Pest Management Plans
Maintain a current Regional Pest Management Plans
|
Current plan in place until 2018
|
2015-2017
Review
the current Regional Pest Management Plan (RPMP) and complete new plan for
period up to 2025
|
Review
of current Regional Pest Management Plan to be completed by 30 June 2017.
|
|
Undertake research and investigation to quantify and/or
increase the economic, biodiversity or animal/human health benefits of pest
control
|
At least one new initiative undertaken annually
|
Ongoing
Undertake
at least one research/investigation initiative annually
|
Ongoing
Purchase new releases of biological control
agents where appropriate
Implement research/investigation to
quantify the effectiveness of the biosecurity programme, and/or as part of a
programme of work to identify more cost effective ways to implement
biosecurity plans or the biodiversity strategy
|
|
HBRC will provide effective pest management programmes
that improve regional biodiversity and economic prosperity
|
Regional Animal Pest Control and Bovine Tb
Vector Control Programmes
Hectares of rateable land kept at low possum numbers
(means no more than 5 possums caught per 100 traps set out at night)
|
June
2015 Possum
Control Area (PCA) programme: 610,000 ha
2012:
Animal Health Board programme over rateable land: approximately 350,000 ha
Total:
approximately 960,000 ha
Monitoring shows majority of areas under PCAs have trap
catch results at less than 3%
|
2015-18
All rateable land will be reduced to low possum numbers
(total rateable land in Hawke’s Bay = 1,000,000ha)
Rateable land in transition from the Animal Health
Board programme:
2015-16: 50,000 ha
2016-17: unable to
predict
2017-18: unable to
predict
2019-25: unable to predict
Rateable land in Possum Control Area (PCA) Programme:
June 2016: 660,000ha
June 2017: 680,000ha
June 2018: 700,000ha
Of
the PCAs monitored, less than 10% of the monitoring lines exceed 5% trap
catch
|
Ongoing
Transfer all rateable land under
Animal Health Board (AHB) vector control to the PCA programme when AHB vector
control stops
Ensure areas under the PCA programme
are maintained with low possum numbers by education, encouragement and where
necessary, compliance
Provide an effective region wide
possum control product subsidy scheme so materials are readily available to
occupiers undertaking their own control
Undertake possum control along
boundaries where there is a risk of re-infestation
Prepare an annual trend and
education monitoring programme before May 30 each year
Where enforcement
action is required staff will issue “Notices of Direction” and
encourage land occupiers to comply with that Notice
Review the
management of PCA boundaries and the implementation of Good Neighbour rules
under the National Policy Direction
Undertake monitoring to confirm the
compliance of no less than 10% of the area under the PCA programme in any one
year
|
|
The number of active rook nests treated annually across
the region
|
Current performance 30 June 2015
North of
SH5 - 51 active nests treated
South of
SH5 – 390 active nests treated
|
Ongoing
Monitoring indicates a downward trend in active rook
nest numbers in both areas (North and South of SH5)
|
Ongoing
Annually treat every active nest in
all known rookeries within Hawke’s Bay
Ground control
rooks where operational conditions permit
|
|
Response time to rabbit complaints/enquiries
|
An initial response is given within 5 working days of
receipt of each rabbit related complaint/enquiry
|
Ongoing
An initial response is given within 5 working days of
receipt of each rabbit related complaint/enquiry
|
Maintain regional rabbit night count
and Rabbit Haemorrhagic Disease (RHD) monitoring programme
Provide advice and education to
occupiers where they wish to reduce rabbit or hare impacts on their property
Record and respond to property owner
complaints where rabbits are damaging neighbouring properties
For properties where rabbit numbers
have been identified at above McLean Scale 4; identify the cost benefits of
undertaking control measures necessary for effective long term management on
that property and any risks of not undertaking control to reduce numbers
below McLean Scale 4 and where agreement from the land owner is received,
prepare a management plan and undertake control
|
|
Responsiveness to properties identified with rabbit
populations over McLean Scale 4
|
Management Plans prepared within 4 months of
identification
|
Ongoing
A management plan is prepared within 4 months for each
property identified with rabbit numbers above McLean Scale 4
|
|
Plant Pest Control
Routine plant pest inspections of areas infested with
plants controlled under HBRC Regional Pest Management Plan
|
All
known infestations of ‘occupier responsibility’ Total Control
plant pest sites visited annually
All
known ‘service delivery’ Total Control plant pest sites, except
privet sites, are visited annually and plants controlled
The land
around all known infestations of total control plants is inspected at least
every 3 years
All
areas of high potential risk are visited annually and checked for possible
new plant pest incursions
|
Ongoing
All
known infestations of ‘occupier responsibility’ Total Control
plant pest sites are visited annually
All
known ‘service delivery’ Total Control plant pest sites are
visited annually and plants controlled
All
Privet sites identified through health related complaints controlled within 6
months of complaint
The land
around all known infestations of Total Control plants is inspected at least
every 3 years
All
areas of high potential risk are visited annually and checked for possible
new plant pest incursions
|
Ongoing
Undertake at least annual control on
all ‘service delivery’ Total Control plant pests to prevent their
seeding
Undertake monitoring to measure
‘service delivery’ Total Control plant pests
Record outputs for key
‘service delivery’ plant pests (Privet and Pinus Contorta)
Record all visits
to total control plant sites
|
|
HBRC's
Activities
|
Attachment 3
|
Activity 2 – Regional Biodiversity
Significant
Issues
- Like
many regions in New Zealand, Hawke’s Bay’s biodiversity is in
decline. There are many organisations, groups and land owners working on
different projects with improved biodiversity being an outcome.
- A
Regional Biodiversity Strategy has been developed by the many organisations and
groups involved in biodiversity work. The vision is “Working
together, Hawke’s Bay biodiversity is enhanced, healthy and
functioning. It recognises that the many biodiversity programmes need to
align and harmonise to be more efficient and effective.
- An
Implementation Plan needs to be developed to achieve that alignment, prioritise
projects, seek and allocate funding. This will require a co-ordinator to
project manage the development of the Implementation Plan and the structures
needed to support it.
Rationale
While Hawke’s Bay
Regional Council (HBRC) has taken a lead role in project managing the
development of the Biodiversity Strategy, it is a Regional Strategy owned by
all organisations. That is, it is not an HBRC Strategy. However,
HBRC is one of the few organisations that covered the extent of the
Hawke’s Bay region and together with the Department of Conservation hold
much of the information about the state of the region’s biodiversity.
The proposal for an Accord
to be signed by key parties will demonstrate their commitment to give effect to
the Strategy through the implementation plan.
Significant
Negative Effects
There are no significant
negative effects arising from the delivery of these activities.
Contributing projects include: 662
Biodiversity
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity 2–Regional Biodiversity
|
|
Level
of Service Statement
|
Level
of Service Measure
|
Current Performance
|
2015-18 in detail; 2019-25 outline
|
Required Actions to Achieve Performance Targets
|
|
HBRC will integrate land
and water and biodiversity management to deliver environmental, economic,
social and cultural outcomes
|
Implementation
of the Hawke’s Bay Biodiversity Strategy
|
Multi-agency
Biodiversity Stakeholder Group and Biodiversity Core Working Group developed
the Hawke’s Bay Biodiversity Strategy
The
first report of the Hawke’s Bay Biodiversity Inventory completed
|
2015-18
Establish a biodiversity forum that meets
annually at a Regional Biodiversity Summit
In collaboration with signatories to the
Biodiversity Accord, develop an implementation plan for the Regional
Biodiversity Strategy
In collaboration with signatories to the
Biodiversity Accord, establish and administer a charitable trust (or similar
entity) to secure new funding for projects that support and align with the Regional
Biodiversity Strategy
|
Engage
project manager/administrator (joint funded by Accord partners) HBRC
contribution expected to be in the order of 0.4 FTE
|
|
|
|
|
|
|
|
HBRC's
Activities
|
Attachment 3
|
Introduction
Emergency Management covers
a range of activities to meet Civil Defence and natural hazard management
responsibilities. These activities aim to: identify potential hazards to the
community and the means of reducing their impact; prepare the community for
potential civil defence emergencies; and assist with the response to and recovery
from any emergencies that occur.
Hawke’s Bay Regional
Council (HBRC) administers both the Hawke’s Bay Civil Defence Emergency
Management Group and the Coordinating Executive Group, both of which have
responsibilities for the implementation of the Hawke’s Bay Group Civil
Defence Emergency Management Plan.
The relevant legislation for
this function of HBRC is the Civil Defence Emergency Management Act 2002 and
the Resource Management Act 1991.
Link to
Strategic Outcomes
The Emergency Management
group of activities contributes to Council’s strategic outcomes in the
following ways.
Resilient
Communities
- Local
leadership, strong relationships and affordable, well-considered
solutions– by co-ordinating groups of organisations, and ensuring
their understanding of and collaborative contribution to community resilience
and emergency response and recovery activities.
- Our
people and businesses feel safe from natural hazards - by providing advice
that enables individuals to make sound decisions on the risk they are willing
to live with and assisting with their effectiveness to respond and recover from
a disaster, providing sound advice on rainfall and water flows during
flood conditions and hazard information for land use planning purposes,
providing flood warning and forecasting and information on how to reduce
hazards to encourage community resilience and preparedness, enhancing community
resilience through the promotion of community response plans and business
continuity planning.
Assumptions
and Future Demand Incorporated in this Plan
The planning assumptions for
Emergency Management are:
Should a major emergency
event occur, resources from across the region will be reallocated from other
activities as necessary. Priorities will be reviewed following each event and
financial resources may also be reallocated. There is no significant budget
provision to respond or recover from a major civil defence emergency.
Expenditure
and Funding
A review of the outcomes
sought in Civic Defence Emergency Management has been undertaken and the
existing resources has identified a funding short fall. This has been
dealt with in part by reallocating existing expenditure but some additional
funding is proposed as part of years 2 and 3 of this LTP.
This activity is funded by
the Civil Defence targeted rate which is rated on a per property basis in the
Hastings, Central Hawke’s Bay and Wairoa District Councils and Napier
City Council areas.
|
HBRC's
Activities
|
Attachment 3
|
Net Funding Requirement – Emergency Management
|
HBRC's
Activities
|
Attachment 3
|
Activity
1 – HB Civil Defence Emergency Management Group
Significant
Issues
- Global
media coverage of earthquakes and tsunami has brought an increased public
awareness of the types of natural disasters that may devastate the community.
People have an expectation that there will be an effective Civil Defence
Emergency Management (CDEM) response during an emergency.
- Reduced
community resilience to large emergency events because New Zealand society has
become more urbanised. Inherently, disadvantaged communities may find it
harder to commit to being prepared. Public understanding of the likely impact
of a major event on them individually is low. Few people would be prepared for
an event that personally affects them and be able to be self-sufficient for at
least 72 hours.
- A
small number of people and resources are dedicated to Civil Defence Emergency
Management activities. However there is high public expectation that a
response and recovery to an event will run smoothly and efficiently.
- The
frequency and nature of events influenced by climate change. It is likely
that extreme weather events will increase and become more localised in nature.
- The
need for a coordinated multi-agency response including better cooperation and
coordination between the regions’ Councils, organisations and agencies.
Rationale
The Hawke’s Bay
community is often reminded of the impact of disasters including earthquakes,
tsunamis & floods and needs to build its resilience to all hazards and
disasters. HBRC can do this through a comprehensive management approach
using the four "Rs" of P
Reduction, P Readiness, P
Response, P Recovery.
This approach starts with
recognising the hazards the region faces and the vulnerability of our
communities and infrastructure to those hazards. By identifying what
these hazards could do, the focus can move to measures to reduce the risks,
manage the impacts, and when they do occur, implementing appropriate response
and recovery action.
Comprehensive emergency
management in Hawke’s Bay requires an all hazard, all risks, multiagency,
integrated and community focused approach to reduce the impact on life and
property and the disruption that will occur within the community following such
an event.
For Hawke’s Bay this
comprehensive approach includes roles and responsibilities for a number of
organisations: local authorities (Central Hawke’s Bay, Hastings, Wairoa
District Councils, Napier City Council and Hawke’s Bay Regional Council);
emergency services (Police, Fire, Ambulance and Hospital); key utility
companies (transportation, energy, civil services and communication
organisations); and welfare and social agencies (Work & Income, Red Cross,
Housing, Salvation Army etc).
Under the Civil Defence
Emergency Management (CDEM) Act 2002, the region’s local authorities must
form a CDEM Group which is governed by a combined Joint Committee (the
region’s Mayors) and a Coordinating Executives Group (Council/District
Health Board Chief Executive Officers, Police District Commander and Fire Area
Manager). The Hawke’s Bay CDEM Group Office coordinates their
activities across the region under the governance of the Joint Committee.
Under the Act, the Hawke’s Bay CDEM Group is required to maintain an
operative CDEM Plan that outlines a strategy to coordinate CDEM activities
within the region.
Hawke’s Bay Regional
Council (HBRC) is the Administrating Authority of the CDEM Group.
The CDEM Group maintains a
Group Emergency Coordination Centre in Hastings to enable the coordination of
its activities during an emergency and recovery. HBRC Staff help to staff
this Centre.
Significant
Negative Effects
There are no significant
negative impacts on the environment as a result of the activity. As a
result of research to date, there are now restrictions on development in some
areas to avoid hazards, such as coastal erosion, flooding and earthquakes,
which have impacts on the cultural and social aspects of the community. However
the positive impacts on long term health, safety and economic sustainability
are considered to outweigh the potential negative social impacts.
Contributing projects include: 711
Reduction – Hazard Identification & Mitigation, 712 Readiness &
Response and 713 Recovery & Coordination
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity 1– HB Civil Defence
Emergency Management Group
|
|
Level of Service Statement
|
Level of Service Measure
|
Current Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required Actions to Achieve
Performance
Targets
|
|
HBRC will
reduce the impact of long term natural and man-made hazards to life and
property, eliminating these risks if practicable, and if not seek the
reduction of their impact
|
Assessment of
natural and manmade hazards will be completed for at risk areas in
Hawke’s Bay
|
As part of the Hawke’s Bay Civil Defence Emergency
Management (HBCDEM) Plan:
A
hazardscape, (or landscape of hazards) assessment has been completed
Priorities to reduce the
impact of hazards are identified
A work programme to
identify and reduce the impact of hazards is approved
Hawke’s Bay Joint Hazard Strategy for Local Authority
Land-use Planning completed
|
2015-25
Advocate to Territorial
Authorities for the consideration and inclusion of hazard information as part
of their land use planning functions
In conjunction with TAs,
provide public advice on the impacts of hazards
Complete changes to the
Resource Management Act 1991 statutory plans that reflect the integrated
approach of the Joint Hazard Strategy for Local Authority Land Use Planning
2012
|
Implement
the Hawke’s Bay Civil Defence Emergency Management Plan
Advocate coordination
between the HBRC works programme and the readiness priorities in the HBCDEM
Plan
Become involved in
Territorial Authority planning processes under the RMA
Provide public advice
through a range of media (internet/public forums)
|
|
Number of hazards research projects commissioned each year
|
At least 1 new research project commissioned each year, for
example fault line mapping for CHB Jan 2014 & tsunami inundation
modelling Aug 2014
|
2015-25
At least one new research project commissioned each year
|
Commission research every year based on HBRC Hazard Research
Plan and priorities set out in the Hawke’s Bay Civil Defence Emergency
Management Plan
|
|
Percentage of
surveyed residents that are aware of hazard risks and can identify earthquake,
flooding, and tsunami as major hazards in Hawke’s Bay
|
Survey 2013 asked residents to identify hazard risk to their
livelihood:
93% identified
earthquake
62% identified
flooding/heavy rainfall
51% identified tsunami,
up from 33% in 2008
|
2015-25
Awareness
of earthquake, flooding/heavy rainfall and tsunami hazard risks show an
increase over time
Specific target is at
least 75% of residents can identify tsunami as one of the region’s
major hazards by 2018
As measured in a 3
yearly survey
|
Prepare
and implement a communications plan to target hazards to highlight in a
promotion
Promote hazard awareness
through public displays such as tsunami and 1931 earthquake displays and
produce hazard education material
Community Survey every
three years
|
|
Satisfaction
of Territorial Authorities and professionals involved in land use planning
decision making with the quality, format and relevance of hazard information
supplied
|
Hazard Research Bibliographic Database available online and
several research projects commissioned and completed including tsunami, fault
line and flood modelling
Territorial Authorities surveyed 2013 with 100% stating
information was relevant and 75% satisfied quality of information was good,
very good or excellent
|
2015-25
All Territorial Authorities and planning professionals are
satisfied with the quality, format and relevance of hazard information
supplied/available as assessed by an evaluation and feedback form every 3
years
|
Continue
work to identify sources of hazards and ensure this information is collected,
sorted, recorded, and stored in a relevant manner
Actively encourage best
practice on hazard avoidance/mitigation by ensuring territorial authorities
and professionals involved in land use planning decision making are informed
of relevant hazards and risks
|
|
HBRC will
maintain and, where appropriate, increase the readiness of Hawke’s Bay
Civil Defence Emergency Management (HBCDEM) and the community to respond to a
civil defence emergency
|
HBCDEM
response to a Civil Defence emergency is coordinated, appropriate, effective
and efficient
|
A region-wide exercise is held every three years with all HBCDEM
Group agencies
|
2015-25
Complete HBCDEM Group
Training Directive 2015.
Complete major Group
exercise Nov 2015
Maintain three yearly
exercise programmes
Corrective Actions that
the HBCDEM group has responsibility for are implemented in accordance with
the Corrective Action Plan
|
Review
and implement HBCDEM Plan
Exercise programme
maintained and exercise reports completed with Corrective Action Plans
Support the operation
and engagement of the Training Advisory Group
Support Territorial
Authorities in completing Community Response Plans for specific communities
|
|
The level of support given
by the HBCDEM Group in directing and co-ordinating personnel and resources
for response and recovery operations
|
Adopted
HBCDEM Group Plan is in place
|
2015-25
Develop and implement an approved Group
Work Plan based on the HBCDEM Group Plan 2015
An active Welfare Advisory Group which
meets at least 4 times a year
Review of Group Welfare Plan 2015
Group Welfare/Controllers Forums are run in
2105
|
Review and
implement HBCDEM Plan
Maintain and support the HBCDEM Joint
Committee and Chief Executives Group
Maintain and support the HB Welfare
Advisory Group
|
|
The percentage
of surveyed residents prepared to cope for at least three days on their own
|
Civil
Defence Emergency Management (CDEM) Group website is maintained with
information on preparedness
Current advertising programme
90% surveyed residents
said they had enough food stored for three days and had some way of cooking
without electricity
Over 55% had enough
water stored not including water in hot water cylinders
|
2015-25
90% residents have
enough food stored for three days and had some way of cooking without
electricity
75% have enough water
stored
As measured by three
yearly survey
|
Maintain
and develop information and materials that support the Group Website, regular
radio advertising and other promotional opportunities in accordance with
communications strategy
Support the National
“Get ready, Get thru” programme and national “Get
Ready” week
Maintain Interagency
Communication Group who develop and implement a programme of public CDEM
education
Survey the community
every three years
|
|
Through the HBCDEM Group,
HBRC will ensure that appropriate levels of response capabilities are in
place and maintained across the Hawke’s Bay Civil Defence Emergency
Management (HBCDEM) Group
|
Established Emergency
Management Plans including training and procedures
|
HBCDEM Group Plan
and Standard Operating Procedures are implemented
Established Group Emergency Operations
Centre with supported training programme
|
2015-25
Maintain Plans and Standard Operating
Procedures and ensure Group Emergency Coordination Centres can be ready for
operation within 6 hrs of event
Effectively and efficiently manage any
emergency events from initial warning until a safe situation returns
|
Ensure Plans and
procedures confirm agency roles and responsibilities for good coordination
Maintain 2 Group Emergency Coordination
Centres (Hastings & Napier) which are ready for operation, with
supporting Group Standard Operating Procedures
Conduct training for staff assigned to
Group emergency management roles
|
|
Maintain the
CDEM Group’s emergency management and civil defence capacity with the
capability of effectively responding to an emergency event
|
Established Emergency Management Team and training programme in
place
|
2015-25
Maintain established teams, training programmes, Emergency
Operations Centre, Manuals, in accordance with HBCDEM Group Plan
|
HBRC
staff have been assigned emergency management roles and are having training
annually
Effectively and
efficiently manage any emergency event from initial warning until a safe
situation returns
|
|
Through the
HBCDEM Group, HBRC will ensure the recovery from emergencies is
managed in accordance with the scale of the event
|
Facilitate and maintain Lifelines Group who have effective input
into Civil Defence Emergency Management (CDEM) Group plans
Dedicated CDEM Group Recovery Manager appointed
A relevant CDEM Group Recovery Plan is adopted and maintained
|
The
Lifelines Group currently has lost momentum
The CDEM Group has no
appointed Recovery Manager or specific Recovery Plan
|
2015 – 2025
Partner Territorial
Authorities have appointed local recovery managers 2015
A Recovery Exercise is
run in 2015
A Group Lifelines Forum
is run in 2015
|
Provide strategic
guidance for Group Recovery Plan as part of the review of the CDEM Group Plan
Review and support
Lifelines Group
|
|
HBRC's
Activities
|
Attachment 3
|
Activity
2 – Hazard Assessment & Hawke’s Bay Regional Council Response
Significant
Issues
- Improvement of Hawke’s Bay Regional Council’s
(HBRC) ability to forecast flood levels in the region’s major rivers over
the last three years. As this information would be useful to the wider
community, a way of disseminating the information quickly is required.
- The public and media expectations of accurate weather
forecasts. There can be unrealistic expectations. Improved education of
forecasting capability will help this.
- Proactively ensure that the public has a greater awareness
of flooding risk and that they factor this into their decision making,
particularly when buying property.
- Improvement of the understanding of how hazards may impact
on Hawke’s Bay.
Rationale
Flooding is a
significant and frequent hazard; there is emphasis on continually improving
HBRC’s knowledge and understanding of flood risks, runoff patterns,
changes in land use, and climatic conditions. HBRC works with other local
authorities through liaison, provision of floodplain mapping, catchment
management planning, and investigation of specific flooding issues. It operates
a comprehensive network of rainfall and river level recorders across the region
and, together with sophisticated computer models, provide a modern flood
warning and forecasting system for the benefit of the region.
HBRC carries out
this role because it has the necessary skills, historical understanding and
regional overview required to integrate and manage all land drainage and river
control elements.
HBRC maintains
an emergency response capability to support the Hawke’s Bay Civil Defence
Emergency Management (HBCDEM) Group with regional hazard assessments and
warning systems. It also ensures that staff are trained to help
coordinate a response, including management of HBRC assets and ensuring
business continues despite any disaster.
Amongst its
hazard management responsibilities, HBRC is required to respond to oil spills
within the Hawke’s Bay Coastal Marine boundary. HBRC maintains a
Tier 2 oil spill response plan which identifies priority areas in Hawke Ba for
protection.
The empowering
legislation for these functions is the Soil Conservation and Rivers Control Act
1941, the Land Drainage Act 1908, the Maritime Transport Act 1994, the Civil
Defence Emergency Management Act 2002, the Resource Management Act 1991, and
the Local Government Act 2002.
Significant
Negative Effects
There are no
significant negative impacts on the environment as a result of the
activity. As a result of research to date, there are now restrictions on
development in some areas to avoid hazards, such as coastal erosion, flooding
and earthquakes, which have impacts on the cultural and social aspects of the
community. However the positive impacts on long term health, safety and
economic sustainability are considered to outweigh the potential negative
social impacts.
Contributing projects include: 710
Response Management, 715 Flood Risk Assessment, 718 Flood Warning System, 719
Flood Forecasting & Hydrological Flow Management and 720 Marine Oil Spill
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity 2– Hazard Assessment &
Hawke’s Bay Regional Council Response
|
|
Level of Service Statement
|
Level of Service Measure
|
Current Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required Actions to Achieve
Performance
Targets
|
|
HBRC
will ensure it has an emergency response capability that can provide regional
hazard assessments and warning systems to the Civil Defence Emergency
Management (CDEM) Group and to manage Council assets
|
Effectiveness
of response capacity and capability
|
HBRC
maintains an emergency management and civil defence capacity capable of
responding effectively to an emergency event
|
Ongoing
Maintain
established Teams, training programmes, Emergency Operations Centre, Manuals
and Business Continuance Plan
|
Annual training and
management of teams
Annual maintenance of Emergency Operations
Centre Manual and biennial updates of Business Continuity Plan
|
|
24
hour duty management system is in place
|
24
hour Duty Management warning and response system with capacity to scale up
for emergency response is in place
|
Ongoing
Operate
an effective 24-hour Duty Management Service and respond to urgent public
enquiries and complaints in a timely professional manner
|
Maintain
log of duty calls along with record of warning and watches of severe weather
or other hazardous events managed
|
|
HBRC provides reliable
warning of flooding from the region’s major rivers to at risk
communities in the Wairoa, Tutaekuri, Ngaruroro and Tukituki areas
|
Percentage
of time that priority telemetered rainfall and river level sites are
operational throughout the year
19 priority sites: 98%
Overall: 92%
|
Priority
sites were operational for 2014-15
Priority sites: 97.9%
Overall: 97.8%
|
Ongoing
Percentage
of time that the 19 priority telemetered rainfall and river level sites are
operational throughout the year averages = or > 98%; and 92% overall
|
Regular checking
and maintenance of all rainfall and level recorder stations
Repair of all key sites damaged during
storms within 4 weeks
|
|
A flood forecasting system
is available on the web to advise the community on likely rainfall and flooding
|
Percentage
of the region at risk of flooding from large rivers, covered by a flood
forecasting model
|
60%
of the region’s floodplains are covered with a flood forecasting model
|
Percentage
of the region covered by a flood forecasting model
2015-18 70%
2019-25 100%
|
Continue
to develop and upgrade flood forecast models of flood plain areas
|
|
Computer
models reflect what happens during a flood event and give up to 2 hours
highly reliable forecasting, up to 12 hours moderately reliable forecasting
and 48 hours total forecast
|
Ongoing
No
decrease in model performance
|
Continue to survey
rivers to update models every 6 years
Calibrate models to significant storm
events
|
|
Information
available on HBRC’s website during storm events
|
Web
information is updated every 3 hours during significant (greater than 5 Year)
storm events
|
Ongoing
No
change
|
Programme
for web information during storm events maintained
|
|
Peak
flood forecast river flows agree within 25% of the actual flows
|
Too
few flood events to date to assess this.
|
Ongoing
Increase
in accuracy over time.
|
Calibration
of models to significant storm events
|
|
HBRC will continue to
improve its knowledge and understanding of flood risks from the areas exposed
to severe weather events and the effects of runoff onto low lying land and
into the network of drains, streams and rivers of the region
|
Percentage
of area mapped for flood hazard, including the impact of climate change.
|
Up
to date flood hazard information is available for 97% of high risk community
areas, and 38% of the lower risk community areas
|
2015-18:
100%
To
update flood hazard information for high risk communities
2019-24:
100%
Up
to date flood hazard information available for lower risk communities
|
Identification of high flood risk areas
Programme of collection and distribution of
flood hazard information for high and low risk areas
|
|
HBRC will to respond to
oil spills within the Hawke’s Bay Coastal Marine boundary and maintain
a Tier 2 Oil Spill Response Plan which identifies priority areas in HB for
protection in the event of a major spill
|
Current Tier 2 Oil Spill Plan is in place and training
is being implemented
|
Current Tier 2 Oil Spill Response Plan is in place and
a programme of appropriate training and exercises in accordance with the
provisions of the Plan and the requirements of the Maritime Transport
Act 1994 has
been undertaken over previous years
|
Maintain
trained and qualified personnel.
Operative
Marine Oil Spill Plan is maintained
|
Annual training and
management of teams
Annual maintenance plan
|
|
HBRC's
Activities
|
Attachment 3
|
Introduction
Transport covers regional
transport planning, provision of passenger transport services and co-ordination
of road safety initiatives across Hawke’s Bay.
The driving force is the
Regional Land Transport Plan and the Regional Public Transport Plan which must
be prepared by the Regional Transport Committee and the Regional Council.
A major part of the
Council’s transport role is to contract bus and Total Mobility taxi
services that provide the community with access to work, education, social and
recreational activities. A recent review aims to make services more
effective and efficient.
Link to
Strategic Outcomes
This group of activities
contributes to Council’s strategic outcomes in the following ways.
Resilient
Communities
- Quality
services for a healthy, connected community – by providing increased
travel options for the workforce, the community and the transport
disadvantaged, increased opportunities for social interaction; road safety
programmes, more access to essential services and amenities, and ensuring
integration with walking and cycling opportunities.
- Local
leadership, strong relationships and affordable well- considered solutions -–
by working with local councils and the New Zealand Transport Agency to develop
and deliver affordable transport solutions that facilitate economic
development, reduce traffic congestion and enable environmentally sustainable
transport options.
Resilient
economy
Quality future focused
infrastructure - by coordinating regional planning for
transport infrastructure and advocating on behalf of the region to central
government.
Assumptions
and Future Demand Incorporated in this Plan
The planning assumptions for
Transport are:
- The
New Zealand Transport Agency Funding Assistance Rates will be at levels set by
a review completed in October 2014.
- There
is a demand for the provision of ongoing public transport services.
- That
there will be no changes to legislation or national policy that will impact on
HBRC’s transport role and that would require changes to the programmes
outlined in this plan.
|
HBRC's
Activities
|
Attachment 3
|
Net Funding Requirement – Transport
|
HBRC's
Activities
|
Attachment 3
|
Activity 1 – Regional Road Safety
Significant
Issues
- Young
drivers and alcohol identified as key issues in Safer Journeys 2020 Strategy
and the Communities at Risk Register for Hawke’s Bay.
- Loss
of control on rural roads, speed, intersections and motorcycle crashes are also
issues in the region.
Rationale
RoadSafe Hawke’s Bay
is responsible for education, raising driver awareness of key road safety issues,
and working with other key stakeholders to reduce the incidence and severity of
road traffic crashes. The key focus is to change road user behaviour, making
roads and pathways safe for people to use.
RoadSafe Hawke’s Bay
works at a community level with other organisations to implement road safety
activities which help to achieve the objectives of the Regional Land Transport
Plan. All activities are targeted at high risk behaviour. RoadSafe
Hawke’s Bay activities are among initiatives that
contribute to the reduction of road fatalities, crashes and hospital
admissions.
Significant
Negative Effects
There are no anticipated
significant negative effects from the delivery of these activities which seek
to provide an effective, efficient and safe land transport network.
Contributing projects include: 786
Regional Road Safety
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity 1– Regional Road Safety
|
|
Level of Service Statement
|
Level of Service Measure
|
Current Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required Actions to Achieve
Performance
Targets
|
|
HBRC
will coordinate and implement sustainable regional road safety initiatives so
that Hawke’s Bay roads and pathways are safe and accessible, and
the emotional and financial costs of road traffic crashes are reduced
|
Reduce
the incidence of fatal and serious injury crashes in our region (5 year
rolling average)
|
The
average annual number of fatal and serious injury crashes in the
Hawke’s Bay region between 2009 and 2013 ( inclusive) was 85.6
|
2015-25
- Achieve a reduction each year in the five
year rolling average number of fatal and serious injury crashes
- Road Safety Action Plans for Wairoa,
Napier, Hastings and Central Hawke’s Bay up to date and reflecting key
causes of road crashes
|
Undertake
a programme of road safety education activities in partnership with Police
and other road safety stakeholders to address the key causes of road crashes
in our region
Review
Road Safety Action Plans quarterly
|
|
HBRC's
Activities
|
Attachment 3
|
Activity 2 – Regional Land Transport Strategy
Significant Issues
- The
need to better integrate transport infrastructure planning with future land use
strategies.
- Changes
in legislation and government policy statements which alter previously planned
priorities for transport funding.
- The
potential for reduced national funding as a result of reduced fuel usage, as
people change to more efficient or alternative modes of transport.
- The
need to plan for the predicted growth in freight movements throughout the
region and to ensure efficient, safe, reliable access to the Port of Napier
from throughout its catchment.
Rationale
Hawke’s Bay Regional
Council (HBRC) is responsible for the region’s transport planning under
the Land Transport Management Act 2003. The Committee’s key role is
to prepare a regional land transport plan which sets out the
region’s transport objectives, policies and measures and contains
all transport activities for which funding is sought from central government.
The plan must be consistent with the Government Policy Statement on Land
Transport.
The Regional Transport
Committee comprises one representative from each of the four territorial
authorities, one representative from the New Zealand Transport Agency and two
from the Regional Council. It is supported by advisory members from the
community.
Significant
Negative Effects
There are no anticipated
significant negative effects from the delivery of these activities which seek
to provide an effective, efficient and safe land transport system.
Contributing projects include: 797
Regional Land Transport Strategy
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity 2– Regional Land Transport
Strategy
|
|
Level of Service Statement
|
Level of Service Measure
|
Current Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required Actions to Achieve
Performance
Targets
|
|
Through the region’s transport planning
documents HBRC will promote improved integration of all transport
modes, land use and efficient movement of freight
|
Adopted
Regional Land Transport Plan (RLTP) in place
|
Current
RLTP adopted in 2015
|
2015-18
Report on current RLTP as set out in the monitoring and
reporting section of the Plan
three
yearly report to the Regional Transport Committee on outcomes of the RLTP
annual
report to the Regional Transport Committee on activity implementation
2017-18
Complete preparation of RLTP for 2018-28 within
statutory timeframes
|
Monitor
and report on achievements from the RLTP to the Regional Transport Committee
Begin RLTP review process in 2017
|
|
Adopted
Regional Cycle Plan in place
|
Regional
Cycle Plan due to be adopted in mid 2015
|
2015-18
Report
annually to member organisations on the outcomes of the Regional Cycle Plan,
as set out in its monitoring section.
|
Coordinate the preparation, implementation, monitoring
and review of the Regional Cycle Plan through the RCP Governance Group
|
|
HBRC's
Activities
|
Attachment 3
|
Activity 3 – Subsidised Passenger Transport
Significant
Issues
- The
Regional Public Transport Plan focuses on funding to maintain the current level
of service. There are no public bus services outside the Napier and
Hastings urban areas and the Regional Public Transport Plan identifies this as
an issue. The provision of a transport service in Central Hawke’s
Bay will be investigated in the next two years; and demand for services in
Wairoa will be monitored.
- Current
funding constraints for public transport make significant service improvements
unlikely during the next three years. However, efficiency improvements or
increased fare revenue may allow for some minor improvements.
- While
a lot of work has been done over the past few years on signage and marketing
bus services there is still more that can be done, particularly in Napier,
where a lack of signs and timetable information could lose patronage on current
services.
Rationale
The region’s public
transport system forms a key component of the region’s strategic land
transport network. It links the cities of Napier and Hastings and services
cross district boundaries. Given this, the Regional Council is the most appropriate
authority to deliver passenger transport services.
The Regional Public
Transport Plan is currently being reviewed and will be adopted by Council in
April 2015. It sets out HBRC’s plans for public transport in
Hawke’s Bay for the next three years. The Plan specifies service levels
and how HBRC will put into practice the public transport components of the
Regional Land Transport Plan. The Public Transport Plan was developed with key
stakeholders and community input through public and targeted consultation.
HBRC recognises that unless
public transport is available at the times required, it will not be seen as an
alternative to private vehicles. Providing increased services must be
complemented by promotion and education along with patronage and fare revenue
targets to ensure that it is as successful as it can be. The Regional Public
Transport Plan proposes continuing with the status quo in the supply of bus
services; and looks to consolidate and reap the benefits of recent changes and
service improvements made over the past two years; while being mindful of the
level of affordability for Napier and Hastings ratepayers. While 53% of the
cost of public bus services is funded by the NZTA (decreasing to 51% in two
years time), the remainder is met by Napier and Hastings ratepayers.
Significant
Negative Effects
There are no anticipated
significant negative effects from the delivery of these activities which seek
to provide an effective, efficient and safe land transport system.
Contributing projects include: 790
Subsidised Passenger Transport
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity 3– Subsidised Passenger
Transport
|
|
Level of Service Statement
|
Level of Service Measure
|
Current Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required Actions to Achieve
Performance
Targets
|
|
HBRC will provide an accessible, integrated bus service
and appropriate service infrastructure within and between the Napier,
Hastings and Havelock North urban areas that will be targeted to best meet
the transport needs of the people of Hawke’s Bay
|
Annual
patronage on the Hawke’s Bay bus services
|
2013-14
799,000 trips taken
|
Yearly
Achieve an annual 1% increase in patronage
|
Continue
to regularly market current services and increase awareness of all services
Review
services regularly to cater for demand
Investigate
and implement cost-effective means of increasing patronage
|
|
Annual passenger kilometres travelled on the
Hawke’s Bay bus services
|
2013-14
8,145,800 passenger-kilometres travelled
|
Yearly
Achieve an annual 1% increase in passenger
–kilometres travelled
|
Continue
to regularly market current services and increase awareness of all services
Review
services regularly to cater for demand
Investigate
and implement cost-effective means of increasing patronage
|
|
Proportion of total service costs that are covered by
fares
|
2013-14
37.5% fare recovery
|
2015-16
40% fare recovery
2016-17
41% fare recovery
2017-18
41% fare recovery
|
- Review
fares annually and fare structures three-yearly
Continue
to regularly market current services and increase awareness of all services
Review
services regularly to better cater for demand and reduce any operational
inefficiencies
|
|
Adopted
Regional Public Transport Plan (RPTP) in place
|
Current
RPTP adopted in 2015
|
2015-18
Report on current RPTP as set out in the monitoring and
reporting section of the Plan
2017-18
Complete preparation of RPTP for 2018-28 within
statutory timeframes
|
Monitor
and report on achievements from the RPTP to the Regional Transport Committee
and Regional Council
Begin RPTP review process in 2017
|
|
Level of signage, infrastructure and information at all
bus stops
|
2013-14
Major improvements have been made in Hastings and
Napier; more work is yet to be done in Napier to provide better timetable information
at bus stops
|
2015-18
Implement bus-stop service level standards (as outlined
in Regional Public Transport Plan)
2015-25
Install 4 additional bus shelters each year (2 in
Hastings and 2 in Napier) until demand is met
|
Work
with the Napier City and Hastings District councils to implement the bus-stop
service level at key bus stops
Work
with Napier City and Hastings District councils to agree on the best
locations for bus shelters each year
|
|
Where bus routes exist, the percentage of
residences and businesses that are in the following walking distances
of a bus stop:
500m
normal conditions
600m low density/outer areas
|
2013-14
About 85% compliance in Hastings and 60% in Napier
|
2015-18
Achieve 90% compliance in Hastings and 75% in Napier
|
Ongoing
survey to ensure appropriate infrastructure at key bus-stops
Work with Napier City and Hastings
District councils to meet targets
|
|
|
Fare payment systems utilise technology to provide a
simple customer experience and provide HBRC with the passenger data needed to
plan and review services
|
2013-14
Smartcards were implemented in 2009. HBRC is part
of a group of councils working to develop a national ticketing system
to replace outdated equipment
|
2015-16
Participate
in the national ticketing system project
2016-18
Implement
the agreed national ticketing system
|
Evaluate ticketing system proposals
and provide useful feedback to the national project group to
ensure a best fit system for Hawke’s Bay
Secure funding
to implement the national ticketing system within the
agreed time period
|
|
Improved integration between public transport and
walking and cycling results in more multi-modal journeys
|
2013-14
Bike racks are installed at some major bus
stops
Bike
racks are installed on all buses apart from the Napier Hastings Express
service
|
2015-25
Investigate
further opportunities for installation of secure bike racks at major bus
stops
Investigate installation of bike racks on Napier
Hastings Express service
|
Investigate
other initiatives around the country
Work
with Napier City and Hastings District councils to improve integration
between public transport and walking and cycling
|
|
HBRC will continue to deliver the Total Mobility
scheme in Napier, Hastings and Waipukurau for those unable to use public
transport due to serious mobility constraints
|
Membership is increased and service delivered in
accordance with New Zealand Transport Agency guidelines
|
2013-14
86,800
trips made using Total Mobility vouchers
|
2015-25
Increase the number of Total Mobility trips taken
by at least 3% a year
|
Actively
promote the Total Mobility Scheme
Work with government and disability
agencies to better understand and try to meet the needs of their clients
|
|
HBRC's
Activities
|
Attachment 3
|
Introduction
Hawke’s Bay Regional
Council’s (HBRC) Governance and Community Engagement role and
responsibilities involve decision-making, keeping regional residents informed,
and ensuring that tangata whenua and the people of Hawke’s Bay have a
meaningful say on the direction of their region.
This group covers the
following activities to deliver these roles and responsibilities.
- Strategic
Alliances - involves HBRC working with
a range of organisations such as central government, university, private sector
groups and councils - to provide valued services
and research that is targeted and efficient.
- Community
Engagement and Communication - encompasses all HBRC
purposes and functions and engagement with a broad range of stakeholders in the
general community through a variety of media.
- Community
Representation and Regional Leadership -
includes Council elections and the role of Councillors in representing their
constituent community, the co-governance arrangement with treaty settlement
groups through the Regional Planning Committee, plus providing opportunities
for individuals and groups to influence decision-making.
- Investment
Company Support - involves the management and
administration support that will be provided to the proposed Hawke’s Bay
Regional Council Investment Company.
Link to
Strategic Outcomes
This group of activities
contributes to Council’s strategic outcomes in the following ways.
Resilient
Communities
Quality services for a
healthy connected community – by the 9
Councillors representing their constituent communities across Hawke’s
Bay; by reflecting community views on policies considered by the Council; by
actively engaging with the community and providing information and knowledge in
regular publications.
Local leadership, strong
relationships and affordable, well considered solutions
– by supporting Tourism Hawke’s Bay and participating in Business
Hawke’s Bay, through funding from the Regional Economic Development
Rate; establishing relationships with Massey University.
Resilient
Ecosystems
Active management linking
biodiversity, land, fresh water and our coastal marine areas –
by working closely with iwi/hapu, primary sector associations, environment
groups and government departments to provide for greater catchment/community
based management of the environment.
Resilient
Organisation
Using foresight, strategy,
smart investment, strategic alliances and a fit-for-purpose approach to lead
our region - by the 9 Councillors representing their
constituent communities across Hawke’s Bay; the effective operation of
the Regional Planning Committee as the co-governance model for cultural redress
in Hawke’s Bay, and the effective operation of the Council organisation
in its delivery of its functions.
Assumptions
and Future Demand Incorporated in this Plan
The planning assumptions for
HBRC’s Governance and Community Engagement are:
- Council
will continue to have a membership of nine although it is acknowledged that a
decision on local government reorganisation proposals may alter the local
government structure in Hawke’s Bay within the first three years of this
Long Term Plan
- The
Regional Planning Committee will become a permanent Committee under the
Hawke’s Bay Regional Planning Committee Act.
- Establishing
alliances with other organisations will be necessary to achieve regional
success.
- Continued
expectation of, and increased requirement for, stakeholder and public
engagement in HBRC activities.
|
HBRC's
Activities
|
Attachment 3
|
Net Funding Requirement – Governance, Community Engagement
& Services
|
HBRC's
Activities
|
Attachment 3
|
Activity 1 – Community Partnerships
Significant
Issues
- The need to review the efficiency and effectiveness of
how we operate ensures that we regularly assess how and with whom we interact
tin order to ensure better public services.
- There is a significant incentive locally for public
authorities to deliver services more efficiently and effectively. HBRC is a
member of the Hawke’s Bay Local Authority Shared Services Company, formed
in late 2012, to investigate and implement shared services across the five
councils in Hawke’s Bay. There can be a range of benefits that arise from
shared services including cost savings, access to skills and expertise,
exchanges of best practice, procurement savings, improved community outcomes
and strategic action and improved legislative compliance.
- The national provision of strategic research and
development services is derived from two major sources – the Crown
Research Institutes and universities. HBRC has developed a Memorandum of
Understanding with Massey University to enhance linkages between Hawke’s
Bay organisations and businesses and research opportunities. A tangible
signal of this relationship is the hosting and joint funding by HBRC of a
Massey University Business Development Manager to liaise with Hawke’s Bay
businesses.
Rationale
Strategic
Alliances are based on mutually dependent relationships that will endure over
the long term. In creating and formalising strategic alliances, HBRC wants to
deliver outcomes that better achieve its vision and purpose.
The rationale
for focusing on strategic alliances is to:
- Enable increased community engagement
- Make better use of resources
- Reduce duplication.
To deliver
outcomes faster, especially those that actively support HBRC’s mission
statement and reinforce progress on the core themes of the Strategic Plan, is
desirable. The impact of strategic alliances should be organisation-wide and
not limited to one area of activity. Such alliances may include joint strategic
planning and funding; resource alignment; and possibly having staff work in the
same place in some circumstances.
Significant
Negative Effects
There are no
anticipated significant negative effects from the delivery of these activities.
Contributing
projects include: 874 Strategic Partnerships, 878 Sister City
Relationships, 889 Interest Group Liaison and 893 Regional Infrastructure
|
HBRC's
Activities
|
Attachment 3
|
|
Service Levels and Performance Targets
Activity 1– Community Partnerships
|
|
Level of Service Statement
|
Level of Service Measure
|
Current Performance
|
Performance
Targets
2015-18 in detail; 2019-25 outline
|
Required Actions to Achieve
Performance
Targets
|
|
HBRC engages in strategic relationships that help
better achieve its vision and purposes
|
Formalisation of strategic alliances that are sector
and institutionally based
|
HBRC has a Memorandum of Understanding with Massey
University and operates a Nature Central joint initiative with the Department
of Conservation, Horizons Regional Council and Greater Wellington Regional
Council
|
|
