Meeting of the Hawke's Bay Regional Council Maori
Committee
Date: Tuesday 14 June 2016
Time: 10.15am
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Venue:
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Waipukurau Club
10 Russell Street Waipukurau
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Agenda
Item Subject Page
1. Welcome/Notices/Apologies
2. Conflict
of Interest Declarations
3. Short Term
Replacements for 14 June, 2016 3
4. Confirmation of
Minutes of the Maori Committee held on 12 April 2016
5. Matters Arising
from Minutes of the Maori Committee held on 12 April 2016
Information or Performance Monitoring
6. Verbal Update on
Current Issues by the Regional Council Chairman and Chief Executive
7. Tukituki
Implementation Principles 5
8. Verbal update on
Gravel Management
9. Tangata
Whenua Issues Discussion
·
Water technology for the
Oxidation Pond
·
Sewage discharge into the
Tukituki
·
How to get water to Marae
·
What is happening with
Lindsay Bush
HAWKE’S BAY REGIONAL
COUNCIL
Maori
Committee
Tuesday 14 June 2016
Subject: Tukituki Implementation
Principles
Reason for Report
1. Council is soon
to consider a paper that describes the work occurring and the work required to
achieve implementation of the Change 6 policy and rule framework for the
Tukituki catchment. To frame this discussion it is important to consider
the overarching principles that will apply to the approach taken to allow staff
to deal with the inevitable ambiguity that will arise in this journey.
Discussion
2. Over the past
12 months staff have been working through the development of a working document
that outlines the intended approach to implementation of the broad policy and
rule frame work embodied in Change 6 for the Tukituki catchment. This
document is deliberately entitled Working Towards Implementation as it
reflects that the formal Implementation Plan was required by Policy TT16 to be
delivered by the end of 2014 but for a variety of reasons this was a timeframe
that was ever going to be achieved.
3. Staff are of
the view that the final and comprehensive Implementation Plan should be
completed at the latest in early to mid-2018 to allow the implications of this
to Councils work plan to be understood and then adequately resourced through
the 2018-2028 Long Term Plan.
4. In developing
this work it has become evident that aspects of the framework are clear and are
able to be easily developed into an approach and that there are other aspects
that are at best ambiguous and the approach to implement are uncertain and
unclear. Staff are comfortable with this challenge.
5. In developing
an approach for the matters that are ambiguous decisions will need to be made
and approaches developed. Staff are seeking guidance from Council on a
range of overarching principles that will guide and shape the thinking and
discussions with external parties as we continue to develop the formal
Implementation Plan.
6. We acknowledge
that the principles may need to adapt over time and/or be added to as we
further understand the challenges and risks/opportunities in various approaches
to implementing this policy. This paper is intended to outline the
thinking of staff thus far and to seek feedback on what is missing or needed to
be improved.
The Principles
7. The Cambridge
English dictionary defines a principle as, a basic idea or rule that
explains or controls how something happens or works. Staff envisage
that the principles would explain or control how the approach to policy and
rules for the catchment are put into practise, how they are enforced and how
they are developed.
8. Principles
identified are:
8.1. We are
adaptive and we will innovate – much of the policy we understand well
and the approaches are prescriptive and clearly laid out. Much of it is
not so and will require thought and discussion to find the right
approach. This will require us to be flexible (adaptive) and to look for
alternatives (innovate).
8.2. We aim to
be enabling – within the purpose of the RMA it promotes sustainable
management and sustainable management allows for the use of natural and
physical resources to enable communities to provide for social, cultural and
economic wellbeing’s while ensuring sustainability, life supporting
capacity and the management of effects. The fact that
the RMA is intended to be an enabling piece of legislation is therefore
important and a crucial principle.
8.3. We
recognise that landowners and occupiers are critical for making a difference –
the vast majority of the actions (either regulatory or non-regulatory) required
to achieve policy outcomes for this catchment need to be
‘delivered’ by landowners and occupiers. They are the
critical piece of the puzzle to successful implementation and therefore
effectiveness of the policy.
8.4. We are
outcome focused – throughout the implementation journey it is
important that we retain a focus on the big picture and what the policy seeks
to achieve, the objectives. If we continually ask the question,
‘will this take us towards the desired outcome (objective)’ as we
make choices.
8.5. We will
focus on areas of risk that have high initial return – our current
understanding of the catchment and the water quality issues clearly identifies
where the priorities are and where we should focus our efforts. This
approach, to prioritise where we focus our efforts is a key principle as we
build capability and develop the work programme
8.6. We will
not drive people out of business – the policy and rule framework for
the catchment will require a change to the way that some enterprises are
managed. This has the potential to impact income and the profitability of
an enterprise. We do not believe that the Board of Inquiry, nor Council
would intend that the implementation of PC6 in the catchment unnecessarily drove
people out of business. It is accepted that business approaches may need
to change and the introduction of Industry Good Practise will incur cost, but
that this should not be required to such a level as to make a business
unprofitable thereby driving people out of business.
8.7. Our
communication is open and honest – it is important that we
communicate openly with landowners and occupiers, tangata whenua and the
broader community about our success and failures. In doing so we look to
create an environment of continual improvement and acceptance that we may need
to make mistakes to move forward.
8.8. Our
solutions/approaches are relevant, enduring and workable – given that
some aspects of the policy implementation are unclear and we need to work
through how these will work solutions and new approaches are inevitable.
In creating new approaches and solutions we should be mindful that they should
be able to be continued to be resourced and supported by Council and
landowners/occupiers so that they continue and remain effective.
8.9. We
recognise tangata whenua as a partner in implementation – Policy TT16
requires that we establish and maintain a special relationship with iwi and
hapu within the catchment to develop the implementation plan and ongoing monitoring
of cultural values and mauri. In order that we do this well we will
require a solid and enduring relationship with Maori within the catchment.
9. We recognise
that other stakeholder groups can contribute knowledge, resources and
processes, and we will partner with these groups – There are a broad
range of groups, both statutory and non-statutory who have an interest in the
successful implementation of policy. We should work constructively with
them and use their knowledge to improve our approaches where appropriate.
Decision Making
Process
10. Council
is required to make every decision in accordance with the requirements of the
Local Government Act 2002 (the Act). Staff have assessed the requirements
in relation to this item and have concluded:
10.1. The decision does not
significantly alter the service provision or affect a strategic asset.
10.2. The use of the special
consultative procedure is not prescribed by legislation.
10.3. The decision does not
fall within the definition of Council’s policy on significance.
10.4. The persons affected by
this decision are all persons with an interest in the management of the
Tukituki catchment.
10.5. The decision is not
inconsistent with an existing policy or plan.
10.6. Given the nature and
significance of the issue to be considered and decided, and also the persons
likely to be affected by, or have an interest in the decisions made, Council
can exercise its discretion and make a decision without consulting directly
with the community or others having an interest in the decision.
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Recommendations
1. That the Maori Committee receives the “Tukituki
Implementation Principles” report.
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Iain Maxwell
Group Manager Resource Management
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Attachment/s
There are no
attachments for this report.
