Agenda of Maori Committee

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Wednesday 04 March 2020

Subject: Appointment of Tangata Whenua Representatives to the Māori Committee

Reason for Report

1. This item provides the means for the Māori Committee to confirm the Tangata Whenua representatives appointed to the Committee by each of the Taiwhenua/Executive.

Background

2. At the first ordinary meeting of the Regional Council held on 6 November 2019 the Māori Committee was re-established as a Committee of Council, and councillors Rex Graham, Charles Lambert, Hinewai Ormsby and Rick Barker appointed as Council’s representatives.

3. The purpose of the Māori Committee, as per the Terms of Reference adopted 15 August 2017, is to:

3.1. Actively participate and contribute in the decision-making processes, policy development and other activities of the Hawke's Bay Regional Council

3.2. Consider ways in which to support the development of Māori capacity to contribute to the decision making process, and

3.3. Provide leadership and relevant information to Council regarding economic, social, environmental and cultural matters regionally that support sustainable resource management and economic growth.

4. To make recommendations to the Council on matters of relevance affecting the tangata whenua of the Region, and to help fulfil the Māori consultative requirements of the Council particularly with regard to the principles of the Treaty of Waitangi, Local Government Act 2002 and the Resource Management Act 1991.

5. The Terms of Reference for the Māori Committee states that membership will include:

5.1. Up to four elected members of the Council

5.2. Twelve representatives nominated by each of the four Ngāti Kahungunu Taiwhenua / Executive in the Hawke’s Bay region, being:

5.2.1. Wairoa Taiwhenua

5.2.2. Te Taiwhenua o Heretaunga

5.2.3. Te Taiwhenua o Tamatea

5.2.4. Te Taiwhenua o Te Whanganui-a-Orotū.

Decision Making Process

6. 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:

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

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

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

6.4. The persons affected by this decision are members of the Māori Committee.

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

6.6. 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

1. That the Māori Committee receives and notes the “Appointment of Tangata Whenua Representatives to the Maori Committee” staff report.

2. That the Māori Committee agrees to retain membership as detailed in the Terms of Reference adopted 15 August 2017, and accepts the appointment of Tangata Whenua representatives, being:

2.1. Bill Blake and Katarina Kawana representing Wairoa Taiwhenua, and Michelle McIlroy representing Wairoa Kahungunu Executive, with Teresa Smith as the proxy member.

2.2. Peter Eden and Api Robin representing Te Taiwhenua o Te Whanganui-a-Orotū, with the proxy member to be advised.

2.3. Haami Hilton, Marei Apatu and Michael Paku representing Heretaunga Taiwhenua, with the proxy member to be advised.

2.4. Ahuriri Houkamau, Zack Makoare and Paora Sciascia representing Tamatea Taiwhenua and Marge Hape as a proxy member

The Māori Committee recommends that Council:

3. Agrees that the decisions to be made are not significant under the criteria contained in Council’s adopted Significance and Engagement Policy, and that Council can exercise its discretion and make decisions on this issue without conferring directly with the community and persons likely to be affected by or to have an interest in the decision.

4. Confirms the appointments detailed in 2 above, to the Māori Committee.

Authored by:

Annelie Roets

Governance Administration Assistant

Melanie Taiaroa

Senior Advisor Māori Partnerships

Approved by:

Pieri Munro

Te Pou Whakarae

Attachment/s

⇩1	Te Taiwhenua o Tamatea appointments
⇩2	Te Taiwhenua o Heretaunga appointments
⇩3	Kahungunu Executive appointments

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Wednesday 04 March 2020

Subject: Māori Committee Terms of Reference

Reason for Report

1. This item provides an opportunity for the Māori Committee to review and amend or re-confirm its Terms of Reference.

Officers’ Recommendation

2. Council staff recommend that the Māori Committee confirms and adopts the Terms of Reference as proposed (attached).

Executive Summary

3. The proposed Terms of Reference for the Māori Committee is the amalgamation of the previous Terms of Reference and Charter, which have been in place since being adopted by the Māori Committee by resolution on 17 October 2017 and, in the view of staff, remain fit for purpose.

Background

4. The Māori Committee was re-established by resolution of the Hawke’s Bay Regional Council on 6 November 2020, following the 2019 Local Elections, including that Council:

4.1. Confirms the Terms of Reference for proposal to the Māori Committee for confirmation at its first meeting of the Triennium on 4 March 2020.

5. Although staff consider that the ToR remains fit for purpose, we also consider that the new term of Council is an opportune time for the review of committees’ Terms of Reference.

Options Assessment

6. Should the members of the Māori Committee agree that the Terms of Reference are fine as proposed, the Committee is able to simply adopt the version attached with the inclusion of the names of those members confirmed today.

7. If the Committee considers that amendments are required, it may traverse suggested amendments and agree those for incorporation into the Terms of Reference today, and resolve as such.

8. If it is agreed that a more thorough review and update process is required, the Committee may choose to establish a working party to consider all relevant issues and propose an updated version of the Terms of Reference to the next Māori Committee meeting for consideration.

Decision Making Process

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

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

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

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

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

Recommendations

That the Māori Committee:

1. Receives and considers the “Māori Committee Terms of Reference” staff report.

2. Agrees that the decisions to be made are not significant under the criteria contained in Council’s adopted Significance and Engagement Policy, and that Council can exercise its discretion and make decisions on this issue without conferring with the community.

3. Adopts the Terms of Reference as proposed.

4. Recommends that Hawke’s Bay Regional Council confirms the Terms of Reference for the Committee as resolved today.

5. Adopts the Terms of Reference with the inclusion of the following agreed amendments:

5.1. …

5.2. …

5.3. …

6. Recommends that Hawke’s Bay Regional Council confirms the Terms of Reference for the Committee as resolved today.

7. Establishes a working party comprised of _________________, ________________, and _________________ to review the Terms of Reference for the Committee and propose an updated version to the 6 May 2020 meeting for the Committee’s consideration and adoption.

Authored by:

Leeanne Hooper

Governance Lead

Melanie Taiaroa

Senior Advisor Māori Partnerships

Approved by:

Pieri Munro

Te Pou Whakarae

James Palmer

Chief Executive

Attachment/s

⇩1

2020 Proposed Māori Committee Terms of Reference Incorporating the Charter

2020 Proposed Māori Committee Terms of Reference Incorporating the Charter

Attachment 1

Māori Committee

Terms of Reference

Adopted by Hawke’s Bay Regional Council resolution 18 December 2019 for proposal to the Māori Committee

1. The Māori Committee comprises those 12 representatives nominated by each of the four Ngāti Kahungunu Taiwhenua / Executive in the Hawke’s Bay region.

He Toa Takitini - Strength in Unity

2. This Terms of Reference reflects the intent and expectations of both the Hawke's Bay Regional Council (Regional Council) and appointed members of the Māori Committee.

3. The Hawke's Bay Regional Council Māori Committee has been in existence since the 1990s and has served as a valuable network for the Regional Council. This Terms of Reference has been updated over the many years and this the fifth version, since the establishment of the Regional Council's Māori Committee.

4. It is important to acknowledge those who have contributed to this Committee over the years and particularly to recognise the prominent work of the late Ngarangimataeo Eru Smith and the Chairman of the Council at that time, Harry Romanes. They are remembered for their vision and commitment to:

4.1. ensuring Māori input to various activities of the Council, including active participation in the decision-making process and the development of sustainable relationships with Māori.

5. The calibre of Committee members over the years, has enabled the Regional Council and Tāngata Whenua to engage more effectively on issues that have been both challenging and beneficial.

6. This Charter looks to continue the strengthening the relationship of this Committee with the Regional Council, to ensure that the role of Kaitiakitanga, through marae hapū Iwi mandated entities is enacted for the protection and enhancement of the wellbeing of the Hawke's Bay environment and its people.

7. The Treaty of Waitangi is between the Crown, Iwi, Hapū and Whānau. The Regional Council is a statutory body with powers and responsibilities delegated to it by the Crown.

8. Councillors of the Hawke's Bay Regional Council are elected by the regional community and are accountable to that whole community, with the primary focus of the Council being environmental stewardship.

9. Hapü have Mana Whenua and Mana Moana (Tino rangatiratanga — self-determination, control over their own affairs) relating to the land or sea, as established in the Treaty, and the Regional Council exercises its functions as established by legislation.

10. The Māori Committee is a standing committee under clause 30(1)9b) of Schedule 7 of the Local Government Act 2002.

Purpose

11. The purpose of the Māori Committee is to:

11.1. Actively participate and contribute in the decision-making processes, policy development and other activities of the Hawke's Bay Regional Council

11.2. Consider ways in which to support the development of Māori capacity to contribute to the decision making process; and

11.3. Provide leadership and relevant information to Council regarding economic, social, environmental and cultural matters regionally that support sustainable resource management and economic growth.

12. To make recommendations to the Council on matters of relevance affecting the tangata whenua of the Region, and to help fulfil the Māori consultative requirements of the Council particularly with regard to the principles of the Treaty of Waitangi, Local Government Act 2002 and the Resource Management Act 1991.

Work programme

13. The Regional Council will engage with the Māori Committee members in the spirit that reflects authentic partnership.

14. Within the first year of the Committee's establishment, a work plan for the Committee will be developed to set out, in general terms, what the Committee aims to achieve over its three-year term.

15. The work programme will be developed to provide an overview of key tasks that require the Māori Committee members input and direction:

15.1. To provide policy advice with respect to the Regional Plan, regarding provisions for the Wāhi Tapu, Wāhi Taonga, Wãhi Tipuna engagement processes and where relevant to Tāngata Whenua, any other amendments to the Plan.

15.2. To provide input to the Long Term Plan and Annual Plan with particular reference to those issues of importance to Māori from the region.

15.3. To provide insight into Māori and other strategic community issues with particular reference to the Long Term Plan, the effectiveness of the Regional Plan and the delivery of the Annual Plan.

15.4. To consider and recommend Māori capacity building initiatives within budget and resource constraints of the Regional Council.

15.5. To assist the Regional Council as appropriate in conducting and maintaining effective, good faith working relationships with the Māori community including advice on governance arrangements.

16. In given situations the Regional Council will communicate to and consult with Hapü/Marae/Tāngata Whenua via the contact(s) established by the Māori Committee.

17. It is vital where contact is made, or is ongoing between the Regional Council and Hapū/Marae/Tāngata Whenua, that the relevant members of the Māori Committee are kept informed of developments.

18. Following is a communication process which reflects the engagement methodology for the Māori Committee and the Regional Council.

Model of Communication

Iwi, Hapū, Māori Hawke’s Bay

Marae Whānau Committee Regional Council

19. The expectation of the membership is that each Taiwhenua / Executive collective will engage with their respective constituents.

20. The Chairperson is to be elected at the first meeting of the Committee of each triennium, from among the appointed Māori members of the Committee. The Chairperson shall be elected for that term of the Committee but is not precluded from a subsequent term as Chairperson if so nominated. Two key roles of the Chairperson will be to:

20.1. preside over meetings of the Committee in accordance with the Hawke’s Bay Regional Council Standing Orders

20.2. manage the nominations and appointments by Taiwhenua / Executive to the Māori Committee at the end of each triennium, for re-establishment of the Committee for the next triennium.

21. The Deputy Chairperson is also to be elected at the first meeting of the Committee of each triennium from among the appointed members of the Committee.

Membership

Members	Twelve representatives nominated by the Tangata Whenua, appointed at the first meeting of the Māori Committee each triennium; plus one Proxy representative nominated to attend in an appointee’s absence; being:
	- - - -	Kaumatua (Wairoa) Kahungunu Executive (Wairoa) Wairoa Taiwhenua Proxy (Wairoa Taiwhenua)
	- - - -	Kaumatua (Hastings) Heretaunga Executive (Hastings) Heretaunga Taiwhenua (Hastings) Proxy (Heretaunga Taiwhenua)
	- - - -	Te Taiwhenua o Tamatea (Central Hawke’s Bay) Kaumatua (Central Hawke’s Bay) Tamatea Taiwhenua (Central Hawke’s Bay) Proxy (Tamatea)
	- - - -	Te Taiwhenua o Te Whanganui-a-Orotū (Napier) Te Taiwhenua o Te Whanganui-a-Orotū (Napier) Te Taiwhenua o Te Whanganui-a-Orotū (Napier) Proxy
	Up to four elected members of the Council, being: Councillors Charles Lambert, Hinewai Ormsby, Rick Barker, and Rex Graham
Meeting Frequency	Bi-monthly, but with the Chairperson of the Committee authorised to arrange additional meetings should the need arise

Meeting Procedures

28. The Committee will meet on scheduled dates as agreed with Council for the purpose of discussing relevant agenda business put forward by either the Council or Māori Committee.

29. Such meetings will generally be every second month with the ability for the Māori Committee Chair to call extra meeting(s) if required to deal with specific and/or urgent business.

30. The meetings of the Committee shall be conducted in accordance with HBRC's Standing Orders while incorporating tikanga Māori (Māori custom and practice) as appropriate.

31. The Māori members of the Committee may hold a pre-meeting prior to the meeting proper to network and clarify issues to be raised at the meeting proper.

32. When meeting on marae the Standing Orders will be suspended to allow marae kawa.

33. Each rohe may appoint a proxy representative to attend committee meetings on occasions when the appointed representative from their area is unavailable, but this right is to be used as infrequently as is possible to ensure continuity and familiarity by appointed members.

Quorum

34. As per the Council's Standing Order 10.2:

34.1. A council sets the quorum for its committees and subcommittees, either by resolution or by stating the quorum in the terms of reference.

35. In accordance with SO 10.2 the quorum for the Māori Committee, to be stated in the Terms of Reference, will be a majority of members including at least 1 HBRC councillor.

Delegated Powers

36. In its Advisory role, the Māori Committee is not delegated to exercise Regional Council powers, functions or authorities under the Local Government Act 2002 (I-GA), but rather will make recommendations to Council in relation to the matters detailed in the Māori Committee work programme and matters of significance to Māori.

37. The Māori Committee has authority to develop procedures and protocols that assist in its operation, provided that such procedures and protocols meet the statutory requirements of the I-GA, the Local Government Official Information and Meetings Act 1987 or HBRC's Standing Orders.

38. The Chairperson does not have a casting vote.

Māori Committee Members’ Responsibilities

39. Ensure consultation and feedback to Hapū/marae and other Māori organisations.

40. Put forward appropriate agenda items for discussion by the Committee.

41. Ensure that the work of the Māori Committee will align with Hapū marae aspirations, which, in turn, are appropriately promoted for Council consideration when developing the Council Long Term Plan (LT P), ITP review and/or Annual Plan.

42. Liaise with Hapū/Marae/Tāngata Whenua when required to assist direct contact with the Council.

43. Provide the Regional Council with appropriate Tāngata Whenua contacts as and when necessary

44. When requested by Consents staff, provide appropriate Tāngata Whenua contacts for those deemed 'affected' by a notified resource consent application.

45. Promote Tāngata Whenua interests in the Council's decision-making processes.

46. Assist Council to avoid disputes involving Tāngata Whenua issues.

47. Responsibilities of Councillors on the Māori committee

48. Seek an understanding of the issues relevant to the Regional Council that are of importance to Tāngata Whenua.

49. Represent and reflect the Council's policies, plans and responsibilities to the Māori Committee.

50. Promote an understanding of the concerns and reflect the resolutions of the Māori Committee to Council.

51. Assist with the promotion and support of hapū aspirations, which have been supported by the Māori Committee, when developing the Council's LT P, I-TP review or Annual Plan process. Policies

Te Tiriti O Waitangi (Treaty of Waitangi) Policies

52. The Treaty Article relevant to each Policy is shown in brackets.

53. The Hawke's Bay Regional Council acknowledges that:

53.1. Major aspects of the Resource Management Act and Local Government Act place particular responsibilities on the Council regarding its involvement with Māori (Article One)

53.2. It is necessary and valuable to have Māori input into decision-making and policy development, where appropriate (Article One & Two)

54. There are special requirements of Council to consult with Tāngata Whenua over matters of interest to Māori (Article Two).

Resource Consent Process (Articles One and Two)

55. The Council will provide a documented process to enable relevant Tāngata Whenua to have a meaningful input into publically notified or limited notified resource consent applications that affect them as either hapū/marae or iwi.

56. Relevant Māori members of the Māori Committee will at times be asked to provide appropriate Tāngata Whenua contacts in relation to resource consent application(s) and in particular notified consents.

57. The appropriate contacts will be required to represent Tāngata Whenua's views in relation to the proposed activity requiring resource consent and may involve formal submissions either supporting or opposing the application and appearing at consent hearings.

58. The documented process will be reviewed at least every three years with members of the Māori Committee to ensure it is still relevant and effective.

Consultation/ Communication (Article One & Two)

59. The Council and Māori Committee acknowledge the elements of effective consultation as established through the Courts, being:

59.1. That sufficient information is provided to the consulted party, so that they can make informed decisions

59.2. That sufficient time is given for both the participation of the consulted party and the consideration of the advice given

59.3. That genuine consideration of that advice, including an open mind and a willingness to change, is shown; and

60. That consultation must be carried out in good faith by both parties. Consultation Policy for Tāngata Whenua Issues (Article One & Two)

Kanohi ki te kanohi — Pokohiwi ki te pokohiwi Face to face — Shoulder to shoulder

61. In a wide variety of the Council's work there will be a need for effective consultation/communication with Tāngata Whenua.

62. The Council will endeavour to identify those with Mana Whenua (authority for that land) through the appropriate members of the Māori Committee on relevant occasions and in particular for resource consent applications.

63. The Council will endeavour to meet kanohi ki te kanohi (face to face) at an appropriate venue, such as marae.

64. The Council will acknowledge the mana (integrity) of the hui (meeting) by sending senior staff and, where appropriate, Councillors. That is, those who can make the decisions.

65. Where there are ongoing meetings required, Council will ensure that the relevant member of the Māori committee is kept informed about developments and involved directly at an early stage if there is a possibility of an impasse.

66. The Council will allow such time as is reasonable for a decision to be made allowing for tikanga Māori (Māori custom and practice) and thereby maximising the chances of a decision where the Council and tāngata whenua will be pokohiwi ki te pokohiwi (shoulder to shoulder) on the issue.

67. The Council's commitment is, through a process of pokohiwi ki te pokohiwi, to achieve a result where all parties are confident that their voice has been heard and respected and that the outcome has their support. It is accepted, however, that on rare occasions the Council may have to use its statutory powers or to refer issues to the legal system as a measure of last resort.

68. The Council will, within its statutory responsibilities, exercise its duty to protect Māori taonga (treasures) to the fullest extent practicable. (Article Two & One)

69. The Council will resource Tāngata Whenua, where appropriate, to ensure adequate consultation at a meaningful level is achieved on relevant issues. (Article Two & Three)

70. The Council, in making any decision, will ensure that the results of any consultation with Tāngata Whenua are fully considered. (Article Two & Three)

Wāhi Tapu (Article Two)

71. The Council will exercise its responsibility to assist Tangata Whenua to protect and preserve wāhi tapu sites in the coastal marine area, on the beds of lakes and rivers and on Council owned or administered land through the Regional Resource Management Plan.

72. Council acknowledges that only Tangata Whenua can identify wāhi tapu and decide on the importance of any particular wāhi tapu.

73. Council will provide a facility for the registering of Wāhi Tapu, Wāhi Taonga and Wāhi Tipuna sites of significance.

74. Council will take all practical measures to protect the sanctity of wāhi tapu sites within the reasonable bounds of budgetary allocation.

75. Council will respect the wishes of hapū/marae who wish to keep the actual site of a particular wāhi tapu secret by recording a general locality indicator, or by operating a 'silent file' for limited access.

76. Council will give the utmost respect to information given by hapü /marae in confidence.

77. The Council will investigate which powers could be transferred to recognised ngā hapū. (Article Two)

78. The Council will lift the general awareness within Council of the significance of Māori issues.

(Article Three)

79. The Council will provide training, particularly of Officers and Councillors of the Council, in relation to bicultural awareness and issues. (Article Three)

80. The Council will provide relevant training to members of the Māori Committee. (Article Three)

Regional Council's Commitment to the Māori Committee

81. The Regional Council, in acknowledging the necessity and value of Māori involvement in decision-making and policy development, will:

81.1. Appropriately resource the Māori Committee.

81.2. Resource Māori Committee meetings on marae when appropriate and also relevant consultation hui.

81.3. Maintain one position on each of the Regional Council's Committees namely: Environment & Services, Corporate & Strategic and Regional Transport committees for representatives from the Māori Committee.

81.4. Maintain up to two positions on the Hearings Committee for RMA Making Good Decisions qualified representatives from the Māori Committee.

81.5. Where a new Māori Committee has not been established after a local body election, Regional Council will support previous Māori Committee representatives attending, with voting rights, relevant initial Council committee meetings. This will maintain continuity until the Māori Committee nominates its new representatives. This will also include the Māori Committee representative(s) on any Hearing Panel that transverses the election process. Maintain one position on other Regional Council committees/working groups to provide Māori input where the focus of the Committee has a direct impact on Māori

81.6. Have the Māori Committee Chairperson as a participant at Hawke's Bay Regional Council meetings.

81.7. Councillors and appropriate staff will hold a wānanga (seminar) with kaumātua from throughout the rohe (area) to listen to the issues that are of importance for these iwi leaders at times when it is considered appropriate by either party.

81.8. Maintain a strong working relationship with the Post Settlement Governance Entities (PSGE) and Ngāti Kahungunu Iwi Incorporated.

81.9. As and when relevant, source appropriately experienced Māori to undertake specific work for the Council.

81.10. Ensure the Chair (and through him/her the members) of the Māori Committee is provided with the background information relating to Council's meeting agendas.

82. Be particularly mindful that Tāngata Whenua are not adversely affected in the decision making process when applying Council's policy on significance when the outcome has a clear impact on Tāngata Whenua.

Hawke's Bay Regional Planning Committee Act (2015) ^{^[1]}

83. The purpose of the Hawke's Bay Regional Planning Committee Act is to:

83.1. Improve Tāngata Whenua involvement in the development and review of documents prepared in accordance with the Resource Management Act 1991 ^{^[2]}for the Hawke's Bay region.

84. To that end, the Act establishes the Hawke's Bay Regional Planning Committee (RPC) as a joint committee of the Hawke's Bay Regional Council. ^{^[3]}

85. The function of the RPC is to oversee the development and review of the RMA documents prepared in accordance with the RMA for the RPC region.

86. The construct of the Tāngata Whenua membership to the RPC is formed from the nine Treaty Entities within the Hawke's Bay region.

87. Relationship between the Māori Committee and the RPC Tāngata Whenua members:

87.1. Whilst the Local Government Act provides the backdrop for engagement, the fundamental composition of the Māori Committee focuses on Hapū, Iwi and Marae. With the establishment of the RPC Act and the role of the Treaty Partners; the unfolding relationship still sits in the commitment to Whānau, Hapū, Iwi and Marae, to which this Committee has performed competently over the years.

87.2. The Māori Committee members have developed a communication process for engaging with the RPC Tāngata Whenua membership. This is to strengthen the relationship between both respective committees in providing governance, oversight and engagement for the wider Tāngata Whenua of this region.

88. The Māori Committee recognises the steps of evolution that will emerge from this relationship with the RPC and offer their commitment to working together for the benefit and wellbeing of the environment, the Hapü, Iwi and Marae.

Evaluation

89. To provide an evaluation of the effectiveness of the Māori Committee, the Māori Committee may request that an evaluation of its role, functions and performance be arranged by Council. Council may also indicate its intention to evaluate the role, functions and performance of the Māori Committee. Notwithstanding this process, the Māori Committee will provide an opportunity for a discussion of its performance at the last committee meeting each calendar year.

90. The Terms of Reference will be reviewed at least once every three years.

Summary

91. This Terms of Reference is a statement of the agreed principles of participation between the Hawke's Bay Regional Council and the Māori Committee of Council.

92. It sets out the broad parameters under which the parties will interact.

93. The creation of the Māori Committee of Council is an important step in the process of strengthening Tino Rangatiratanga for Māori within the Hawke's Bay.

94. While it is not intended to be a legally binding document, this Charter is entered into by both parties with the utmost good faith.

95. The Terms of Reference is a continuation of the process to enable Tāngata Whenua to have a meaningful voice in local government, and is based on the trust that has been established between the two groups.

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Wednesday 04 March 2020

Subject: Regional Climate Change Response Programme Development Update

Reasons for Report

1. This item briefly recaps recent decisions taken by Hawke’s Bay Regional Council, and associated climate change response actions underway, including the decision in June 2019 to declare a climate emergency and direct staff to develop a comprehensive programme of work.

2. This item also invites the Maori Committee to nominate a person to participate in a small interim working group. That group would assist staff in the formative phases (during 2020) of developing a regionally coordinated programme for climate change response.

Background

3. An item similar to this one was presented to the Regional Council’s Environment and Integrated Catchments Committee meeting on 5 February. At that meeting, notably the Committee agreed to establish an interim ‘governance’ working party, initially comprising councillors Rick Barker, Hinewai Ormsby and Martin Williams, plus one nominee each from the Māori Committee and Tangata Whenua members of the Regional Planning Committee.

4. Initially that working group will assist HBRC staff during 2020 to scope, prioritise needs for programme development and align that work with development of HBRC’s 2021-31 Long Term Plan. Examples of some of the matters that this working group will need to consider include:

4.1. how we might work with other councils and tāngata whenua to develop a coordinated programme of action responding to climate change in Hawke’s Bay

4.2. how community engagement initiatives can be aligned with the community engagement initiatives associated with preparation of the 2021-31 Long Term Plan

4.3. is scheduling a conference in late 2020 a priority and necessary initiative in developing the coordinated programme

4.4. what further information do we need to base our programme on/around? For example, a regional climate change risk assessment; a regional-scale inventory of greenhouse gas emissions (‘GHGs’); a public perceptions survey baseline (and future repeatable surveys) to monitor trends in community profile, attitude and actions for climate change response

4.5. how to deliver the work priorities within existing budgets or secure additional resourcing or de-prioritise other planned work.

5. The remainder of this report (including its attachments) are a replica of the background/context sections of the report staff had presented to the Environment and Integrated Catchments Committee meeting on 5 February 2020.

“Action on climate change requires coherent and consistent governance across central and local government. Action on climate change requires a comprehensive understanding of the opportunities and risks, innovation, and prioritised actions to achieve our vision for prosperous communities.” (LGNZ Local Government Position Statement on climate change).

6. Climate change is a global issue with local effects. Rising greenhouse gas concentrations, global average sea level and average temperature rise are being felt in our communities in the form of extreme weather events causing river and coastal flooding, drought and severe coastal erosion.

7. Past hazard assessments for the region indicate that over the next century our region can expect sea levels to continue to rise, more extreme weather, more intense rainfall, warmer, drier summers, fewer frosts, milder winters and shifting seasons. In addition, the climate will also vary from year to year and decade to decade owing to natural processes such as El Niño. Climate change effects over the next decades are predictable with some certainty, and will vary from place to place. Many of those projections were documented in the 2017 NIWA report ‘Hawke’s Bay Climate Change Projections: prepared for Landcare Research New Zealand Limited.’

8. Councils are at the forefront of managing the risk to New Zealand’s natural and built environment through mitigation and adaptation actions. Through its environmental planning and regulation role, much of the responsibility for adaptation falls to local government. However, councils cannot address these issues by themselves. All parts of society, a diverse range of actions and policy approaches are required to effectively manage the risks climate change presents.

9. With respect to mitigation, councils can play an important role by working with communities to reduce emissions. As a business organisation, the Regional Council can also take steps to procure goods and services that are ‘climate-friendly’ and reduce its own emissions, waste, energy consumption, etc. A number of such initiatives are in place, in progress or planned for the future (Attachment 2). These are just some of the ingredients that would feature in a comprehensive programme of work in response to climate change.

10. In the Council’s Strategic Plan 2017-2021, four of the 23 strategic goals are:

10.1. by 2025, coastal hazards are being managed to meet foreseeable climate change risks to coastal communities out to 2100

10.2. by 2030, flood risk is being managed to meet foreseeable climate change risks out to 2100

10.3. by 2030, Hawke’s Bay has environmentally sustainable, harvestable water identified and stored or plans to be stored if required

10.4. by 2040, Hawke’s Bay is carbon neutral.

11. To achieve those 23 strategic goals, over the past few years the Regional Council has made a series of decisions and launched a number of significant proposals that lay stronger foundations. Most notably, the 2018-28 Long Term Plan has been described as “revolutionary” in that it signals a new era in the way the Council manages the environment. With a strengthened environmental focus and emphasis on land, water and biodiversity, the LTP includes upscaling and accelerated work in land and water management (i.e. science, policy, regulation and incentives). To enable that, some of the things Council has agreed include:

11.1. completing a Capital structure review

11.2. completing shareholding transactions for Port of Napier Limited

11.3. increasing user charges

11.4. borrowing up to $35 million over ten years to provide incentives to change farming practices in the region.

Climate Emergency Declaration and Local Government Leaders’ Climate Change Declaration

12. On 26 June 2019, the Regional Council declared a climate emergency when it passed the following resolution (ref RC69/19): “[The Hawke’s Bay Regional Council]

12.1. Declares a climate emergency, recognising global warming to be an urgent and pervasive threat to human and ecological wellbeing.

12.2. Commits to providing an annual progress report in relation to its existing programme of work and additional future programmes relating to climate change.

12.3. Includes climate change as a primary factor for consideration in its decision making processes.

12.4. Commits to developing a comprehensive programme of work in response to climate change, including regional leadership for climate change awareness and action.

12.5. Requests staff develop a programme of community engagement on climate change mitigation and adaptation.

12.6. Directs the Chief Executive to further reduce the Council’s greenhouse gas emissions and report annually on progress within the annual progress report.

12.7. Advocates to the Ministry for the Environment to include greenhouse gas emissions in the consenting process under the Resource Management Act.

12.8. Makes further submissions, as appropriate, to the Zero Carbon Bill.”

13. The Regional Council is a signatory to the 2015 Local Government Leaders’ Climate Change Declaration. The Declaration features seven principles under headings of precaution, stewardship/kaitiakitanga, equity/justice, anticipation (thinking and acting long-term), understanding, cooperation and resilience. The local government sector’s position on climate change is documented by Local Government New Zealand – the “sector voice” for all 78 councils in Aotearoa. In a 4-page summary, the statements are:

13.1. Local government will collaborate

13.2. Local government will incorporate climate change implications into urban development and land-use decisions and take a long term approach to waste management and energy use, including transport infrastructure

13.3. Local government will take an all hazards approach to managing risks

13.4. Local government will factor in the impacts of climate change on water security.

13.5. What local government requires of central government is:

13.5.1. a national campaign to raise awareness of climate change

13.5.2. policy alignment and a clear mandate to address climate change

13.5.3. a decision on fiscal responsibility for adaptation

13.5.4. co-investment with central government to support low carbon, climate resilient infrastructure.

Surveying residents’ perceptions

14. In the Regional Council’s two-yearly independent survey of HB residents’ perceptions, the 2019 survey^{^[4]} sought residents’ opinions about climate change. Sixty-five percent of the 800 respondents indicated they are ‘somewhat to very concerned’ about the impact of climate change and thirty percent believe the Regional Council should give ‘high to very high’ priority to addressing the impacts of climate change.

15. Project leaders are currently considering the merits of designing an additional community survey to aid in building a ‘before’ snapshot of public perceptions and knowledge of climate action in the region. This is a one-time-only opportunity to obtain a richer snapshot before the regional council and its partners proceed to build a comprehensive programme of climate action, and the associated targeted communications, community engagement etc. Over time, repeated surveys would enable us to ‘test’ effectiveness of the programme on community awareness and action highlighting areas for particular focussed effort.

Climate change legislation

16. In late 2019, Parliament passed the Climate Change Response (Zero Carbon) Amendment Bill into legislation. That amended the Climate Change Response Act 2002 and is a blueprint for New Zealand to deliver on the Paris Agreement signed in April 2017.^{^[5]}

17. The Climate Change Response Act as amended now sets up a framework of five year emissions budgets for achieving those targets and establishes a new, politically neutral and independent Climate Change Commission^{^[6]} to keep us on track and to hold successive governments accountable to implementing actions to achieve the zero carbon goal by 2050. The Commission is also responsible for developing a National Climate Adaptation Plan which has had foundation works laid down by the preparation of a National Climate Change Risk Assessment Framework and work currently underway on the national risk assessment itself.

18. Along with these changes, councils can expect useful direction when Government releases its first National Climate Change Risk Assessment due in mid-2020 (future six-yearly risk assessments will be undertaken by the Climate Change Commission).

19. The Government has previously announced its intention to review the resource management system. In 2019, a six-person panel was appointed by Government Ministers to lead a comprehensive review of the Resource Management Act and other significant legislation comprising the resource management system. In November 2019, the Panel released an issues and options paper outlining main issues to be addressed in the reform process and offers possible ways in which they might be addressed. Addressing climate change and natural hazards was identified as one of 14 key issues to be addressed in the review. It is very likely that the review will lead to legislative reform, but any such new legislation will not be in place within the current term of the Labour-led Government. This poses a degree of uncertainty if the reform will continue after the outcome of the Government elections later this year.

ETS and the farming sector

20. Over the next 5 years, farm-based greenhouse gas emissions from livestock and synthetic fertilisers will be addressed through a novel approach, apart from the Emissions Trading Scheme. Farming sector leaders and the Government are partnering to reduce primary sector emissions through an action plan which includes:

20.1. improved tools for estimating and benchmarking emissions on farms

20.2. integrated farm plans that include a climate module

20.3. investment in research, development and commercialisation

20.4. increased farm advisory capacity and capability

20.5. incentives for early adopters

20.6. recognition of on-farm mitigation such as small plantings, riparian areas and natural cover.

21. Mandatory reporting of livestock emissions will be required from the beginning of 2024. From 2025, the Climate Change Response (Emissions Trading Reform) Amendment Bill (2019) prices agricultural livestock emissions at the farm level and fertiliser at the processor level.

Council actions across Hawke’s Bay

22. All Hawke’s Bay councils are factoring climate change into policy, regulatory, operational and corporate support areas. Activities can be grouped into broad focus areas of leadership, planning and regulation, infrastructure and asset management, emissions reduction, information to increase community resilience, procurement and investment. Nonetheless, this ‘business as usual’ for councils’ activities is constantly growing and evolving. For example, the Regional Council currently has two e-bikes, six electric vehicles and four hybrid vehicles in its fleet compared to just a few years ago when it had only a single small hybrid.

23. The Regional Council’s Annual Reports, plus interim quarterly activity reporting document the organisation’s energy use, staff travel etc. Staff intend further detailed metrics will feature in those future reports. In this way, the Regional Council’s own actions will be far more transparent and show how the Regional Council is indeed leading and ‘walking the talk’ (i.e. Attachment 2 Row C.1).

24. Attachment 2 presents an indicative summary of HBRC’s current actions. This builds on staff briefings presented to the HBRC Environment and Services Committee in June and August last year. The layout of actions referenced in Attachment 2 builds on a three-pillar approach (refer Attachment 1) which was presented in November 2019 to the incoming 2019-22 Regional Councillors as part of an induction session. The three pillars suggested for a strategic response in Hawke’s Bay to climate change are:

24.1. Framework – best practice information, assessment and reporting framework that is compliant with both national and international obligations and standards

24.2. Engagement – HBRC leading an informed and engaged community in partnership with iwi and other local authorities

24.3. Action – both mitigation and adaptation pathways. Priorities are understood and resourced appropriately, and the community has confidence that progress is happening and real.

25. There have been preliminary exchanges amongst the Chief Executives of the Regional Council and four main Hawke’s Bay territorial authorities. Some of the key points arising from those preliminary exchanges are:

25.1. many of the territorial authorities’ activities already factor in climate change and nowadays this is the norm rather than an exception

25.2. much of the new 2019-2021 councillors’ work in past few months has been focussed on induction and setting up representation on committees. None have yet had a focussed conversation on their respective council’s priorities for climate change response action

25.3. territorial authorities look to the regional council for technical expertise on climate projections, research and application. They typically do not have that kind of expertise in-house

25.4. territorial authority chief executives anticipate their respective councillors would support a regionally coordinated response on climate change led by the Regional Council that involves the TLAs

25.5. forming an interim working group is preferable for agility and less rigidity of meeting schedules etc. A cross-council and iwi working party could provide regular reports to the HB Leaders Group (Mayors and Regional Chair) until a more permanent governance arrangement is established.

25.6. the interim working group would be supported by a small group of staff from the regional council and TLAs

25.7. it would be useful to build a complete picture of collective council action across the region augmenting those activities by HBRC noted in Attachment 2.

Resourcing

26. There are limited resources allocated within HBRC’s budgets for the 2019-20 and 2020-21 financial years. To put this in context, budgets for Project 194 (‘Response to Climate Change’) are as follows:

26.1. 2019-20 TOTAL = $24,800 (incl $16,300 external costs)

26.2. DRAFT 2020-21 TOTAL = $25,700

27. To progress development of a coordinated action programme, a well-targeted programme ought to be informed by a risk assessment and also an inventory of emissions at whole-of-region scales^{^[7]}. By way of example, an emissions inventory for the Waikato region in 2016 cost almost $60,000 and its first three-yearly refresh is estimated to cost over $75,000. To be clear, records and monitoring of the Regional Council’s own carbon footprint has been completed and is ongoing.

28. Beyond 2021, the Council’s long term plan development process presents an opportunity to boost resources for climate action in Hawke’s Bay, if that is the Council’s desire. The public engagement dimensions of the LTP process also present an opportunity for pairing community engagement on a programme of climate change response actions.

29. In addition to community engagement alongside the LTP, engagement with tāngata whenua is crucial. Mr Pieri Munro (Te Pou Whakarae) has advised the Project team that a briefing paper should be presented to the Maori Committee meeting on 4 March to seek their input and direction about the roles and responsibilities for tāngata whenua in developing the regional climate change response programme for Hawke’s Bay.

Community engagement opportunities

30. Recent surveys indicate New Zealanders are becoming increasingly concerned about climate change. In Hawke’s Bay, the Regional Council’s 2019 Residents Perception Survey results painted a similar picture.

31. In June 2019, the Regional Council’s declaration of a climate emergency was accompanied with a direction that council officers “develop a programme of community engagement on climate change mitigation and adaptation.”

32. During development of a comprehensive climate change response programme, it will be important to engage and communicate with multiple stakeholders throughout the process. Forms of engagement will vary by audience. A communications plan is currently under preparation with the intent that communications and community engagement:

32.1. would work within existing project budgets

32.2. builds on existing local initiatives and projects (for example, the adaptation planning and communications as part of the Clifton to Tangoio Coastal Hazards Strategy project)

32.3. aligns with preparation and drafting of the council’s 2021-31 Long Term Plan (e.g. regional roadshows and hui) and

32.4. works with initiatives of other regions, businesses and central government.

Conference in 2020

33. The idea of a conference later in 2020 has been suggested. The scale, content and timing of such a conference will be dependent on the resourcing that can be secured for such an event. Assuming a small council/iwi working party is to be assembled, that working party can be assigned the task of scoping out the purpose, timing and calibre of the conference. Subject to appropriate resourcing being secured, event planning can be handed over to a dedicated project team thereafter.

34. In terms of timing, the Prime Minister’s announcement of the General Election date (19 September 2020) will be a relevant consideration, at least in terms of content for central government workstreams, political speaker availability and national profile.

Community Engagement - Youth

35. Under the banner of ‘HB Youth Climate Action 2020 and beyond,’ planning has commenced for a two day youth camp in June 2020. With Council’s support, secondary school students and teachers will be invited to participate in an action collaboration to discuss the impacts and risks of the climate crisis and the unique challenges and opportunities it presents to Hawke’s Bay.

36. The outcome will be to inform, collaborate and empower rangatahi to have a voice and work as a partner with Council. These types of initiatives would complement a fuller calendar of community engagement activities through mid-late 2020 (for example, a conference as mentioned above).

Decision Making Process

37. 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.

Recommendations

That the Māori Committee:

1. receives and considers the “Regional Climate Change Response Programme Development Update” staff report

2. nominates ______________________ as the Māori Committee member on the climate change working party.

Authored by:

Gavin Ide

Principal Advisor
Strategic Planning

Approved by:

Tom Skerman

Group Manager
Strategic Planning

Attachment/s

There are no attachments for this report.

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Wednesday 04 March 2020

Subject: 2017-21 Strategic Plan Refresh

Reason for Report

1. This item seeks the Māori Committee’s feedback on a refresh of Hawke’s Bay Regional Council’s 2017-21 Strategic Plan. The plan is being refreshed rather than re-written for a number of reasons (as noted below) including that it is mid-way through its life cycle and the vision, mission and values in the plan have strong support from staff.

2. The focus of the refresh is to take into account:

2.1. Priorities for the new triennium

2.2. Changes in the external macro-environment since the current Plan was adopted in 2017, and

2.3. Lessons learnt and issues arising from the delivery of current workstreams and projects under the current LTP.

3. This item also describes how the Strategic Plan fits within the broader Long Term Plan project.

Context

4. This item marks the first step in the development of the 2021-31 Long Term Plan (LTP), a five-stage process that will conclude with Council’s adoption of the LTP in June 2021. The LTP is the centerpiece of the triennium and the primary vehicle to consult on significant changes to Council’s business.

5. The Strategic Plan is a non-statutory document that sets the organisation’s priorities and signals where more investment is needed in the long term plan. The Strategic Plan “refresh” is an essential building block for the development of the 2021-31 Long Term Plan.

6. The 5-stages of the LTP project are:

6.1. Stage 1: Jan – June 2020 – Strategic direction setting and information gathering

6.2. Stage 2: June – Dec 2020 – Change proposals (business cases, policy changes)

6.3. Stage 3: Dec – Feb 2021 – Consultation Document and Supporting Information

6.4. Stage 4: Mar – May 2021 – Consultation (including hearings, deliberations)

6.5. Stage 5: May – July 2021 – Final Document.

7. The LTP project schedule has been designed to cement the strategic direction early on in the project. This will enable enough time to re-prioritise resources, if necessary to deliver on the strategy in a consistent and cohesive manner. In practice, amendments made to the strategic goals in the refreshed Strategic Plan will be the subject of business cases during Phase 2 of the LTP project. In this way, staff can operationalise the strategic changes.

Marked-up Strategic Plan

8. Attached to this document is a marked-up version of the 2017-21 Strategic Plan with the changes provisionally agreed at a council workshop held on 11 February 2020. These changes are subject to further consideration by Council and feedback from the Māori Committee.

9. The changes are to:

9.1. More explicitly infuse climate change throughout the document to reflect the accelerating political and community expectations for climate change action. This includes wording changes to the vision and purpose and a new box across all four focus areas to describe climate change impacts.

9.2. Align targets for freshwater quantity and quality limits and farm plans to new national targets set in the Government’s Freshwater Reform Package.

9.3. Align the carbon neutrality target to the national target of 2050.

9.4. Consider setting targets for areas not sufficiently covered such as:

9.4.1. Stronger bi-lateral engagement/relationships with our Territorial Authorities

9.4.2. Marine environment

9.4.3. Sustainable urban development that considers long term natural hazard risk reduction

9.4.4. Encroachment of urban development onto high quality/versatile soils.

Proposed format for workshop

10. It is proposed to use the same workshop format as was used at the Council’s Strategic Plan refresh workshop held on 11 February. This will involve a brief presentation from staff on the process and content of the the 2017-21 Strategic Plan to demonstrate the significance of the change from the previous 2011 plan and then to run a “bus stop” exercise in which committee members pair up, and move around each bus top to:

10.1. Consider the proposed changes

10.2. Identify and discuss any key priorities not captured or given sufficient emphasis.

11. Group Managers will be posted at each bus top to guide and record feedback and then report back to the wider group on what they heard.

Key assumptions

New strategy or a review and refresh?

12. Staff are following the working assumption that we only require a refresh of the current strategic plan in order to inform the next LTP. This assumption is based on:

12.1. The 2017-21 Strategic Plan is a five year strategy document and we are only mid-way through.

12.2. HBRC’s functions are captured in multiple acts, policies, standards and regulations. Our unique set of functions reflect significant statutory roles and responsibilities, particularly in natural resources, hazard management and transport. Much of what we do is non-discretionary. It will come as no surprise that recent iterations of HBRC’s strategic plans have at their core been similar in terms of direction. The 2017-21 Strategic Plan reflected more a focus on how to achieve our outcomes more quickly or better, rather than fundamentally changing which particular outcomes we might achieve.

12.3. The 2017-21 Strategic Plan was a precursor to an ambitious and ultimately successful community consultation process that has significantly altered the resourcing of HBRC. The current LTP drives a 3-year general rates increase totalling over 30% and initiated a capital structure review that materially diversified the organisation’s investment portfolio risk following the conclusion of the Port of Napier IPO. Accordingly, the organisation is part way through a period of significant internal change in order to deliver outcomes with programs that can impact at pace and scale.

12.4. “I support the council’s vision, values and strategy” has been one of the highest scoring questions in the annual Staff Survey over the past two years. This is important for achieving results on the ground, staff retention and attraction.

12.5. Most of our work streams and projects have impact over long time periods, sometimes decades (such as in the case of freshwater quality improvements, erosion control and flood protection). In some cases our activities are more successfully measured by something that does not happen, rather than something that does but lends itself to easier measurement. This of course in no reason not to review a strategy to assess what is working and what can be improved.

12.6. An extensive review of the Strategic Plan will compress subsequent phases of the LTP project, in particular the time available to review existing levels of service and to develop, assess, and prioritise business cases to implement strategic intent. This was a lesson learnt from the previous LTP. The project schedule has been carefully sequenced to avoid this happening again and requires the Strategic Plan refresh to be signed off no later than April 2020.

No additional rates increase in the 2020-21 Financial Year

13. The refresh is undertaken on the assumption that the impact of any changes will be delivered through the 2021-31 LTP and not the final year of the current LTP.

Background

Land, River, Us

14. A hard copy of the “Land River Us” document was included with the Agenda for today’s meeting. It represents a significant effort and undertaking by this Council and although this was published approximately 10-years ago, many themes and aspirations remain relevant today. It is provided by way of general background to the workshop in order to prompt thinking as to what has changed for HBRC in the last decade, and what has not.

2017-21 Strategic Plan

15. A copy of the 2017-21 Strategic Plan can be found on council’s website link here.

16. The 2017-21 Strategic Plan was the result of 14-months of engagement with staff, the incoming Council, the Maori Committee and RPC and informed the development of the current 2018-28 LTP. It replaced the 2011 Strategic Plan.

17. The objective of the 2017-21 Strategic Plan was to “help re-orientate the organisation to achieve priorities for this electoral term and beyond as agreed by the current Council. In the increasingly resource-constrained environment we operate, hard choices about priorities have to be made. To do this, this Council has decided to focus on achieving real results in areas of core business.”

18. The process started with an horizon scan of eight macro-environment strategic drivers and ultimately established a Desired Outcomes and Actions framework built around four focus areas, namely:

18.1. Water Quality, Safety and Certainty

18.2. Smart, Sustainable Land use

18.3. Healthy and Functioning Biodiversity, and

18.4. Sustainable Services and Infrastructure.

19. The four focus areas are in turn supported by 23 time-bound and measurable strategic goals that were reported on for the first time in the 2018-19 Annual Report.

Revisiting the eight strategic drivers from the 2017-21 Strategic Plan

20. As noted above, the following macro factors were assessed in the development of the current Strategic Plan:

20.1. Fiscal pressures

20.2. Community values and expectations

20.3. Technology, data and information

20.4. Partnerships with Tangata Whenua

20.5. Central government direction

20.6. Past, present and future resource use

20.7. Socio-economic development

20.8. Hazards and emergency management.

21. These factors are important as they recognise that the Council does not exist in isolation. By considering the impact these macro factors could have on council business when setting priorities, council can future proof its decisions. They are also useful touchpoints to check back against to assess what has changed since the last plan was adopted.

22. The table below looks at what has changed in the macro-environment since the Strategic Plan was adopted three years ago, grouped by the eight strategic drivers from the current Plan.

Driver for change	Situation in 2017	Versus 2020
Fiscal pressures	Uncertain RWSS returns and the need to build a new wharf for Napier Port forecast multi-million dollar shortfall in annual revenue for Council operations and constrained capacity to deliver new initiatives.	RWSS ceased in 2018. The successful listing of the Napier Port on the NZX in August 2019 secured dividend revenue, and a more diversified balance sheet. 40%+ rates increases since 2017-18 has tested the community’s willingness to pay for council services but rates remain low in dollar terms.
Community values and expectations	Increasing awareness of environmental issues, but low levels of awareness of what we actually do and are currently doing. Added to this is ongoing confusion about the role of HBRC relative to territorial authorities. Effective communication with the community remains an ongoing imperative and needs to be at the centre of organisational strategy.	Accelerating political and community expectations on Climate Change Three waters - increased expectations from community about the level of collaboration between all responsible agencies. Greater acceptance and engagement by the primary sector in relation to practice change and interventions to improve environmental performance.
Technology, data and information	Data rich information linking person, place, resource use and environmental outcomes that can be scaled-up and down is needed to support planning and decision-making. Emerging technologies such as remote sensing and big data will transform how people experience or use the services we provide or make them cheaper or more efficient to provide but will require significant ongoing investment. Technology is an enabler underpinning all the strategic drivers but in light of the Council’s limited resources a clear technology strategy will be required to guide future investment.	IRIS PGF projects – Regional Water Assessment and 3D Aquifer mapping project
Partnerships with Tangata Whenua	Increasing demands of co-governance and co-management with tangata whenua but limited capacity to support this. HBRC has relatively low levels of cultural competency, and has not resourced Tangata Whenua engagement to the level of some other regional councils. Tangata Whenua seek an improved level of commitment, focus and resource.	During 2018 the Maori Partnerships Manager role was created and filled by Piere Munro along with two Maori advisor roles. Regional Planning Committee ‘relationship reset’ workshops.
Central government direction	Increasing direction & prescription from central government is resulting in less discretion in some areas. Dissatisfaction with the performance of local government and pressure on central government to drive stronger, faster outcomes in a range of areas has resulted in the creation of new legal and rule-based instruments. These more explicitly require HBRC to do more in certain areas. The most significant of these is the National Policy Statement for Freshwater Management (NPS-FM), though many other lower profile instruments are placing increasing demands on the Council. HBRC needs to continue to monitor the resource implications of these as their impacts on the Council will continue to grow over time. It is important to communicate to the community that many of the drivers of costs for HBRC are not discretionary.	This trend has continued and increased. In 2020, the MFE’s programme includes: · Essential Freshwater/Healthy Waterways (NPS FM) reform package, which has far-reaching consequences for HBRC work programs and priorities. · RMA issues and options paper – 12 Nov – 3 Feb 2020 · Govt funded region-wide Three Waters Review. Engagement on national Climate Changes Risk Assessment · ETS regulations · Proposed NPS for Indigenous Biodiversity 26 Nov – 14 March 2020 · Amendments to Air Quality NES · NPS for Urban Development · NPS for Highly Productive land · NES fro marine aquaculture · NEW for outdoor storage of tyres · RMA Bill
Past, present and future resource use	Most environmental issues that HBRC manages are not new. They are a legacy of the cumulative and chronic effects of previous decisions. Many of these challenges are landscape scale and require an enormous effort over time to turn around, costing tens of millions of dollars and involving thousands of landowners. Progress in many areas will be a multi-decade endeavour. Reconciling expectations for speedy results - given the size of the challenge, limited allocation tools, no pricing of scarcity or pollution and the large science investment required - is an ongoing challenge. Translating desired change into regulatory plans given effect through consenting processes takes many years. In some cases the community want HBRC to do things where it has little or no legal basis to act, which will be a source of ongoing frustration. Over the last decade, HBRC has developed significant science capability for managing resources. This needs to be leveraged as much as possible to support informed community discussions on what needs to be achieved, what can be achieved and by when. Major stress points for Hawke’s Bay include: · Sediment is the major stress-point for freshwater, estuaries and the marine environment. · Urban stormwater that is capital intensive to retrofit. · Water quantity (particularly managing overallocation for irrigation) and water quality limits · Farm practice change at the scale and pace that the community is demanding · Marine and coastal environment · Biodiversity	Climate Change – seismic shifts in both community and political drivers for action. TANK and other RMA plan changes navigating HBRC’s Treaty Partner relationships. Through the 2018-28 LTP, Council resolved to borrow $35M over 10 years to provide incentives to change in the form of interest free loans for Farm Plans and subsidies of up to 75% for riparian and reforestation. This led to the significantly enhanced Erosion Control Scheme which (as at 5 Feb 2020) has an estimated 139M hectares of farm area within the scheme and 443ha of land covered with works. There has been a total spend of $1.23M over the past two years by HBRC, landowners and other leveraged funding. The Council further agreed to significant funding increases biodiversity, biosecurity and Future Farming.
Socio-economic development	Capital required for water storage and port development, potential to leverage core RM role to enhance productivity and positioning of land-based sectors Currently the region’s economy is performing well and growing, but not all parts of the community are benefiting. The Matariki Regional Economic Development Strategy and Action Plan 2016 has identified this and seeks to address it. Regional economic development is driven by forces occurring globally, nationally and regionally. There are many organisations, both public and private, that influence how the region’s economy performs. HBRC works in partnership with many of these. The Council provides support to Business Hawkes Bay and directly to businesses on behalf of NZ Trade and Enterprise and Callaghan Innovation. The region’s four territorial authorities are also active in economic development. HBRC needs a clear view where it can add value to regional economic development and what the priority for scarce resources should be.	Population growth and GDP is currently exceeding forecast. Council’s proposal to step back funding to HB Tourism over 3 years from $1.8 to an annual spend of $900,000 by Year 4 received strong opposition during consultation on the 2018 LTP. In response, Council decided to drop funding to $1.5M in year 1 and hold it at that level for years 2-3 to give the industry and council time to investigate the best way to transition to a sustainable funding model. Economic Development focus on core business as a driver for a sustainable resource management platform for the community, as opposed to actively seeking growth opportunities.
Hazards and emergency management	Recent earthquakes nationally and tsunamis internationally have increased community awareness of natural hazards. There is an increasing community focus on risk, and there will need to be tough decisions and leadership required in the coastal hazard zone. The region has made good progress developing its regional civil defence capabilities, and readiness is at an all-time high. However, the risks are ever present and some risks are growing. Climate change is expected to bring increased frequency and intensity of storm events, which coupled with sea level rise makes the coastal environment increasingly hazardous. HBRC is working with Hastings District Council and Napier City Council on the Coastal Hazard Strategy but the hard yards lie ahead with the difficult decisions around retreat and defend, and the associated costs and upheaval of this. Over time climate change, including in relation to floods and droughts, may place HBRC at the centre of rolling regional crises that may challenge the capacity and capability of the organisation to respond. In time the Council will need to develop specific strategies to respond.	HBRC consulted on and subsequently agreed to take responsibility for collecting a single regional rate for CDEM. This along with a brand new purpose build CDEM facility in Hastings has further strengthened the regional civil defence capabilities. The ownership of the CDEM asset is a live topic of discussion between HBRC and Hastings District Council. Climate Change, the council’s declaration and increased community expectations for action make this an ever increasing priority for HBRC. Funding the Coastal Hazards Strategy remains a significant matter for council.

Next Steps

23. Feedback from today and in particular changes that Committee members would like to see to the vision, mission and purpose and the 23 strategic goals will be worked into a revised strategic plan which can then be reviewed and confirmed at subsequent Council workshops on 11 March and/or 1 April.

24. Once done, staff will use the new strategic plan to initiate and inform the levels of service review and any change proposals with associated business cases as part of the long term plan development.

Recommendation

That the Māori Committee receives and considers the “2017-21 Strategic Plan Refresh” staff report, and provides feedback as requested.

Authored by:

Desiree Cull

Strategy and Projects Leader

Melanie Taiaroa

Senior Advisor Māori Partnerships

Pieri Munro

Te Pou Whakarae

Approved by:

Tom Skerman

Group Manager
Strategic Planning

Attachment/s

⇩1

Marked-up HBRC Strategic Plan

[1] Hawke's Bay Regional Planning Committee Act (2015) hetp: / (legislation. govt.nz/ act/ public / 2015 0065 /

[2] Resource Management Act 1991 http://www.legislation.govt.nz(act/public/1991/0069/latest(DLM230265.html#DLM230264

[3] Part 1- s3 Preliminary provisions — Purpose

[5] The Paris Agreement is an international commitment to limit global warming to well below two degrees Celsius above pre-industrial levels and to pursue efforts to limit the temperature increase even further to 1.5 degrees Celsius.

[6] The Government established an interim Climate Change Commission while the ‘Zero Carbon Bill’ progressed through Parliamentary legislation stages.

[7] StatsNZ has led compilation of national greenhouse gas emissions by sector over the past few decades. Work is currently underway to disaggregate that high-level work by region. That disaggregation work is expected to be completed by June 2020.

⇩1	Environment and Integrated Catchments Committee Terms of Reference
⇩2	Corporate and Strategic Committee Terms of Reference
⇩3	Regional Transport Committee Terms of Reference
⇩4	Hearings Committee Terms of Reference