Agenda of Maori Committee - 16 October 2018

Meeting of the Hawke's Bay Regional Council Māori Committee

Date: Tuesday 16 October 2018

Time: 10.15am

Venue:

Te Taiwhenua O Tamatea Inc

Kitchener Street

Waipukurau

Central Hawke's Bay

Agenda

Item Subject Page

1. Welcome/Notices/Apologies

2. Conflict of Interest Declarations

3. Short Term Replacements for 16 October 2018 Meeting 3

4. Confirmation of Minutes of the Maori Committee held on 7 August 2018

5. Follow-ups from Previous Māori Committee Meetings 5

6. Call for Any Minor Items Not on the Agenda 11

Decision Items

7. Matiti urupa - HBRC partnership 13

Information or Performance Monitoring

8. Sustainable Homes 27

9. Integrated Catchment Management Approach in CHB including Implications of Plan Change 6 29

10. Response to Central Hawke's Bay Water Issues 33

11. Porangahau Water Issues Verbal Report from Paora Sciascia

12. Maihi Karauna – the Crown’s draft Strategy for Māori Language Revitalisation 2018-2023 35

13. October 2018 Statutory Advocacy Update 39

14. Verbal Update on Current Issues by the HBRC Chief Executive

15. Discussion of Items Not on the Agenda 45

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Tuesday 16 October 2018

Subject: Matiti urupa - HBRC partnership

Reason for Report

1. This report provides an update on the engagement and partnership entered into by the Regional Council and Huramua Marae for the repatriation of their tupuna at Matiti Urupa.

Background

2. The whānau of Huramua Marae have been in discussions over the years regarding the impact of the Wairoa River on their urupa at Matiti. The urupa contains the prominent tupuna Sir Turi Carroll and his wife Lady Parehuia alongside seven Returned Servicemen and others who were much loved by this small community.

3. Regional Council staff members, including Steve Cave were instrumental in providing technical engineering reports that have shown this significant impact and as such the whanau have commenced planning beyond restoration, to repatriation.

4. Committee members may recall that this issue was brought to the table by Councillor Fenton Wilson alongside former Māori Committee member Duane Culshaw, and now by Michelle McIlroy.

5. Following a hui in August, where a number of government agencies were invited including the Regional Council, the whanau provided an overview of the project including the estimated cost of $260k to exhume fifty three tupapaku (deceased). Staff who attended alongside Councillor Wilson included Nathan Heath – Catchment Manager Wairoa- Mohaka and Dave Paku – Senior Engineering Officer Waterways and myself.

6. Those who have been buried in a mass grave during the NZ 1918 influenza epidemic, are also in consideration for moving. Discussions have occurred with Te Papa and they alongside an archaeologists may be able to assist, pending the whānau discussions.

7. Following a site visit with Turi Paku last month, Chris Dolley Group Manager Asset Management, has now committed finances of the project funding ($53,000 over the next two years) to contribute to the repatriation project allocated from the Wairoa River fund.

8. The Regional Council has also assisted the Marae in locating other sources of funding including from the Wairoa District Council, Te Puni Kokiri, the Department of Internal Affairs (who will fund up to two thirds of the total project cost), philanthropic sector J.R. McKenzie Trust and Nga Whenua Rahui, who may also be able to offer assistance. Veteran Affairs NZ is also part of the conversation in providing free service plaques for the eight Returned Soldiers in the cemetery.

9. The Marae themselves have been proactive in raising funds and a Give-A-Little page has been established in addition to other marae funding activities, as well as individual whanau offering putea in the name of their tupuna. The Regional Council’s contribution has been recognised on this page.

Strategic direction

10. In light of this significant piece of work the Regional Council has recognised that this may create more demand to meet the needs of other urupa. James Palmer, Chief Executive has requested a Cultural Assessment Report to assist in the understanding of the impact on those urupa in the Wairoa district close to the water edges. The purpose being to ascertain the impact and consideration for future land management.

11. It is expected that this report will align to the relationship commitment within the Tripartite Agreement between Tatau Tatau o Wairoa, Wairoa District Council and the Regional Council (dated 22/12/16, attached).

12. Discussions are currently occurring between Katarina Kawana and Michelle McIlroy as Tangata Whenua representatives and Regional Council staff as to how this report may look and data be collated.

13. The Regional Council is interested in collecting information that states the condition of the urupa, against the impact of the waterways and to consider if engineering reports need to be further developed for restoration purposes. It is not the intent of the Regional Council to determine if repatriation needs to occur – this is the role of the whanau.

14. It is expected that Regional Council staff and particularly Pieri Munro, Te Pou Whakarae, will review this report and consider what resources may be needed in regards to the impact of the waterways on the Wairoa district urupa though the next 2020-203- Long Term Plan review process.

15. This is a new project for the Council, but one in which combines both a Mātauranga Māori and a Western Science approach that incorporates tikanga Māori practises.

Financial and Resource Implications

16. It is imperative that the Regional Council recognises that the washing away of bodies into the waterways is the reality if we do not support Huramua Marae.

17. However, it is important to note that this is not a cost that should be left to the Regional Council alone, others have a responsibility too.

Decision Making Process

18. 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:

18.1. The decision does not significantly alter the service provision or affect a strategic asset.

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

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

18.4. The persons affected by this decision are Tangata Whenua in the Wairoa district.

18.5. The decision is not inconsistent with an existing policy or plan.

18.6. 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.

Recommendations

That the Māori Committee receives the update of this project plan and commits to supporting the development of the Cultural Assessment report, for future engagement and funding purposes.

Authored by: Approved by:

Joyce-Anne Raihania

Senior Advisor Maori Partnerships

Pieri Munro

Te Pou Whakarae

Attachment/s

⇩1

Tripartite Agreement 22 Dec 2016

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Tuesday 16 October 2018

Subject: Sustainable Homes

Reason for Report

1. To provide the Māori Committee with information about the Council’s Sustainable Homes programme.

Background

2. The Sustainable Homes programme was approved as part of the 2018-28 Long Term Plan to encourage the use of solar energy, domestic water storage and upgraded septic tanks for homes in Hawke’s Bay to become more sustainable and resilient.

3. Council has agreed to borrow up to $13 million over the next 10 years to provide financial assistance packages to allow 1300 homes in Hawke’s Bay to become more sustainable, reduce energy consumption, and become more resilient in a civil emergency.

4. Policy and criteria were approved at the council meeting held on 26 September, approving recommendations made at the Environment and Services committee held on the 5 September 2018.

5. Transitioning the Heatsmart programme to become the Sustainable Homes programme will include funding to support ratepayers across the region, promoting energy and water use efficiency.

Strategic Fit

6. The programme will contribute to Council’s achievement of its strategic goals through:

6.1. Improved water quality resulting from the reduction of leachate from septic tanks that need replacement. Evidenced by SOE water quality reporting and the number of tanks replaced

6.2. Continued improvement of air quality to meet WHO standards as stated in the Strategic plan

6.3. Increased number of warmer, drier homes leading to improved health and reduced health burden

6.4. Improved civil defence resilience

6.5. Increased energy efficiency and reduced demand, with reduced dependence on networked supply (energy and water)

6.6. Solar will assist in moving HBRC from the national current renewable energy level of 85% to the planned 100% in line with the HBRC strategic goal of carbon neutrality by 2040

6.7. Reporting progress on outcomes will be to the Environment and Services committee annually.

Decision Making Process

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

Recommendation

That the Māori Committee receives and notes the “Sustainable Homes” staff report.

Authored by:

Mark Heaney

Manager Client Services

Approved by:

Jessica Ellerm

Group Manager Corporate Services

Attachment/s

There are no attachments for this report.

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Tuesday 16 October 2018

Subject: Integrated Catchment Management Approach in CHB including Implications of Plan Change 6

Reason for Report

1. To update the committee on Council’s Integrated Catchment Management approach and to highlight activities in the Tukituki catchment that relate to this and the implementation of Plan Change 6.

A move to an Integrated Catchment Management Approach – What is Integrated Catchment Management?

2. Integrated Catchment Management (ICM) and its various other forms has been the subject of many dozens of publications and academic journal articles.

3. Fenemor et al published a multi-year study of ICM in 2011 in a special edition of the New Zealand Journal of Marine and Freshwater Research. In this, they noted that ICM is a process that recognizes and catchment as the appropriate organizing unit for understanding and managing ecosystem processes;

3.1. In a context that includes social, economic and political considerations, and;

3.2. Guides communities towards an agreed vision of sustainable land and water resource management for their catchment

4. Stream and river stability, soil stability and flooding are influenced by natural events and processes and people’s activities over an entire catchment and beyond into the marine environment. So, it’s important that we don't just manage a stream or river in isolation, but instead manage its catchment as a whole. This is ICM.

5. Taking an ICM approach allows us to move from a conventional multi-disciplinary way of working and thinking and elevating it to an environment that is trans-disciplinary and requiring people to think and work across domains, not just in their traditional space. The method also allows for thinking in a ‘systems’ way that focuses on addressing fundamental causes not just responding to symptoms.

National policy supports this approach

6. As HBRC develops and begins implementation of new policy in catchments to align our planning framework with the NPS-FM, we are facing significant challenges to the way the institution prepares for and then delivers or implements the policy as it is developed. There is a significant level of activity and resourcing required to turn policy into outcomes.

7. It is arguable that the easy part, the writing of policy, is either underway or has occurred. The more challenging activity of effecting change and achieving outcomes is beginning. The resourcing requirements for this are likely to be significant and ongoing for some decades. It is also evident that the way we work needs to change and the culture of the organization needs to shift to allow us to deal with the challenges.

8. Recent proposed amendments to policy C1 of the NPS-FM have reinforced that Councils must be setting policy and organising themselves to achieve ICM. This all sits in section C of the NPS-FM which is entitled Integrated Management. Objective C1 and Policy C1 is set out below for reference. It is important context that frames our approach.

Objective C1

9. To improve integrated management of fresh water and the use and development of land in whole catchments, including the interactions between fresh water, land, associated ecosystems and the coastal environment.

Policy C1

10. By every regional council:

10.1 recognising the interactions, ki uta ki tai (from the mountains to the sea) between fresh water, land, associated ecosystems and the coastal environment; and

10.2 managing fresh water and land use and development in catchments in an integrated and sustainable way, so as to avoid, remedy or mitigate adverse effects, including cumulative effects.

What are some potential benefits of the ICM approach?

11. The resulting alignment of our internal culture and resources provides an opportunity to see greater efficiency and impact in the work we do, especially in light of the scale of the implementation challenges relative to current and likely future resourcing, particularly as we develop new policy for additional catchments (such as Greater Heretaunga).

12. The approach is aligned to eco-system based management as compared to functional activity management. It also has strong alignment with Te Ao Maori world view and Matauranga. It would allow for a more substantive and richer engagement with Maori around what we are doing and the outcomes we are achieving.

13. There would be enhanced opportunities for stakeholder/partner communication and deeper, less transactional conversations. Understanding the integrated picture would provide an improvement in stakeholder engagement and understanding of our work through providing a consolidated view of council activity.

14. The activities, outcomes and reporting would be ‘place based’ and anchored to communities of interest who are likely to have an active role in the implementation activities.

15. The approach allow staff and management to have greater visibility on the impact and outcomes of our work, not just disaggregated activities, and ultimately provides a platform for integrated economic, social, cultural and environment reporting.

Why do we need to do this?

16. One the primary drivers for change is the large areas of high erosion risk contributing significantly to declining freshwater and coastal water quality across parts of the region, including the Wairoa catchment. Much of this at risk land has historically been cleared at a rapid rate under taxpayer funded schemes and initiatives for pastoral based farming. This clearance has resulted in accelerated erosion of the land and subsequent impacts on water quality, instream ecological health and coastal water quality. The clearance has also resulted in the significant loss of forest habitats. These are what we call legacy issues.

17. We have about 225,000 hectares of at risk land in our region. Recent modelling indicates that approximately 7.6 million tonnes of sediment is lost annually from land across the entire region. About 4 million tonnes of this is lost from Northern Hawke’s Bay, including the Wairoa catchment, alone. About 3.2 million tonnes comes from the at risk land across the region. This ultimately ends up in our streams, rivers, lakes, wetlands and our marine environment clogging habitats with the corresponding impact on aquatic life.

18. This same modelling indicates that if we reforest 100,000 hectares of this at risk land we can approximately halve the 3.2 million tonne yield of sediment from this land.

19. Staff acknowledge that New Zealand is a relatively young country in geological timeframes. As a result we have higher rates of erosion than might occur in other parts of the world. Notwithstanding this we know that since the arrival of humans rates of erosion have accelerated, particularly post European arrival with land cleared for farming. The proposal is not one of attempting to ‘wind the clock back’ to pre human conditions but rather to reduce the rate of erosion from our most vulnerable landscapes.

20. We proposed to integrate within the reforesting activity significant biodiversity initiatives. The region has a Biodiversity Strategy and the group that developed this recently completed a body of work to identify the regional biodiversity hotspots. We propose, where funding and landowner interests allow, to integrate restoration or protection activities on these sites as part of the wider catchment activities.

21. Supporting this is an enhanced and expanded biosecurity programme. Additional resource has been allocated to this and we have been fortunate to secure Predator Free NZ funding for an expansion of the successful Cape to City programme to other parts of the region. Cape to City, Poutiri Ao o Tane and Predator Free Mahia are the geographic areas that we will be starting with.

22. Possum eradication on farmland and continued work optimising large scale predator control suppression are the main technical themes. Alongside that there will be a range of engagement, research, outcomes and regional predator control roll out work activity.

What changes have we made to adopt this approach?

23. A new group of staff has been formed that has been named Integrated Catchment Management. This new group comprises:

23.1. Environmental Science (Quality/quantity/land/marine/climate)

23.2. Environmental Information (data)

23.3. Catchment management activities (previously Land Management)

23.4. Biodiversity

23.5. Biosecurity

24. New ‘zones’ have been created with dedicated staff being located in each zone working under a Catchment Manager. These staff will live work and play in your community. The numbers of these staff will double over the life of the Long Term Plan.

25. The Catchment Managers will be engaging with our partners/stakeholders and communities within catchments to initially develop an Integrated Catchment Management Plan (ICMP). The ICMP will be a non-statutory plan that sets out the outcomes that the community wants for its catchment. It will be the key document that guides the work of the Catchment staff. Work to produce these will begin early in the new financial year and we anticipate significant tangata whenua engagement in these.

26. The teams of Catchment Advisors will be active in fostering partnerships with individual or groups of landowners to transfer our knowledge of the catchment issues, understand the landowner’s aspirations, and bring significant resources to assist with managing the legacy issues and broker relationships with other people who can assist the landowner while at the same time deal with catchment issues.

New funding to support our work

27. Alongside the significant upscaling of staff working in this area, there will be a significant boost to the financial support that Council can offer landowners to make change on the land.

28. Council has committed $30 million in grant funding for grant funded soil conservation activities on private land. This is work that will have no tangible financial return for either the landowner or council but would have impact on the erosion challenge. This may include reforestation options.

29. We want to accelerate and support the uptake of Farm Environment Management Plans (FEMPS) across the region. Council has set aside $5 million dollars to support this. We understand that the upfront cost of a plan can be a barrier to landowners getting them done (they range from $3-20,000). We will be offering an interest free loan to allow the FEMP to be produced and paid for by HBRC with the costs recovered, interest free, through the properties rates.

Plan Change 6

30. Plan change 6 for our Regional Resource Management Plan (RRMP) resulted in amendments to the RRMP that were made operative in 2016. These changes are now part of the RRMP.

31. Policy TT16 in the RRMP sets out the requirements of Council for policy implementation for the Tukituki catchment. This paper is not examining the detail of this but highlights that council has obligations to resource and support the delivery of policy into the catchment.

32. The key regulatory deadline for Farm Environment Management Plans (FEMP’s) was in May 2018 and the activity in this area now has a strong regulatory focus.

33. There are many other significant non-regulatory activities across the catchment that staff in the ICM Group will be engaged in. In particular we are retaining a strong focus on our priority sub-catchments. These sub-catchments are our most challenged from a water quality perspective.

34. Staff have been working within these sub-catchments for some years alongside landowners to begin the long process of change towards water quality improvement. These catchments are eligible for funding from Council’s erosion control grant scheme to assist with riparian revegetation and soil conservation on private land.

35. The Catchments staff will also retain a role to assist and work with landowners in ensuring they understand any regulatory obligations, with any work required to meet those regulatory obligations sitting with the landowners themselves.

Decision Making Process

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

Recommendation

That the Māori Committee receives and notes the “Integrated Catchment Management Approach in CHB including Implications of Plan Change 6” staff report.

Authored and Approved by:

Iain Maxwell

Group Manager Integrated Catchment Management

Attachment/s

There are no attachments for this report.

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Tuesday 16 October 2018

Subject: Response to Central Hawke's Bay Water Issues

Reason for Report

1. To update the committee on the formation of a Taskforce to assist Council staff in water quantity management challenges in the Tukituki catchment.

Background

2. May 2018 saw a change to the trigger flows in the Tukituki River that require irrigation to cease. These trigger flows have increased (the cut off flow is now higher) and so would require irrigation to cease earlier than has previously occurred in this catchment. In particular the trigger flow at Red Bridge has increased to 4,300 l/s from a previous 3,500 l/s which is likely to impact most irrigation takes earlier than previous trigger flows throughout the catchment.

3. This change to the trigger flow has resulted in a reduction in the reliability of supply for irrigation. Irrigation bans are likely to begin earlier and last longer than they have before. This has the potential to result in the loss of crops and in the long term may require a change in land use, a change in crop type or both.

4. There are a range of options that irrigators have to alleviate some of the pressure that the new limits have. A transition to a new operating model will be required and staff are working with irrigator groups, tangata whenua and the wider community to find short, medium and long term solutions to assist with this.

5. Alongside this, the residents of the villages of Ongaonga and Tikokino have expressed concern to Council via a petition on the state of groundwater in the Ruataniwha Basin.

Taskforce

6. A taskforce of council staff (HBRC and CHBDC), irrigators, tangata whenua and the wider catchment community has been formed to assist HBRC to begin examining options for water management and to assist in the co-design of new science for the catchment.

7. The group has met once and has begun some activity and is still very early in the process of examining options to further pursue. The detail of this group and its work will be outlined at the meeting.

Decision Making Process

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

Recommendation

That the Māori Committee receives and notes the “Response to Central Hawke’s Bay Water Issues” staff report.

Authored and Appoved by:

Iain Maxwell

Group Manager Integrated Catchment Management

Attachment/s

There are no attachments for this report.

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Tuesday 16 October 2018

Subject: Maihi Karauna – the Crown’s draft Strategy for Māori Language Revitalisation 2018-2023

Reason for Report

1. To inform the members of the feedback provided to the Minister of Māori Development, the Hon. Nanaia Mahuta on the Maihi Karauna – the Crown’s draft Strategy for Māori Language Revitalisation 2018-23.

2. This feedback was directed by Mike Mohi and Mike Paku as Chair and Deputy Chair of the Māori Committee, on behalf of the Committee.

Background

3. The Crown had been circulating the Maihi Karauna strategy for Māori Language Revitalisation 2018-23 for a number of months, available on its Te Puni Kokiri website.

4. The Maihi Karauna sets out a vision for te reo Māori in the future. It outlines what the Crown will do to support a strong, healthy, thriving Māori language in New Zealand; Kia māhorahora te reo – everywhere, everyway, for everyone, every day.

5. The Maihi Karauna sets three challenging goals to achieve in 2040;

5.1 Aotearoa New Zealand values te reo Māori as a key element of national identity

5.2 one million New Zealanders can speak at least basic te reo Māori

5.3 150,000 Māori speak te reo Māori as a primary language.

6. The Maihi Karauna is for all New Zealanders, in which everyone can support the revitalisation of te reo Māori, whether you speak the language or not.

7. The strategy addresses the revitalisation of the language by including a broad range of New Zealanders while also acknowledging the need to protect the integrity of te reo and recognise its kaitiakitanga (guardianship) by iwi and Māori.

8. Public consultation on the draft Maihi Karauna strategy closed on 30 September 2018. More than 2000 responses were received in both English and Māori.

9. The Crown is now analysing the feedback to refine and will finalise the strategy with a view to implementation in 2019.

10. A copy of the letter forwarded on behalf of the Māori Committee is attached for your noting.

Decision Making Process

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

Recommendation

That the Māori Committee receives the “Maihi Karauna – the Crown’s draft Strategy for Māori Language Revitalisation 2018-2023” report.

Authored by:

Joyce-Anne Raihania

Senior Advisor Maori Partnerships

Approved by:

Pieri Munro

Te Pou Whakarae

Attachment/s

⇩1

Maihi Karauna – the Crown’s draft Strategy for Māori Language Revitalisation 2018-2023

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Tuesday 16 October 2018

Subject: October 2018 Statutory Advocacy Update

Reason for Report

1. To report on proposals forwarded to the Regional Council and assessed by staff acting under delegated authority as part of the Council’s Statutory Advocacy project since the last update.

2. The Statutory Advocacy project (Project 196) centres on resource management-related proposals upon which the Regional Council has an opportunity to make comments or to lodge a submission. These include, but are not limited to:

2.1. resource consent applications publicly notified by a territorial authority

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

2.3. private plan change requests publicly notified by a territorial authorit,

2.4. notices of requirements for designations in district plans

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

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

4. The summary outlines those proposals that the Council’s Statutory Advocacy project is currently actively engaged in. This period’s update report excludes the numerous Marine and Coastal Area Act proceedings little has changed since the previous update.

Decision Making Process

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

Recommendation

That the Māori Committee receives the “October 2018 Statutory Advocacy Update” report.

Authored by:

Gavin Ide

Manager Policy and Planning

Approved by:

Tom Skerman

Group Manager Strategic Planning

Attachment/s

⇩1

October 2018 Statutory Advocacy Update

Item	Topic	Raised by:
1.
2.
3.
4.
5.