Agenda of Regional Council Meeting

HAWKE’S BAY REGIONAL COUNCIL

Wednesday 29 July 2020

SUBJECT: Significant Organisational Activities through August 2020

Reason for Report

1. The commentary following is for Councillors’ information, to highlight significant areas of Council activity. Significant Council resources are being directed toward various initiatives which reflect the Council’s evolving agenda and it is considered important that Council is consistently informed on progress in areas that have or may create a high external profile.

Whole of Region
Project / Activity	Significant Milestone(s)
Description	Upcoming	Group /Team or Section
2021 Council Meetings Schedule	1. Development of the 2021 schedule of meetings is under way in anticipation of Council adoption 30 September 2020.	OCEC Governance
Risk Maturity	2. In line with feedback provided at the 15 July FARS workshop, the following milestones on the risk maturity roadmap will be delivered to the 12 August Finance, Audit & Risk Sub-committee (FARS) meeting: - Draft Risk Management Policy - Draft Risk Management Framework, and - Revised List of Enterprise Risks	OCEC Risk and Assurance
Audit Programme	3. The FY 2019-20 annual internal audit programme will be closed out at FARS on 12 August, and the 2020-21 internal audit plan agreed. 4. Organising a separate organisational privacy audit and two operational reviews for Asset Management.	OCEC Risk and Assurance
Regional Business Partner Programme & Callaghan Innovation	5. Ministers Nash and Twyford announced a further $40 million allocated to the Regional Business Partner network nationally on 14 July, including $37.25 M to directly fund professional advisory services and $2.75 M to increase resourcing within the network. Within this, HB RBP has requested funding for 3 additional Business Growth Advisors for a 13-week fixed term, to cover the influx of enquiries. Interviews have commenced to enable quick starts, optimistically by mid week beginning 20 July. 6. The first tranche of this voucher funding pool, $606k, has been received by HB RBP and is being issued to businesses that have been waiting since early May, which equates to $150k. 7. Businesses can access Covid-19 Business advisory support for: · HR & Employee Relations · Health and Wellness · Business Continuity Planning · Finance and Cashflow Management · Marketing, Business and digital enablement strategy 8. Callaghan Innovation has opened applications for the $150m R&D Loan Scheme announced at the Budget. The scheme is intended to encourage R&D-performing businesses to continue R&D programmes in the current economic environment and mitigate the risk of R&D being curtailed due to commercial impacts of COVID. Businesses can access up to $400k loan at low interest rate to repaid over 10 years. The HB Innovation Specialist RBP has a number of applications underway.	OCEC RBP
People & Capability (including Health& Safety)	9. The People and Capability team has been working with unions to update both the Works Group and Salaried Employees’ Collective Employment agreements. 10. As the new financial year has begun, the team is supporting Managers and staff with setting new performance objectives for the coming year. 11. Currently 23 vacant roles under recruitment, ranging from entry level to Executive tier following the Executive Review. The team has engaged two recruitment companies to assist with recruitment of senior level roles. A number of placements made over the past month include filling the Regional Recovery Manager role. 12. Health and Safety actively managed and supported the transition of all HBRC staff back to work. Ongoing maintenance of staff Covid-19 testing continues. 13. Successful 4WD training delivered on 26 June 2020 for some Works Group staff with further training dates scheduled on 24 July 2020 and 7 August 2020. 14. ‘Driving Awareness’ campaign underway in July for all HBRC staff, focusing on Fleet Management, Speed, Drive to the Conditions, and Off Road Vehicles. 15. ‘Drive to Survive’ Advanced Driver Training scheduled for staff on 30 July 2020. 16. Two site observation/audits completed on areas in Works Group 17. Health and Safety work plan is being updated to be ready by the end of July.	OCEC People & Capability
Outstanding Water Bodies Plan Change (PC7)	18. Hearing Panel appointments made at 22 July extraordinary RPC meeting.	Strategic Planning Policy & Planning
Climate Change	19. An agenda item has been prepared and will be reported to this Council meeting in response to the Notice of Motion by Councillor Barker at the EICC meeting (1 July 2020).	Strategic Planning Policy & Planning
Regional Land Transport Plan	20. HB Transport Study making good progress, with long list of potential activities for inclusion in the Regional land Transport Plan under review at present.	Strategic Planning Transport
Marine and Coast HBMaC/ Sustainable Seas collaboration	21. The stage 2 Sustainable Seas National Science Challenge proposal has been completed with the core team. This work will be undertaken over the next year with the Hawke’s Bay Marine and Coast Group looking at degradation and recovery modelling of the stressors sediment and bottom disturbance from fishing. This is a Sustainable Seas project which has agreed to case study Hawke’s Bay for the development of Ecosystem Based Modelling information.	Integrated Catchment Management Marine and Coast
Erosion control/riparian plants distribution and planting	22. Through July and August the Catchment Delivery staff will be distributing the range of poles and plants for this planting season. This includes work at the HBRC pole nursery to cut the poles ready for distribution. On site Erosion Control Plan engagement with landowners and managing transportation risks now the rain has arrived.	Integrated Catchment Management Catchment Delivery
Predator Free Hawke’s Bay	23. The project has submitted an Expression of Interest to Predator Free 2050 Ltd for a couple of post covid recovery funding opportunities that would accelerate the Whakatipu Mahia project adding approx 16 new FTEs to the project 24. The Whakatipu Mahia Charitable Trust has begun discussions with Kiwis 4 Kiwi about translocating kiwi to the Mahia peninsula. 25. Work is continuing on the development of the research contract with Manaaki Whenua for this financial year. Reports for the previous contract can be found on our website pfhb.nz	Integrated Catchment Management Biosecurity/ Biodiversity

Northern Catchment
Project / Activity Description	Significant Upcoming Milestone(s)	Group /Team or Section
Mohaka Plan Change	26. Staff have re-engaged with Ngāti Pāhauwera (post-Covid) to reschedule the pan-iwi hui.	Strategic Planning Policy & Planning Team
Nuhaka River Road	27. WDC received PGF funding for shovel ready project. QRC have been appointed as the principal contractor. HBRC are acting in an advisory capacity with respect to design.	Asset Management Regional Projects
Area Manager Activity	28. Meeting in Wairoa with Parliamentary Commissioner for the Environment and Our Land & Water National Science Challenge to discuss using the Wairoa District as a Case Study for their project proposals on 30 July. 29. Work progressing on shovel ready projects	Integrated Catchment Management

Central Catchments

Project / Activity Description

Significant Upcoming Milestone(s)

Group /Team or Section

TANK plan change (PC9)

30. TANK Plan has been notified and an extension to the submission period agreed under delegated authority to 14 August 2020. To date 13 submissions have been received.

Strategic Planning

Policy & Planning

Ngaruroro and Clive Rivers – Application for Water Conservation Order

31. The Environment Court postponed the mediations set down for 23-26 June 2020 due to illness and NZ Covid-19 restrictions, now scheduled 30 September – 2 October 2020.

32. Dates for both hearings have yet to be agreed.

Heretaunga Plains Scheme review

33. Hydrodynamic modelling for Tutaekuri being constructed - to model 100yr, 200yr and 500yr flood scenarios, incorporating climate change. Tutaekuri hydrodynamic model calibrated and completed. Hydrologic model review has shown large variability in 100 - 500 year discharge. We are currently investigating other failure modes reflecting limited return period protection.

34. Ngaruroro River hydrodynamic modelling underway.

35. Communication and consultation plan being discussed with internal stakeholders

36. Māori committee supported the project and the project team to follow up with the specific Iwi groups for further communication.

37. Land matters being investigated for future engineering options.

Asset Management

Regional Projects

Flood Control Schemes

38. Review of functionality, level of service provided, equity and accuracy of rating areas for the flood control schemes. HP level of service condition assessment approximately 80% complete. Esk Catchment review commenced and progressing well.

39. Asset Management Plans and framework review. Draft report and draft plans in place awaiting final review.

Asset Management

Engineering

Clive River Dredging

40. Deed of Land lease agreement sent to landowner for acceptance. Meeting scheduled to discusses and negotiate lease agreement.

41. Methodology for land based discharge requested from contractor.

42. Resource Consent underway

Asset Management

Regional Projects

Lake Tūtira

43. Kahakanui Stream Bridge – detailed design complete. Tender document due for completion in August. Construction is planned for October.

Asset Management

Regional Projects

Gravel Management

44. Maraekakaho access road- Tender award letter have been provided to Russel Road. Contract to be released later in July.

45. Global gravel extraction – prehearing meeting with all submitters scheduled for August. This meeting will be called and convened by the consent authority with outside organisation expert facilitator.

46. Meeting to brief and update on process, timing and process with the gravel extractors scheduled for end of July.

47. Gravel allocation 2020-21 programme completed and gravel extraction report available.

Asset Management

Regional Projects/ Schemes

Heretaunga Plains water take renewals

48. Takes from the Heretaunga Plains unconfined aquifer (approx. 200 lodged) expired 31 May 2018 and are being exercised under s124. These are being processed as a group, as requested by applicants. Report on the individual and combined stream depletion effects now received, and the draft report being prepared for discussion with parties. Decision on notification pending.

Regulation

Consents

Public Transport

49. Switchover to the new bus ticketing system is underway, with passengers ordering the new BeeCards online and transferring balances. New ticketing system will commence operation at the same time as a flat fare scheme is introduced on 24 August. Public transport patronage has recovered well after Covid, and continued free fares have attracted new passengers.

Strategic Planning

Public Transport

Bayview/ Whirinaki track

50. Project deferred due to funding restrictions and will go to 21-31 LTP process.

Asset Management

Regional Projects

NZCT Priority Project Ahuriri Underpass Flooding Safety Issues

51. Working with NZTA around solution – seawall plan is finalised by OPUS for Southern End to ensure dr. Funding required by HBRC for $125k, MBIE approved $125k, NZTA $80k for total of project cost of $330k.

Asset Management

Open Spaces

NZCT Priority Project Waimarama Rd Safety project

52. Working with HDC to complete safer off-road section parallel to Waimarama Road, for all trail users. Expected completion December 2020.

Asset Management

Open Spaces

NCC / HBRC Westshore tidal gates and NCC Lagoon Farm stormwater discharge consents

53. These applications were limited notified. The submission period has closed and no submissions were received. The consent will be processed without need for a hearing.

Regulation

Consents

Napier City Council Wastewater

54. Napier City Council was served an abatement notice requiring it to cease the unauthorised discharge (leaks) by 30 October 2020.

55. NCC has reaffirmed that repair is the priority and is undergoing a full review of their wastewater infrastructure including replacement options for the outfall with investigations commenced 1 July 2020.

Regulation

Compliance & Enforcement

Hastings District Council Wastewater

56. Hastings District Council was issued a $750 infringement notice for discharge of untreated domestic sewage/stormwater to the Te Kahika Stream in April 2020, and a subsequent abatement notice requiring remedial/upgrade works on that section of the network.

57. HDC has begun investigations into replacement options for this section as root intrusion is likely to be causing significant blockages within this part of the network.

Regulation

Compliance & Enforcement

Air discharges

58. The Pollution Response and enforcement continue to receive a large number of call in relation to smokey fires since the beginning of the restrictions in the burning season 1 May to the 31 August.

Burning Stats 2019 YTD (1 May 2019 – 16 June 2019		2020 YTD (1 May 20- 9 July 20)
Burning Indoor	21	27
Burning materials (not veg)	20	30
Burning Veg	45	52

59. Infringement Notices issued up to 9 July 2020:

Burning materials (non-vegetation) 13

Burning vegetation (Hastings airshed) 11

Burning vegetation (Napier airshed)) 6

60. Sentencing for the Hastings Demolition burning incident on the 11 August 2020.

61. HB Eggs burning incident and Agri- Lab / Angela Payne Burning incident currently before the Courts.

Regulation

Compliance & Enforcement

Hawea Historical Park / Karamu Stream Diversion

62. Hawea Park Draft Management plan submitted to HBRC for review and comments.

63. Ongoing monthly meetings with the Hawea committee.

64. Carpark construction nearing completion.

Asset Management

Open Spaces

Regional Assets

Waitangi Regional Park

65. Earthworks for future marquee nearing completion minor amendments underway.

66. Overflow car park to be constructed in August 2020

67. New Waikahu wetland functioning well as a biodiversity habitat.

Asset Management

Regional Projects

Southern Catchments
Project / Activity Description	Significant Upcoming Milestone(s)	Group /Team or Section
CHBDC Wastewater discharge consents	68. Actions proposed by CHBDC for municipal wastewater discharges include further resource consents for new and amended discharges, which HBRC anticipates will be lodged soon.	Regulation Consents & Compliance
Production land use consents - Tukituki catchment	69. 13 complete production land use activity consents have been lodged and approximately 130 pre-applications received to date. Compliance staff are following up on those who have not engaged to date.	Regulation Consents & Compliance

Decision Making Process

2. 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 Hawke’s Bay Regional Council receives and notes the Significant HBRC Activities through August 2020 staff report.

Authored by:

Jack Blunden

Team Leader Compliance - Urban & Industrial

Drew Broadley

Community Engagement and Communications Manager

Jenny Brown

Principal Business Advisor - RBP

Vicki Butterworth

Cycle Network Coordinator

Desiree Cull

Strategy and Projects Leader

Peter Davis

Manager Environmental Information

Russell Engelke

Team Leader Open Spaces

Dean Evans

Manager Catchments Delivery

Craig Goodier

Team Leader Engineering

Martina Groves

Acting Regional Asset Manager

Keiko Hashiba

Terrestrial Ecologist

Mark Heaney

Manager Client Services

Nathan Heath

Catchment Manager (Wairoa/Mohaka)

Leeanne Hooper

Governance Lead

Gavin Ide

Principal Advisor Strategic Planning

David Keracher

Acting Manager Regional Projects

Dr Kathleen Kozyniak

Principal Scientist (Air)

Campbell Leckie

Manager Catchment Services

Dr Barry Lynch

Team Leader/Principal Scientist (Land Science)

Anna Madarasz-Smith

Team Leader/Principal Scientist Marine and Coast

Helen Marsden

Risk and Assurance Lead

Kirsty McInnes

Senior Advisor Health and Safety

Malcolm Miller

Manager Consents

Mark Mitchell

Team Leader/Principal Advisor, Biosecurity/Biodiversity

Thomas Petrie

Project Manager Environmental Hotspots

Anne Redgrave

Transport Manager

Andrew Siddles

Chief Information Officer

Bronda Smith

Chief Financial Officer

Dr Jeff Smith

Manager Scientist

Erika Teariki

People & Capability Advisor – People Solutions

Jolene Townshend

Senior Advisor Integrated Catchment Management

Nick Zaman

Manager Compliance

Approved by:

Ceri Edmonds

Acting Group Manager Strategic Planning

Chris Dolley

Group Manager Asset Management

Jessica Ellerm

Group Manager Corporate Services

Liz Lambert

Group Manager Regulation

Joanne Lawrence

Group Manager Office of the Chief Executive and Chair

Iain Maxwell

Group Manager Integrated Catchment Management

Attachment/s

There are no attachments for this report.

HAWKE’S BAY REGIONAL COUNCIL

Wednesday 29 July 2020

Subject: Adoption of the HBRC 2020-21 Annual Plan

Reason for Report

1. This item completes the annual budgeting and planning process for 2020-21. Council needs to adopt the HBRC 2020-21 Annual Plan in accordance with the Local Government Act 2002 before the rates can be set. This report also provides Council with an early Draft Recovery Fund Policy which will, when completed, assist Council in making decisions regarding allocation of the funding. The establishment of the Recovery Fund is part of the 2020-21 Annual Plan.

Officers’ Recommendation

2. Council officers recommend that Council reviews the information provided and resolves to adopt the 2020-21 Annual Plan.

3. Council officers also recommend that Council resolves to receive the Draft Recovery Fund Policy (attached) for information only at this stage, for further development.

Executive Summary

4. Council is required to prepare and adopt an Annual Plan for each financial year, except when a Long Term Plan is developed, which is every three years. Annual Plans include the work programmes and budget for the year, and highlight any variances from Long Term Plan forecasts. The 2020-21 Annual Plan corresponds to year 3 of Council’s 2018-28 Long Term Plan.

5. The 2020-21 Annual Plan has been developed in an environment shaped by the COVID-19 pandemic and Hawke’s Bay’s worst-ever drought. It is difficult to predict how long the effects of these two events will be felt. The Regional Council aims to be agile and to support our community in the best ways it can.

6. Council had not intended to formally consult the community on its 2020-21 Annual Plan. Council’s programmes of work and budget were on track with our Long Term Plan until COVID-19 and the drought.

7. In response to the economic impacts of these events, Council requested information from Council officers including options to implement a 0% rate increase to ratepayers. Council also requested officers look into creating a $1 million Recovery Fund to enable it to leverage potential central government co-funding for “shovel-ready” projects that would support economic recovery, while at the same time accelerate positive environmental change.

8. Upon receiving this information, Council agreed to ask the community if it supported keeping rates at the same level as 2019-20 – a 0% rates revenue increase - through borrowing the required rates revenue shortfall of $1.5m to continue the planned programme of work.

9. A net reduction of $7.58m in Council revenue was forecast. The total amount of $10.08m was reduced by $2m that was budgeted to be moved to a new Investment Income equalisation reserve and $497k for other reserves. The forecast shortfall includes reductions in investment income, and other Council revenue caused by the expected economic downturn. It also includes the impact from having a 0% increase in rates revenue for 2020-21 instead of the proposed 7.3%.

10. Following community consultation and hearings, Council resolved to keep rates at the 2019-20 level and borrow the required funding, and to establish a $1m Recovery Fund. These options received the most support from submitters to the Annual Plan.

11. The impact of the significant drop in non-rate income and the 0% rates revenue increase for 2020-21 means Council is now planning for an operating deficit of $4.37m (instead of a planned $5.7m operating surplus) for the year. This means that Council does not plan to balance its operating budget for the 2020-21 Annual Plan and now needs to borrow a further $7.58m to fund the total projected shortfall in net funding requirement.

12. Council is required to resolve that the unbalanced budget is financially prudent and adopt this resolution prior to adopting the Annual Plan. Council is also required to resolve that the additional (borrowing) loan funding to fund operational expenditure is inconsistent with Council’s Revenue and Financing Policy, in accordance with section 80 of the LGA 2002.

Development of the 2020-21 Annual Plan

13. At a workshop on 11 March 2020, Council received information outlining the budget requirements for the 2020-21 Annual Plan year, with a proposed 7.3% rate increase. Council had previously signalled an intention not to formally consult the community on the 2020-21 Annual Plan. Despite challenging cost pressures on overheads, specifically in the areas of people costs and Information Technology, there were no material differences to year 3 of the Long Term Plan.

14. A short time after that, in response to the COVID-19 pandemic and the drought, Council asked officers to revisit the budget to update changes to:

14.1. known revenue assumptions

14.2. provide options on how to deliver a 0% rate increase to ratepayers, and

14.3. include $1m funding to leverage central government funding for ‘shovel ready’ projects which would support economic recovery.

15. At a meeting on 22 April 2020, Council was presented with four options of how to deliver a 0% rates revenue increase. Council’s preferred option was to keep the rates revenue at the same level as 2019-20 and borrow the required shortfall ($1.5m). Council was keen to keep the work programme and levels of service as planned. There remains strong demand for our services and Council believes continuing with the activities already planned will support the Hawke’s Bay economy in its recovery, while delivering on our Long Term Plan to protect and enhance the environment.

16. A net reduction of $7.58m in Council revenue was forecast. The total amount of $10.08m was reduced by $2m that was budgeted to be moved to a new Investment Income equalisation reserve and $497k for other reserves. The forecast shortfall includes reductions in investment income, and other Council revenue caused by the expected economic downturn. It also includes the impact from having a 0% increase in rates revenue for 2020-21 instead of the proposed 7.3%.

17. Council proposed to borrow the $1.5m rates revenue shortfall and the anticipated $6.1m shortfall in non-rate funding. Council believes that debt funding is the most appropriate way to support ratepayers and the economy, given the circumstances.

18. It was proposed that the $1m Recovery Fund be funded through a partial reallocation of a $3m budgeted placeholder for additional office space and updated facilities for field staff. New opportunities arising from COVID-19 have enabled the Council to revisit the need for additional office space and delay the timing for this project.

19. The two proposals - the rates approach and whether or not to establish a Recovery Fund - were identified as significant and/or material changes to year 3 of the Long Term Plan and therefore required consultation with the Hawke’s Bay community.

20. Council approved the consultation document and supporting information on 27 May 2020 and consultation took place from 8-28 June (three weeks). The 2020-21 Annual Plan now forms part of Council’s Climate. Smart. Recovery. Plan. The recovery plan was developed to guide the organisation’s decision-making in response to COVID-19 and the drought.

21. The Annual Plan hearings and deliberations of the proposals took place on 15 July. Council received 118 submissions from residents, ratepayers, organisations and community groups. Three people/organisations asked to speak to their submissions at the hearing, with one able to present on the day.

22. After deliberations and discussions around key themes and content of submissions, the Council resolved to proceed with its preferred options (as identified in the consultation document) of:

22.1. Keeping the rates revenue at the same level as 2019-20 and borrowing the required funding – a 0% rates revenue increase, and

22.2. Establishing a Recovery Fund of $1m.

What does a 0% increase in rate revenue mean?

23. As noted in previous reports and in the consultation document a 0% increase in rate revenue does not mean that all properties pay the same rates as they did in 2019-20. Council is applying the same policies and is collecting the same revenue from the General Rate and from each Targeted Rate as it did in 2019-20 however;

23.1. Council must use the property values as at 30 June each year as provided by Council’s valuer.

23.2. Where a rate is funded from properties in more than one territorial authority “equalised” values are used to determine the share paid by each Council area.

23.3. The 2020-21 equalisation process has seen a higher proportion of value in the Hastings District, resulting in Hastings properties paying a greater share of some rates.

23.4. Further, Hastings District had a revaluation and this has seen a shift in rates between different categories and different properties based on the amount each property has increased in value relative to the overall average increase.

Financial Impacts of the 2020-21 Annual Plan Budget

24. The impact of the changes included in the 2020-21 Annual Plan budgets has resulted in:

24.1. Council now planning for an operating deficit of $4.37m in 2020-21 (instead of a planned $5.7m operating surplus) for the year. This means that Council does not plan to balance its operating budget for the 2020-21 Annual Plan. The operating deficit is the accounting “surplus” or deficit”. This is different to Council’s identified funding deficit of $7.58m for 2020-21 as Council also needs to fund capital expenditure and debt repayment, and some operating items (such as valuation gains) do not generate funds that offset rates.

24.2. A forecast need for additional borrowing of $7.58m to fund the projected funding shortfall in the net funding requirement (as well as a reduction in reserves balances of $0.497m). This borrowing is to be repaid over 10 years. (Council is expecting to borrow in total $19.03m for 2020-21).

24.3. A significant increase in the projected rate increase in 2021-22 (based on the current LTP and funding strategy) to pass on the deferred 2020-21 increase, service the new borrowings and fund cost increases for 2021-22. The overall impact on rates for 2021-22 is an increase of 10.7%, which is before inflation and any other budget changes that will be decided as part of the LTP development.

Setting an unbalanced budget for 2020-21

25. During its budget deliberations and within the consultation document Council noted that the proposal to reduce the proposed rate increase from 7.3% down to 0% and a projected shortfall in investment revenues means Council needs to borrow to fund operating expenses and that this would result in Council not having a balanced budget for the 2020-21 financial year.

26. In making this proposal and subsequent decision Council determined that it is prudent to not balance the budget for 2020-21 as Council has the financial capacity to fund the revenue shortfall through borrowing and to do so is appropriate.

27. Section 100 (1) of the LGA 2002 states that a local authority must ensure that each year’s operating revenues are set at a level sufficient to meet that year’s operating expenses (the balanced budget requirement).

28. However section 100 (2) states that a council may set operating revenues at a level different to what is needed the meet the balanced budget requirement of section 100(1) provided it resolves that it is financially prudent to do so having regard to:

28.1. The estimated expenses of achieving and maintaining the predicted levels of service provision set out in the LTP, including the estimated expenses associated with maintaining the service capacity and integrity of assets throughout their useful life, and

28.2. The projected revenue available to fund the estimated expenses associated with maintaining the service capacity and integrity of assets throughout their useful life, and

28.3. The equitable allocation of responsibility for funding the provision and maintenance of assets and facilities throughout their useful life, and

28.4. The Council’s funding and financial policies.

Borrowing money to fund operating expenditure

29. The 2020-21 Annual Plan proposes that Council uses loan funding (borrowing) to fund operating expenditure. This is inconsistent with Council’s Revenue and Financing Policy. The policy does not currently identify borrowing as a source of funding for operating expenditure.

30. Council therefore needs to record the fact that its decision to borrow is inconsistent with the existing policy as part of the decision making process.

31. This inconsistency is due to Council’s decision, following public consultation, to adopt an unbalanced budget and proceed with a 0% increase in rates revenue in 2020-21 in response to the effects of COVID-10 and the drought on the Hawke’s Bay economy.

32. Section 80 of the LGA 2002 requires that where a decision of Council is significantly inconsistent with any policy the Council must clearly identify:

32.1. The inconsistency

32.2. The reasons for the inconsistency

32.3. Any intention of the local authority to amend the policy or plan to accommodate the decision.

Draft Recovery Fund Policy

33. The purpose of establishing the Recovery Fund is to enable Regional Council to act quickly and with some flexibility to leverage potential government co-funding into planned Council related capital projects that promote employment, encourage economic activity and accelerate positive environmental change.

34. The $1m for this fund has been reallocated from a budget tagged for additional office space and updated facilities for field staff. New opportunities arising from COVID-19 have enabled the Council to revisit needs for additional office space and delay the timing for this project.

35. Work has started on the Draft Recovery Fund Policy (an early draft is attached to this report). This will be further developed with input from Council.

36. The Recovery Fund Policy will be a non-statutory policy that sets out the decision making process that will be used to allocate the funding, including criteria that will be used to assess proposals.

37. The purpose is to give confidence to submitters to the Annual Plan and ratepayers that there is rigour around the spending of the funding.

Late Adoption of the Annual Plan

38. The 2020-21 Annual Plan was required to be adopted by 30 June 2020. However, given the impact of COVID-19 and the local drought on the Hawke’s Bay community, Council wanted to be able to cushion the impact of these two events and was required to consult on its two proposals (rates approach and whether to establish a recovery fund). This meant a delay in finalising the plan and therefore a delay in its adoption.

39. LGNZ (Local Government of New Zealand) and SOLGM (Society of Local Government Managers) advise that an Annual Plan adopted after 30 June 2020 will be lawful. It is unlikely to be declared invalid in a judicial review if the only issue is the late adoption of the plan. This is particularly the case if the plan is adopted within a reasonable time after the statutory deadline, the delay can be explained, and the plan is not acted on until it is adopted. If Councils expect to be late in adopting its Annual Plan, they are advised to inform the Department of Internal Affairs and its auditors as soon as possible. Regional Council has advised both.

40. A council cannot lawfully set rates for the 2020-21 financial year before its Annual Plan for that year is adopted. However, section 50 of the Local Government Rating Act 2002 enables Councils to issue an interim rate invoice for not more than 25% of the rates payable in the previous year.

Post Adoption

41. Following adoption of the 2020-21 Annual Plan, officers will make any required minor corrections. The plan will come into effect immediately after adoption.

42. Council officers will make the plan publicly available, within one month after its adoption, in accordance with the LGA 2002.

Significance and Engagement Policy Assessment

43. Council officers assessed the changes from what was proposed for year 3 of the 2018-28 Long Term Plan and advised Council of the significant and/or material changes – namely the proposal for Council’s rate approach for 2020-21 and the proposal to establish a recovery fund for 2020-21. Consultation was undertaken in accordance with section 82 of the Local Government Act 2002. Consultation also adhered to Local Government New Zealand (LGNZ) and Society of Local Government Managers (SOLGM) guidance issued during the COVID-19 lockdown.

Climate Change Considerations

44. The 2020-21 Annual Plan forms part of Regional Council’s Climate. Smart. Recovery. Plan for the region. The Annual Plan is part of Council’s strategic response to COVID-19 and the drought, with the 2021-31 Long Term Plan being Council’s transformational response. Climate change remains Council’s core long term focus and priority within the recovery plan framework.

Considerations of Tāngata Whenua

45. Council workshopped the 2020-21 Annual Plan with Māori Committee and Regional Planning Committee tāngata whenua representatives on 14 May 2020.

46. The Regional Council is committed to work closely with tāngata whenua representatives on both the Māori and Regional Planning committees. Alongside this, Regional Council is collaborating with other agencies through the Matariki Regional Economic and Social Development vehicle to develop a regional recovery plan.

Financial and Resource Implications

47. The financial implications of the 2020-21 Annual Plan are outlined in the body of this report.

Decision Making Process

48. 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 that the decision is consistent with, and meets the statutory requirements of Section 95 of the Act in relation to adopting an Annual Plan.

Recommendations

That Hawke’s Bay Regional Council:

1. Receives and considers the “HBRC 2020-21 Annual Plan for Adoption” staff report.

2. Receives the early Draft Recovery Fund Policy for information only.

3. Agrees that it is financially prudent to adopt an unbalanced budget for 2020-21 having regard to the LGA 2002 sections 101 (1) and (2) and 100 (2) (a) to (d), and notes that the decision to adopt an unbalanced budget has been made acknowledging:-

3.1. the need to support the local economy now in response to the impact of COVID-19 and the drought while maintaining appropriate investment levels for the future, and

3.2. that Council has the financial capacity to borrow to fund a one-off shortfall in revenues enabling Council to proceed with a 0% rate increase instead of the 7.3% increase previously planned, and

3.3. that the unbalanced budget will have future financial implications that will need to be managed in future years.

4. Notes that, as required by section 80 of the LGA, a decision to borrow to fund operating expenses is inconsistent with Council’s Revenue and Financing Policy as this policy does not include borrowing as a source of funding for operating expenditure. This inconsistency is due to Council’s decision, following public consultation, to adopt an unbalanced budget and proceed with a 0% increase in rates revenue in 2020-21 in response to the effects of COVID-19 and the drought on the Hawkes’ Bay economy.

5. Adopts the 2020-21 Annual Plan in accordance with the Local Government Act 2002, subject to any changes made by Council at its meeting on 29 July 2020.

6. Delegates to the Group Manager Corporate Services and Chief Financial Officer authority to make any required minor amendments or edits to the 2020-21 Annual Plan prior to publishing.

7. Approves the borrowing of funds ($19.03 million) necessary to fund the proposed expenditure in the 2020-21 Annual Plan, including additional funds that were not provided for in the 2018-28 Long Term Plan.

8. Delegates to the Chief Executive and Group Manager Corporate Services, authority to negotiate and agree on the terms and conditions of all loans required to fund the expenditure requirements set out in the Annual Plan.

Authored by:

Ross Franklin

Contractor, Finance

Mandy Sharpe

Project Manager

Bronda Smith

Chief Financial Officer

Approved by:

Jessica Ellerm

Group Manager Corporate Services

Attachment/s

⇩1

Draft Recovery Fund Policy

HAWKE’S BAY REGIONAL COUNCIL

Wednesday 29 July 2020

Subject: Report and Recommendations from the Environment and Integrated Catchments Committee

Reason for Report

1. The following matters were considered by the Environment and Integrated Catchments Committee (EICC) meeting on 1 July 2020 and the recommendations agreed are now presented for Council’s consideration alongside any additional commentary the meeting’s Chair, Councillor Rick Barker, wishes to offer.

2. As Councillor Barker tendered his resignation as Chair of the EICC this item also provides the means for the election of a new Chair and Deputy Chair for the Committee.

Reports Received

3. A Notice of Motion from Council Barker - Climate Mitigation Hawke's Bay sought recommendations to Council to set up a semi autonomous unit similar to Civil Defence, called “Climate Mitigation Hawke’s Bay” to be the catalyst for encouraging the region’s individuals and industries to take measurable steps to mitigate the effects of climate change. After vigorous debate the Notice of Motion was referred to the 29 July 2020 Regional Council meeting for consideration alongside staff advice detailing the options available to progress the initiative.

4. The Heretaunga Water Security item reported on the scoping phase of the Heretaunga Water Security Project and sought direction on the broad design requirements for potential solutions to enable development of an indicative Business Case proposing a shortlist of sites to be advanced to the prefeasibility phase.

5. Mike Donnelly and Richard Gaddum presented to the Committee on Urbanisation of Heretaunga Plains and urged the HPUDS Implementation Working Group to take effective actions to protect and preserve productive soils by halting further development on the Heretaunga Plains.

6. The Farm Environmental Management Plans item explained the purpose of the plans, how they work to achieve their purpose, and how they fit into Council’s regulatory framework, and provided an update on related statistics for the Tukituki catchment.

7. The Integration of Predator Free Hawke’s Bay with Council’s Strategic Objectives item gave an overview of the expansion of the regional predator control networks through the 2018-28 LTP and how the Predator Free project integrates with other HBRC activities.

8. The Right Tree Right Place Update item updated the Committee on progress to date on the project and outlined a direction of travel for the preparation of a business case for the 2021-31 Long Term Plan based on the “Climate. Smart. Recovery.” theme.

9. The Scheme Ecological Management and Enhancement Plans - Braided River Bird Census item summarised ecology results from the river bird census carried out over Tutaekuri, Ngaruroro and Tukituki (and its tributaries) as part of the Ecological Management and Enhancement Plan (EMEP) effectiveness monitoring.

10. The Lincoln University 2019 Survey - Public Perceptions of NZ's Environment: 2019 item provided an analysis of the views expressed by Hawke’s Bay-based participants in the 2019 Lincoln University survey of Public Perceptions of New Zealand’s Environment.

11. Staff provided the Heretaunga Plains Flood Control Scheme Level of Service Review Update item to update the committee on progress with the review of the scheme’s level of protection.

12. Finally, Councillor Barker advised his resignation from the role of EICC Chair which means that the Council needs to elect a new Chair and Deputy for that Committee. The process of electing the Chair can be dealt with as part of this item, by calling for nominations and voting to elect one of the nominees.

Decision Making Process

13. These items were specifically considered by the Environment and Integrated Catchments Committee on 1 July 2020 and are now the subject of the following recommendations to Council.

Recommendations

The Environment and Integrated Catchments Committee recommends that Hawke’s Bay Regional Council:

1. Receives and considers the “Report and Recommendations from the Environment and Integrated Catchments Committee”.

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 these items without conferring directly with the community or persons likely to have an interest in them.

Heretaunga Water Security

3. Directs staff to prepare a business case for recommendations of a Heretaunga water storage site or sites to be committed to pre-feasibility investigations based on the final report from Tonkin and Taylor and that meet the following objectives.

3.1. Maximum Requirement - The site(s) provides a storage volume sufficient to maintain environmental outcomes for future climatic conditions, and provide additional supply to meet the foreseeable needs of future generations.

Reports Received

4. Notes that the following reports were provided to the Corporate and Strategic Committee

4.1. Cr Rick Barker Notice of Motion: Climate Mitigation Hawke's Bay (resolved: adjourns debate and refers the matter to the 29 July 2020 Hawke’s Bay Regional Council meeting for consideration as accompanied by a staff report providing options and processes available to progress the proposal.)

4.2. Urbanisation of Heretaunga Plains (resolved: receives and notes the “Urbanisation of Heretaunga Plains” presentation, notes the significant increase of the urban footprint, loss of production land and the fundamental importance of productive soils, and urges the HPUDS Implementation Working Group to take urgent actions to protect fertile land and productive soils.)

4.3. Farm Environmental Management Plans

4.4. Integration of Predator Free Hawke’s Bay with Council’s Strategic Objectives

4.5. Right Tree Right Place Update (resolved: requests staff put forward a concept model and business case through the Finance, Audit and Risk Sub-committee for report back to the Environment and Integrated Catchments Committee when finalised.)

4.6. Scheme Ecological Management and Enhancement Plans - Braided River Bird Census

4.7. Lincoln University 2019 Survey - Public Perceptions of NZ's Environment: 2019

4.8. Heretaunga Plains Flood Control Scheme Level of Service Review Update.

Election of Environment and Integrated Catchments Committee (EICC) Chair and Deputy

5. Call for nominations for the role of EICC Chairperson

5.1. ______________ nominated by _______________, seconded by _____________

6. There being no further nominations, _____________________ was elected Chair of the EICC.

7. Call for nominations for the role of EICC Deputy Chairperson

7.1. ______________ nominated by _______________, seconded by _____________

8. There being no further nominations, _____________________ was elected Deputy Chair of the EICC.

Authored by:

Leeanne Hooper

Governance Lead

Approved by:

Chris Dolley

Group Manager Asset Management

Iain Maxwell

Group Manager Integrated Catchment Management

Attachment/s

There are no attachments for this report.

HAWKE’S BAY REGIONAL COUNCIL

Wednesday 29 July 2020

Subject: Māori Committee Members’ Remuneration

Reason for Report

1. This item seeks Council’s decision confirming the remuneration for Taiwhenua representative members on the Māori Committee, including for the Co-chairs.

Officers’ Recommendation

2. Council officers recommend that councillors consider the information and figures provided, and the feedback provided by the Co-Chairs of the Māori Committee, and agree the appropriate remuneration for Māori Committee members.

Background

3. A previous Maori Committee Remuneration decision item presented to Council on 22 April 2020 was left to lie on the table until such time as staff were able to consult with the Māori Committee Co-chairs.

4. Subsequent to the April Council meeting Te Pou Whakarae, Pieri Munro, discussed committee member and Co-chair remuneration with Co-chairs Mike Paku and Michelle McIlroy. The recommendation from Co-chairs following a tangata whenua member workshop was:

4.1. members be paid at a rate per meeting of $452 per meeting plus reimbursement of associated travel costs paid on submission and approval of a Travel Claim form

4.2. Co-chair remuneration is on a per annum ‘salary’ basis, at the same rate as the RPC Tangata Whenua Co-chair, split evenly between Co-chairs; currently $27,500 per annum plus reimbursement of associated travel costs paid on submission and approval of a Travel Claim form.

5. Remuneration for the tāngata whenua was most recently reviewed by Mr David Shannon in 2017 (report attached). The 2017 Shannon report proposed a meeting fee of $400 per meeting plus reimbursement of eligible travel and accommodation costs, which was agreed by Council and is the remuneration currently paid to tāngata whenua Māori Committee members.

6. The 2017 Shannon report also suggested remuneration for the Māori Committee Chair, in recognition of the additional responsibilities associated with that position, on a per meeting basis of $600. This was not implemented at the time as the Chair, Mike Mohi, was being remunerated on a salaried basis in recognition of the additional tasks and responsibilities he undertook in performing a role similar to the current Te Pou Whakarae for the Council, in addition to his role as Māori Committee Chairman and attendance at Regional Council meetings.

Options for members’ remuneration

7. In confirming the per meeting remuneration for Māori Committee members, Council may wish to consider increasing that in line with the recent 13% increase in RPC tangata whenua remuneration. If agreed, the per meeting fee would increase to $452 per meeting, paid in accordance with a submitted and approved Travel Claim form, including reimbursement for associated travel costs.

8. Depending on the level Council decides to set remuneration at, meeting fees would equate to approximately:

$ per meeting	Representatives	Per meeting	Meetings per year	Total per year
$400	11	$4,400	6	$26,400
$452	11	$4,972	6	$29,832

8.1. Māori Committee representatives are also appointed to the Hearings (as required), Corporate & Strategic (4 per year), Regional Transport (4 per year) and Environment & Integrated Catchments (6 per year) committees. For representatives’ attendance at those meetings, it is estimated the associated remuneration would equate to between $8,000 and $12,000 per year at $452/meeting.

Options for Co-chair remuneration

9. In determining an appropriate level of remuneration for the Māori Committee Co-chairs it is suggested that Council takes into consideration the role description attached.

10. Options for Māori Committee Co-chair remuneration, include:

10.1. Setting remuneration on a per meeting basis, as per the Shannon report, paid in accordance with approved Travel Claim forms in the same way that Committee members are paid. Depending on the level Council decides to set remuneration at, meeting fees would equate to approximately:

$ per meeting	Representatives	Per meeting	Meetings per year	Total per year
$600	2	$1,200	18*	$21,600
$678**	2	$1,356	18*	$24,408

* includes Māori Committee, Regional Council and agenda setting meetings

** in line with the recent 13% increase in RPC tangata whenua remuneration

10.2. Setting remuneration on a per annum ‘salary’ basis. Given that Council now employs a Te Pou Whakarae and Māori Partnerships Team which have taken over the additional responsibilities the past Māori Committee Chair undertook it is proposed the Co-chairs be remunerated at the same rate as the RPC Tangata Whenua Co-chair, split evenly between the two. Current RPC Co-chair remuneration is $27,500 per annum, half of which is $13,750 pa. As a salary, the Co-chairs’ remuneration would cover attendance at all relevant meetings including alternate Regional Council meetings, Māori Committee, and workshops.

Financial and Resource Implications

11. Remuneration of the tangata whenua representatives on the Māori Committee is funded by the Māori Partnerships (travel & accommodation) and Governance (Meeting Fees) budgets set annually by Council.

Decision Making Process

12. 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:

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

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

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

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

12.5. 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 this decision without consulting directly with the community or others having an interest in the decision.

Recommendations

That Hawke’s Bay Regional Council:

1. Receives and considers the “Māori Committee Members’ Remuneration” 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 directly with the community or persons likely to have an interest in the decision.

3. Sets the remuneration rate for Taiwhenua representative members of the Māori Committee at $452 per meeting plus reimbursement of approved, associated travel costs, for effect from 4 March 2020.

4. Sets the remuneration rate for the Māori Committee Co-chairs, for effect from 4 March 2020 (being the date of appointment) at $27,500 split evenly, being $13,750 each per annum plus reimbursement of approved, associated travel costs.

Authored by:

Leeanne Hooper

Governance Lead

Pieri Munro

Te Pou Whakarae

Approved by:

Joanne Lawrence

Group Manager Office of the Chief Executive and Chair

James Palmer

Chief Executive

Attachment/s

⇩1	D Shannon tangata whenua Remuneration Review report
⇩2	Maori Committee Chair Role Description

HAWKE’S BAY REGIONAL COUNCIL

Wednesday 29 July 2020

Subject: Climate Change Mitigation

Reason for Report

1. This item is in response to Cr Rick Barker’s notice of motion (NoM) as partially debated at the 1 July 2020 Environment and Integrated Catchments Committee meeting, repeated in full following for ease of reference. At that meeting, the Committee agreed to adjourn further debate on the NoM and refer the item to the Regional Council meeting on 29 July. The Committee had also agreed that staff would prepare a report (i.e. this report) for the Council meeting to provide advice covering:

1.1. options for funding a semi-autonomous climate change mitigation unit, and these options would be canvassed with members of the Finance Audit and Risk Committee

1.2. advice on the Mayors’ views of the proposal

1.3. advice on what process(es) might be for progressing all, or elements, of the proposal.

Cr Barker Notice of Motion

2. The [Environment and Integrated Catchments] Committee notes the range of Council actions connected to climate change, including:

2.1. The decision by Council on 27 June 2019 to declare a climate emergency

2.2. Council’s activities in climate adaptation such as the work on the Coastal Hazards Strategy with initiatives to strengthen the regions stop-banks.

2.3. Council’s contribution to reducing greenhouse gases with its tree plantings and the plans for further extensive plants in the ‘right tree right place’ initiative.

3. The committee notes that central government will lead a country wide approach to climate change but observes that currently at the regional level there is a lack of organised and structured activity focused on mitigating the effects of climate change which needs to be effected by individuals, households and at the enterprise and industry levels.

4. The committee recommends to Council that it takes timely steps to address this by undertaking the following.

4.1. Set up a semi-autonomous unit similar to Civil Defence; to be called ‘Climate Mitigation Hawke's Bay’ [CMHB]

4.1.1. That it have a governance structure of Regional Council Chair, the region’s four Mayors and the Chair of Ngati Kahungunu Iwi Incorporated.

4.1.2. That it have a minimum staff of three, with the necessary facilities and support to be effective.

4.2. The remit for the unit is to be the catalyst for encouraging the regions individuals, households, whanau, enterprises and industries to take reasonable and measurable steps to reduce and mitigate their greenhouse gas emissions. To encourage and annual reduction by all to ensure the region is carbon neutral by 2050.

4.2.1. CMHB can bring forward proposals to the Regional Council and to Government on policies and initiatives that will alleviate the effects of climate change

4.2.2. CMHB will report at least every six months to the region’s councils on its activities

4.2.3. CMHB will in the initial stages be funded from the Regional Disaster Damage Relief Fund. This arrangement be reviewed after two years and should CMHB prove effective Council at that point can resolve to make CMHB part of the Council's plans and if not the entity be abandoned.

5. The Committee notes that CMHB will not be supported by legal powers to bring about change that it will be reliant on the moral case of all making changes to avert a climate disaster for future generations. That Hawke’s Bay cannot solve this issue alone but that the region has an obligation to do its very best to mitigate the effects of climate change and this Council and region will be judged not on what it said about climate change but what it did.”

Proposed Process for Notice of Motion

6. The following process is proposed, in accordance with Council’s Standing Orders, for receipt and consideration of Cr Barker’s NoM and resolution of a subsequent decision of Council.

7. Cr Barker re-moves his NoM, and if there is a seconder for it, Cr Barker introduces and speaks to the NoM, including providing the opportunity for councillors to ask questions about the NoM if he wishes, after which the seconder is invited to speak to the NoM.

8. Only the mover, at the time the notice of motion is moved and with the agreement of a majority of those present at the meeting, may alter a proposed notice of motion. Once moved and seconded no amendments may be made to a notice of motion.

9. Once Cr Barker and the seconder have spoken, the Chair will put the motion and councillors will vote to “receive and consider” the Notice of Motion.

10. Following a vote to receive and consider the NoM (either CARRIED or LOST), the meeting moves to consideration of the staff report, including providing staff the opportunity to speak to it and respond to any questions that councillors may have.

11. Once questions or points of clarification have been exhausted, the Chair or any councillor present will move a Substantive Motion along the lines of what is headed “Recommendations for Substantive Motion” on the last page of this agenda item. If seconded, then the Substantive Motion is open for debate following the standard process for achieving resolution.

Officers’ Recommendation(s)

12. Staff recommend that the Council considers the NoM and the associated staff advice provided and either:

12.1. Accepts and then resolves the NoM as proposed

12.2. Receives and considers the NoM before then resolving an alternative course of action by resolution of a Substantive Motion.

13. Should Council resolve the NoM as is, then there are various process matters that must be considered, particularly implications of decision-making significance and engagement as required under the Local Government Act.

Executive Summary

14. This agenda item provides a further response to a Notice of Motion proposed by Cr Barker at the Environment and Integrated Catchments Committee meeting on 1 July 2020. Staff have previously briefed councillors on the need for transformational change to reduce greenhouse gas (GHG) emissions, while also adapting to the impacts of climate change. And now, “climate change is at the heart of everything we do.”

15. At the meeting, the Chief Executive will provide an update on Mayoral views of the NoM proposal. The views of the Finance Audit and Risk Sub-Committee members have not been elicited in the past three weeks. That sub-committee’s next regular meeting is scheduled for 12 August should the need arise.

16. In its current form, the Regional Disaster Damage Reserve is unsuitable for use for climate change mitigation actions as the Reserve has been established by Council resolution for “managing the response and recovery for a disaster event”. Amending terms of the Reserve would constitute a ‘significant’ decision in terms of Local Government Act decision-making, meaning public should have an opportunity to comment on such a proposal.

17. Using other methods (e.g. general rates) to fund CMHB and its activities, even based on a relatively conservative estimate of $500,000 per year for the next two years, is likely to be a significant decision and one that does not align with the current Long Term Plan (LTP) nor the 2020-21 Annual Plan just consulted on.

18. Notwithstanding implications of the immediate financial and resourcing needs associated with establishing and operating the CMHB group as proposed in the NoM, the Regional Council continues planning for transformational change to address climate change in Hawke’s Bay. The 2020-25 Strategic Plan adopted in June further strengthened the Regional Council’s commitment to a climate-smart future. Preparation of the 2021-31 LTP will be another opportunity to demonstrate positive change. It is well recognised that our response to climate change must underpin all of our work and will require further changes to the way we work. We must also work with others in the community to reduce emissions as the Regional Council cannot do that alone.

19. A recent vacancy in the Corporate Support Team could be partially re-framed to provide greater focus on coordinating initiatives that reduce the Regional Council’s own organisational carbon footprint.

Brief Context

20. Climate change is a global issue with local effects, but the population is not affected equally. Councils are at the forefront of managing the risk to New Zealand’s natural and built environment through mitigation and adaptation actions. There is a need for transformational change to reduce greenhouse gas emissions, while also adapting to the impacts of climate change. The transformational change is needed to limit the impacts of climate change and reduce the damage it will bring to our people and places.

21. “Climate change is at the heart of everything we do” is stated in the Council’s recently adopted 2020-2025 Strategic Plan. How we do it and who with ought to build upon the many good initiatives already underway locally, nationally, and everywhere in-between.

22. In terms of mitigation, the actions need to be tailored and an understanding of greenhouse gas (GHG) emissions in Hawke’s Bay is critical to targeting those emissions with the right tools. The Notice of Motion acknowledges the role and ability of others in mitigating climate change.

Options Assessment

23. In relation to the NoM from Cr Barker, options for consideration include:

23.1. accepting the notice of motion or not

23.2. resolving the notice of motion as proposed or an alternative Substantive Motion.

24. As it is proposed, there are a number of disadvantages and limitations to simply accepting and resolving the NoM. These are outlined in further detail in this briefing paper. As a consequence, and for these reasons, staff do not recommend accepting the NoM proposal as is. However, the tenor of the proposal could be woven into preparation of the 2021-31 draft LTP^{^[1]} to accomplish that (e.g. by suggesting that staff investigate merits of the proposal and bring this forward as an option in preparation of the LTP) should a Substantive Motion to that effect be resolved.

Regional Disaster Damage Reserves

25. Clause 4.2.3 of the NoM suggests CMHB being funded initially for two years from the “Regional Disaster Damage Relief Fund.”

26. The Regional Council holds disaster reserves and insurance to fund reinstatement of drainage scheme levels of service should infrastructure assets be damaged in a significant natural hazard event. The Regional Council’s disaster damage reserves are designed to meet the cost of reinstatement following damage by events with a 4 to 5% chance of occurrence in any one year (i.e. on average events that occur more regularly than once every 20 to 25 years). The Regional Disaster Damage Reserve is defined in the 2018-28 HBRC Long Term Plan’s financial policies as:

26.1. “a reserve established to meet the commercial insurance excess of $600,000 on each event, the uninsured 60% of edge protection damage and the costs of managing the response and recovery for a disaster event.”

27. All of the returns for the Disaster Damage Reserve are retained within that reserve in accordance with the Regional Council’s Treasury Policy. The budgets established for the 2018-28 LTP were prepared on the basis that the Regional Disaster Damage Reserve would not be drawn on within the 10 Year Plan period. However, in recent weeks, Council has agreed to do just that to fund 2020 drought relief. The Drought Relief Fund is assisting in the response and recovery, and as the drought was an adverse event declared by the Agriculture Minister, so the reserve funding became available for drought recovery.

28. Staff consider that the Regional Disaster Damage Reserve could not be immediately re-purposed to fund climate change mitigation initiatives, despite the Regional Council having declared a climate ‘emergency’ in June 2019. This is because of the Reserve’s purpose and historical use relating to specific disaster events. To do so would necessitate the Reserve’s purpose to be altered. That would be an amendment to the Regional Council’s financial policies and changes to the Long Term Plan document, likely to require public consultation.

Views of Finance Audit and Risk Sub-committee Members on NoM proposal

29. The next scheduled meeting of the FARS is 12 August. FARS members attended a workshop on the evening of 15 July, but time constraints and attendee numbers at that workshop meant that the Chief Financial Officer was unable to elicit views of FARS members on the NoM proposal.

30. The next potential opportunity to seek the FARS members’ views is the meeting on 12 August, should the need arise.

Views of Mayors on NoM proposal

31. Mayors are scheduled to meet at the Hawke’s Bay Leaders Forum meeting on 27 July 2020. The Chief Executive will be attending that meeting and he intends seeking the Mayors’ views on the notice of motion proposal. The Chief Executive will verbally report back on the Mayors’ views at the Council meeting.

Update on three key priorities identified by the Climate Change Working Group

32. Staff have previously briefed Councillors^{^[2]} about three key priorities from the Climate Change Working Group for 2020-21 as being:

32.1. community perceptions surveying - currently underway and reporting expected to be completed by mid-September

32.2. stocktake of climate actions from other councils – preliminary desktop stocktake completed. Assessment of gaps and opportunities for further Regional Council action is about to commence.

32.3. regional^{^[3]} inventory of greenhouse gas emissions – procurement of consultancy services in progress.

33. Overall progress on these key priorities has been hindered due to key staff assisting with Hawke’s Bay Civil Defence Emergency Management response to the COVID19 pandemic and drought event earlier this year.

Climate action marketing campaign

34. The three key priorities in paragraph 32 are planned to be augmented by further communications and engagement work. Staff in the Council’s Communications Team are developing a marketing campaign focussing on people taking action for climate change. Refer to separate item in 29 July Council meeting agenda. At the Council meeting on 29 July, staff from the Communications Team will provide Council with a presentation about that climate action marketing campaign.

Sustainable Homes Programme

35. The Sustainable Homes programme has evolved from the HeatSmart programme that started in 2009. Working in partnership with the Energy Efficiency and Conservation Authority (EECA) afforded shared funding from central government to access insulation subsidies, through approved suppliers. This programme has been well received and the take up has led to a significant improvement in ambient winter air quality.

36. Expansion of the programme in 2018 now include $13m of approved borrowing over a ten year period to fund (cost recoverable for all additional products outside of the original HeatSmart programme) the following products:

36.1. on-site wastewater systems, to replace existing septic tanks and reduce leaching over unconfined aquifers

36.2. energy use reduction through clean heat, insulation, double glazing, solar hot water

36.3. community and domestic resilience, through reducing dependence on reticulated supply, promoting solar electricity and water storage.

37. The Sustainable Homes programme could deliver a vehicle to provide regional leadership in terms of climate-smart homes and buildings, but it could not do that alone. The current programme is cost-neutral, with the exception of the woodburner replacement grants.

38. Through the 2021-31 LTP preparation process, Council should consider whether it wishes to provide further incentives to the community via grants / subsidised funding of the scheme or whether it is satisfied with taking a leadership role in this space without further financial assistance. This will form part of the Levels of Service Review for the programme.

39. Currently, nearly all of the region’s electricity consumption is generated from renewable climate-friendly sources. Promotion of solar electricity and solar water heating is likely to provide negligible reductions in regional greenhouse gas emissions. Completing a regional GHG emissions inventory ought to reveal alternative ‘low-hanging fruit’ for reducing GHG emissions in Hawke’s Bay.

Overview of New Zealand Aotearoa agencies and their key initiatives

40. Climate change response is enshrined in legislation at a national level through the Climate Change Response (Zero Carbon) Amendment Act 2019 and there are a number of agencies that are working to reduce emissions across Aotearoa.

41. The Climate Change Commission supplies independent evidence-based advice to help Aotearoa transition to a low-emissions and climate-resilient economy. The Commission also monitors and reviews the Government’s progress towards New Zealand’s emissions reduction and adaption goals.

42. The Minister for Climate Change must set national emissions budgets and ensure they are met, prepare emissions reduction plans, prepare national adaption plans and request certain organisations to provide information on climate change adaption. The first national emissions budgets are to be set by the end of 2021. This work is done through the Ministry for the Environment which also advises us on the climate changes we can expect in New Zealand and the likely impacts.

43. The Resource Management Act was amended in June 2020 and some of the amendments relate to climate change. From 31 December 2021 councils:

43.1. must have regard to emissions reduction plans and national adaption plans when making and amending regional policy statements, regional plans and district plans

43.2. may consider discharges to air of greenhouse gas emissions as sections of the RMA prohibiting consideration of those matters have been repealed.

44. He Waka Eke Noa is a joint action plan on primary sector emissions. The plan is an innovative partnership of the primary sector and iwi to equip farmers and growers with the knowledge and tools to reduce primary sector emissions while continuing to sustainably produce quality food and fibre products for domestic and international markets. Key milestones are farm emission reporting and farm plans which are to be in place for all farms by 1 January 2025. Regional councils are involved in the development of the programme and likely to be involved in delivery, but details are still to be worked through.

45. Earlier this year, the Ministry of Education launched new a teaching resource for a climate change learning programme. Available to all schools, the programme aims to increase awareness of climate change and explain the role science plays in understanding it. The aim is for students to create and implement their own plan to take action for climate change, in order to feel empowered and not overwhelmed by the issues. The action-inquiry method is the basis of Education for Sustainability, which seeks to engage students in contemporary environmental issues and to meet the challenges of living sustainable and reducing the impact of climate change. As the coordinating agency for Enviroschools in Hawke’s Bay, regional council staff fully support the Ministry’s new teaching resource. It is complimentary to Enviroschools resources and will form part of our Enviroschools Climate Action Camp planned for October.

46. The Energy Efficiency and Conservation Authority (EECA) is a government agency that works to improve the energy efficiency of New Zealand homes and businesses and encourage the update of renewable energy. They also have programmes to promote electric vehicles and vehicle fuel economy labels. EECA’s Warmer Kiwi Homes programme gives grants for ceiling and underfloor insulation, as well as funding for heat pumps or efficient wood or pellet burners. They have estimated over 900 homes in Central Hawke’s Bay may qualify for funding and there will be homes in other parts of Hawke’s Bay that will qualify for the grants. EECA also works with businesses in Hawke’s Bay, for example Heinz Watties and McCain Foods, to make cost-effective energy savings and reduce Aotearoa’s carbon emissions. EECA have also run their Heavy Vehicle Fuel Efficiency programme in Hawke’s Bay which promotes fuel efficiency and creates greater engagement with drivers.

47. StatsNZ is soon to release a publication that will include estimates of greenhouse gas emissions for fifteen regions. It will contain breakdowns for a number of industries. Estimates for regional household emissions will also be provided. StatsNZ’s regional estimates are based off national-level emissions statistics.

48. Over 100 New Zealand businesses have joined forces to tackle climate change by forming the Climate Leaders Coalition “on a mission to reduce emissions in New Zealand.” The chief executives of each of the companies have signed the CEO’s Climate Change Statement, which recognises the role business can play in bringing about change and commits the companies to action. The goal of the coalition, which includes the leaders of Z Energy, Westpac, Ngai Tahu Holdings, Vector, Air New Zealand, Spark and NZ Post, as well as many small and medium sized businesses, is to help New Zealand transition to a low emissions economy and, in doing so, create a positive future for New Zealanders, business, and the economy.

49. The New Zealand Green Building Council is a non-profit membership organisation that promotes better buildings. The green movement is growing in awareness and popularity, but often building regulations and rules present barriers to greater uptake.

50. There are numerous other government agencies and non-government agencies who are undertaking a range of climate change response initiatives – particularly in terms of climate change mitigation. The range is far too vast to fully account for in this report. Instead, a small selection is provided.

Overview of local Hawke’s Bay initiatives

51. There are also initiatives happening locally in our region. Some of the initiatives that the Hawke’s Bay territorial authorities have underway include adopting their own sustainable business practices, enhanced waste minimisation plans, natural hazard risk assessment and plans to reduce vulnerability to hazards, influencing transport mode choice behaviours, supporting electric vehicle usage and associated charging infrastructure, tree planting schemes and reserve management enhancements, water meter installation to reduce water wastage and to manage water losses, and supporting the Hawke’s Bay Biodiversity Strategy and Action Plan.

52. The 3R Group, based in Hawke’s Bay, helps clients to take responsibility for products at the end-of-life stage through recycling or repurposing waste. Their ‘Climate Action HB’ initiative, supported by the Regional Council, focuses businesses and communities on meeting the challenges and opportunities of climate change in Hawke’s Bay. They are facilitating a series of practical workshops for businesses. The first workshop, in August, is about measuring and monitoring carbon emissions. Whilst the Regional Council has not provided financial support to 3R Group for this particular initiative, it should be noted that in November 2019, a joint Climate Action event, sponsored by the Regional Council, kick-started the Climate Action HB programme. That event saw over 100 people from the region’s businesses and councils connect to discuss Hawke’s Bay’s transition to a low-emissions economy.

53. The Hawke’s Bay District Health Board is one example of a large public organisation taking climate action. The HBDHB has selected five areas of focus ^{^[4]} based on their potential financial, equity, efficiency, social and environmental impacts.

54. Callaghan Innovation, through the Regional Business Partners programme administered by Council, offers funding support for business innovations that may have a climate change action feature. However, the driver for eligibility is economic growth rather than environmental impact per se. Each application is assessed on its merits in a non-competitive funding environment. There is no dedicated fund tagged only to climate change mitigation. Instead, climate change mitigation can be a factor in proposals supported by Callaghan Innovation’s range of funding in Hawke’s Bay. Examples could be a fertiliser company looking to innovation to improve the accuracy of fertiliser rates and distribution, agtech companies developing products to manage nitrogen in cattle excretion or a food business developing a bio-plastic packaging to replace PET products.

55. Another example is the Environment Centre HB which the Regional Council sponsors. The Environment Centre “provides education, information and a range of services to inspire, lead, educate and support people to create a sustainable Hawke's Bay.” They offer information on sustainable living, run free workshops and events and offer specialist recycling (e-waste, household batteries, coffee pods, bread tags, bottle tops and more).

56. These initiatives are all in addition to the variety of climate change mitigation and adaptation actions being undertaken by the Regional Council. Staff have previously presented an outline of those initiatives to the Environment and Integrated Catchments Committee meeting in February and Maori Committee meeting in March of this year, so is not repeated again this report.

Hawke’s Bay Regional Council’s own organisational carbon footprint

57. Councillors will be aware that regular performance reporting on the Regional Council’s activities already features reporting on energy, fuel use, air travel and waste reduction.

58. The Council Corporate Operations Manager is about to commission an experienced consultant to comprehensively assess the Council’s direct and indirect carbon footprint. The assessment would be done in accordance with widely accepted methodology as outlined by The GHG Protocol (World Business Council & World Resources Institute 2001) and ISO 140641:2006 standard (International Standards Organisation 2006). The initial assessment will be completed within the coming months, subject to data being readily available. This information will form the ‘baseline carbon footprint’ to monitor emission reductions against going forward, with a plan put in action around mitigating Council’s operational impact to reach carbon neutrality goals.

59. Over the last financial year, Council staff have been working towards progressing sustainability initiatives identified as ‘low hanging fruit’. These initiatives focus on waste reduction, energy efficiency, electric vehicle procurement and staff education emphasising sustainable consumables. A breakdown of various initiatives can be supplied upon request.

60. A highlighted achievement is a monthly energy use reduction of approximately 30% when compared to the previous financial year. This was achieved through preventative maintenance, staff awareness and the introduction of equipment with a higher energy efficiency.

61. Taking the learnings from COVID-19 lockdown operations, staff travel policies will be revisited to put additional control measures around travel requirements to favour video conferencing as an alternative to air travel.

62. Realising the environmental impact of Council’s fleet use, staff will continue to drive the ‘Electric First’ policy to replace fuel counterparts, noting the introduction of two electric farm bikes and the first full EV Nissan Leaf into the pool this month. Sustainable transport and electric vehicle options will continue to be investigated over the coming months aiming to combat and further reduce fuel related emissions.

63. A recent vacancy in the Corporate Support Team presents an opportunity for the Chief Executive and Group Manager Corporate Services to re-focus the role. The vacancy could be reformulated to provide greater focus on coordinating initiatives that reduce the Regional Council’s own organisational carbon footprint now and into the future.

Hawke’s Bay Regional Council’s Financial Policies and Resourcing Implications of CMHB

64. In preparing the Long Term Plan for 2018-28 a number of assumptions and predictions about the future have been made. Significant Forecasting Assumptions are identified in Part 7 of the LTP. Three assumptions particularly relevant to the NoM proposal are:

64.1. HBRC Activities and Functions - HBRC will continue to perform our existing functions in accordance with current legislation and current Council policies. These functions will be primarily carried out to meet our statutory role and responsibilities and to help meet the community outcomes for the region. This plan links community outcomes to HBRC activities within each group of activities.

64.2. Natural Disasters - A significant disaster event, particularly a flood, may have a major impact on the work programmes set out in this Long Term Plan. As these events cannot be anticipated they have been excluded from the Plan. Following such an event, HBRC will focus on response to community needs and recovery. Any major issues would be included in subsequent Annual Plans or Long Term Plan Amendments.

64.3. Climate Change - HBRC has allowed for a response to climate change throughout its work programme and levels of service. Two major projects in this LTP which are in a direct response to climate change are the increase in flood protection standards in the Heretaunga Plains Scheme and the continuance of the Coastal Hazards Strategy 2120 which is looking at a joint committee approach to coastal hazard and sea level solutions.

65. Deciding to amend the Council’s financial policies in the LTP (e.g. to alter terms for the Disaster Damage Recovery Reserves) to fund and operate CMHB would likely be of high significance and that would require a process for public participation in the proposed amendment.

66. Similarly, based on a conservative estimate of $500,000 per year for the next two years to fund the CMHB group and its activities, senior finance staff expect that this would trigger the need for special public consultation based on the Regional Council’s Significance and Engagement Policy. As the consultation on the 2020-21 Annual Plan has been completed, we would be unable to include the funding for the first year of the CMHB unit. Preparation of the 2021-31 LTP presents the next scheduled opportunity for public consultation on this type of expenditure and funding options.

67. Given the NoM’s proposed funding source (the Disaster Damage Recovery Reserve) is inaccessible for CMHB activities, it is difficult to properly assess any further budget implications. If general rates were to fund CMHB’s activities, then (based on conservative estimates of $500,000 per year for the next two years) that alone would be more than a 2.5% increase in general rates.

68. If CMHB was funded in full, from other budgeted projects for 2020-21, then the impacts on the levels of service for those projects may be significant. Simply put, the Regional Council funding CMHB cannot be done without some financial cost or opportunity cost to existing budgeted projects.

69. If Council was to accept the CMHB proposal, then the initiative would warrant further ongoing sustainable funding footing via the 2021-31 LTP – beyond immediate establishment of CMHB.

Unspent budgets from 2019-20 Financial Year

70. Staff have considered whether the CMHB group could be funded from across the organisation’s unspent budgets from the 2019-20 financial year. Advice from the Council’s Chief Financial Officer is, in a post-COVID19 context, that appropriate treatment of the unspent budgets are either:

70.1. to be carried forward into the 2020-21 financial year and remain tagged to specific projects for which they have been budgeted (e.g. to fund projects that had been delayed by the COVID19 pandemic restrictions or other delays to work programme progress); or

70.2. to be used to offset the reduction in investment income due to COVID19 pandemic and the required borrowing to fund the shortfall.

71. In short, there are no genuine surplus funds from underspends in 2019-20 financial year that could be re-purposed to fund a new CMHB group and its associated activities.

Policy and Planning Project Carry Forwards and Recruitment Opportunity

Planning Carry Forwards

72. As noted above, the carry forwards for any projects need to be tagged to specific projects delayed by COVID19 or other unexpected delays, or to be used to offset the reduction in investment income. Within the Policy and Planning projects there is a specific ‘Response to Climate Change’ project. For the 2019-20 year, the Policy and Planning team’s Response to Climate Change project budget was a modest $24,802 (including $8502 of staff time and $16,300 of external costs). This was overspent due to the work undertaken following the June 2019 climate emergency declaration. The budget was largely spent through time attributed by staff in the preparation of reports to council (e.g. development of the options for engaging with the community, providing council with detailed reviews of the HBRC projects/programmes featuring climate change adaptation and/or mitigation, and commissioning of the survey) and the climate change community perceptions survey (which was contracted in the 2019/20 years and has already been expensed but currently underway). This overspend has been absorbed within the overall Strategy and Planning budgets for 2019-20 due to COVID19-related delays in other projects.

73. For the 2020/21 year, a further $24,802 (including $8502 of staff time and $16,300 of external costs) has been allocated for the Response to Climate Change project. The proposed regional inventory of GHG emissions (another of the Climate Change Working Group’s key priorities) will require external consultancy services and is likely to exceed the budget available in this area. Staff will consider what other funding may be available that can be appropriately applied to funding this activity, including other policy and planning activity carry forwards which could be utilised for the GHG emissions inventory, given the inventory will be an input into policy development. Using that resource to fund the CMHB proposal however, would not be possible within existing frameworks.

74. Any proposed carry forwards to assist in funding will require further consideration at the Corporate and Strategic Committee meeting scheduled for 2 September.

75. There is no further climate change specific financial resourcing in 2020-21 as a consequence of Council’s decision to revoke $200,000 which had been initially earmarked (during pre-COVID19 workshopping sessions) for climate change engagement from the [then] draft Annual Plan. Previously on 11 March, Council had agreed to live within its means for the 2020-21 period. That meant Council wanted to remain within the planned 7.3% rates increase and to move ahead with a ‘no consult’ approach to the Annual Plan. It was clear that to achieve this, the $200,000 for climate change initiatives would be removed.

Strategic Fit

76. The 2020-2025 Strategic Plan further strengthened the Regional Council’s commitment to a climate-smart future. The impact of climate change is incorporated into each of the Strategic Plan’s four focus areas.

77. Naturally, the Council’s response to climate change relates to virtually every one of the 24 strategic goals in the Strategic Plan. Particularly relevant to the issue in this staff report is the goal for the Regional Council being carbon zero by 2025 and playing a leadership role in the region’s goal of net zero greenhouse gases by 2050. The Regional Council cannot achieve that alone. It requires working with others to reduce emissions.

78. Cr Barker’s notice of motion proposes one way of contributing to those strategic goals, but there are other options and methods to work towards those same goals.

Significance and Engagement Policy Assessment

79. On every issue requiring a decision, the Significance and Engagement Policy says Council will consider the degree of significance and the most appropriate level of engagement. Declaration of a climate emergency does not suspend regular statutory processes and protocols.

80. Re-casting what the Disaster Damage Recovery Reserve can be used for would amount to an alteration of the Council’s Financial Policies. As noted above, amending the Council’s Financial Policies would likely be a ‘significant’ decision. Equally, amending one or more levels of service and delivery from what is already in the LTP would likely be a significant decision. If the Regional Council was to fund (conservatively estimated $500,000 per year for the next two years) the CMHB group and its activities, then staff consider that would be a ‘significant’ decision and one that warrants an opportunity for public participation as the proposal has not been previously consulted on by the Council.

Consultation on NoM proposal

81. No public consultation on the NoM proposal has been undertaken by Council staff prior to preparation of this report, and no consultation on the NoM proposal is currently planned.

82. As directed by the Environment and Integrated Catchments Committee, views of the Mayors of Central Hawke’s Bay District, Hastings District, Napier City and Wairoa District have been sought since the 1 July Committee meeting on the NoM proposal.

83. As noted above, views of the FARS members were unable to be elicited due to timing and availability constraints since the 1 July EIC Committee meeting.

84. The Climate Change Working Group has not been consulted about the NoM proposals. Notwithstanding that, members of Climate Change Working Group are either councillors or tāngata whenua appointees who are expected to be in attendance at the Council meeting on 29 July (i.e. Michelle McIllroy, Dr Roger Maaka and Apiata Tapine).

Decision Making Process

85. 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 consider:

85.1. A decision to resolve the notice of motion in its original form, would significantly alter the service provision already set out in the 2018-28 Long Term Plan and 2020-21 Annual Plan that have been subject to public consultation processes.

85.2. A decision to resolve a modified version of the notice of motion may also be inconsistent with the Council’s current plans, but that will depend on the manner in which the notice of motion might be modified.

85.3. The use of the special consultative procedure is not prescribed by legislation, but given the relatively conservative estimate of $500,000 funding over the next two years for the CMHB group’s operations, a public consultation process should be followed to ‘test’ the community’s support for the extra funding and the new service.

85.4. Resolving the notice of motion would be a significant decision under the criteria contained in Council’s adopted Significance and Engagement Policy.

85.5. The persons affected by this decision are all Hawke’s Bay ratepayers and those persons with an interest in the region’s response to climate change.

86. Council is not being asked to make a decision on the idea of a Climate Policy Advisor role in the Policy and Planning Team as recruitment remains responsibility of the Chief Executive.

Recommendations

That Hawke’s Bay Regional Council receives and considers Cr Barker’s Notice of Motion; being:

1. The [Environment and Integrated Catchments Committee] notes the range of Council actions connected to climate change, including:

1.1. The decision by Council on 27 June 2019 to declare a climate emergency

1.2. Council’s activities in climate adaptation such as the work on the Coastal Hazards Strategy with initiatives to strengthen the regions stop-banks

1.3. Council’s contribution to reducing greenhouse gases with its tree plantings and the plans for further extensive plants in the ‘right tree right place’ initiative.

2. The committee notes that central government will lead a country wide approach to climate change but observes that currently at the regional level there is a lack of organised and structured activity focused on mitigating the effects of climate change which needs to be effected by individuals, households and at the enterprise and industry levels.

3. The committee recommends to Council that it takes timely steps to address this by undertaking the following.

3.1. Set up a semi-autonomous unit similar to Civil Defence; to be called ‘Climate Mitigation Hawke's Bay’ [CMHB]

3.1.1. That it have a governance structure of Regional Council Chair, the region’s four Mayors and the Chair of Ngati Kahungunu Iwi Incorporated.

3.1.2. That it have a minimum staff of three, with the necessary facilities and support to be effective.

3.2. The remit for the unit is to be the catalyst for encouraging the regions individuals, households, whanau, enterprises and industries to take reasonable and measurable steps to reduce and mitigate their greenhouse gas emissions. To encourage and annual reduction by all to ensure the region is carbon neutral by 2050.

3.2.1. CMHB can bring forward proposals to the Regional Council and to Government on policies and initiatives that will alleviate the effects of climate change.

3.2.2. CMHB will report at least every six months to the region’s councils on its activities.

3.2.3. CMHB will in the initial stages be funded from the Regional Disaster Damage Relief Fund. This arrangement be reviewed after two years and should CMHB prove effective Council at that point can resolve to make CMHB part of the Council's plans and if not the entity be abandoned.

3.3. The Committee notes that CMHB will not be supported by legal powers to bring about change that it will be reliant on the moral case of all making changes to avert a climate disaster for future generations. That Hawke’s Bay cannot solve this issue alone but that the region has an obligation to do its very best to mitigate the effects of climate change and this Council and region will be judged not on what it said about climate change but what it did.”

Recommendations for Substantive Motion

4. That Hawke’s Bay Regional Council receives and considers the “Climate Change Mitigation” staff report.

and either:

5. Agrees that this decision significantly alters the service provisions already set out in the 2018-28 Long Term Plan and 2020-21 Annual Plan that have been subject to public consultation processes and that a public consultation process should be undertaken to ‘test’ the community’s support for the extra funding and the new service.

6. Instructs staff to set up a semi-autonomous unit similar to Civil Defence; to be called ‘Climate Mitigation Hawke's Bay’ [CMHB]

6.1. That it have a governance structure of Regional Council Chair, the region’s four Mayors and the Chair of Ngati Kahungunu Iwi Incorporated.

6.2. That it have a minimum staff of three, with the necessary facilities and support to be effective.

7. The remit for the unit is to be the catalyst for encouraging the regions individuals, households, whanau, enterprises and industries to take reasonable and measurable steps to reduce and mitigate their greenhouse gas emissions. To encourage and annual reduction by all to ensure the region is carbon neutral by 2050.

7.1. CMHB can bring forward proposals to the Regional Council and to Government on policies and initiatives that will alleviate the effects of climate change.

7.2. CMHB will report at least every six months to the region’s councils on its activities.

7.3. CMHB will in the initial stages be funded from the Regional Disaster Damage Relief Fund. This arrangement be reviewed after two years and should CMHB prove effective Council at that point can resolve to make CMHB part of the Council's plans and if not the entity be abandoned.

8. Notes that CMHB will not be supported by legal powers to bring about change that it will be reliant on the moral case of all making changes to avert a climate disaster for future generations. That Hawke’s Bay cannot solve this issue alone but that the region has an obligation to do its very best to mitigate the effects of climate change and this Council and region will be judged not on what it said about climate change but what it did.”

9. Agrees that the decision is not significant under the criteria contained in Council’s adopted Significance and Engagement Policy, and that Council can exercise its discretion and make it without conferring directly with the community and persons likely to have an interest in it.

10. Agrees that staff will investigate and assess options for further effective climate change action initiatives through the 2021-31 Long Term Plan development process which will include consultation with the community.

11. Agrees that this decision may significantly alter the service provisions already set out in the 2018-28 Long Term Plan and 2020-21 Annual Plan that have been subject to public consultation processes and that a public consultation process may be recommended to ‘test’ the community’s support for any associated extra funding or new services.

12. Instructs staff to …

13. …

Authored by:

Gavin Ide

Principal Advisor Strategic Planning

Bronda Smith

Chief Financial Officer

Rebecca Ashcroft-Cullen

Communications Advisor

Anne Bradbury

Senior Policy Planner

Jenny Brown

Principal Business Advisor - RBP

Sally Chandler

Community Engagement Coordinator (Schools)

Mark Heaney

Manager Client Services

Stacey Rakiraki

Corporate Operations Manager

Approved by:

Ceri Edmonds

Acting Group Manager Strategic Planning

Jessica Ellerm

Group Manager Corporate Services

James Palmer

Chief Executive

Attachment/s

There are no attachments for this report.

HAWKE’S BAY REGIONAL COUNCIL

Wednesday 29 July 2020

Subject: Climate Action Communications Campaign

Reason for Report

1. This item provides an overview of initial communications as part of long-term climate crisis engagement as additional information in response to Councillor Rick Barker’s 1 July 2020 Notice of Motion.

Executive Summary

2. This communications plan aims to position the Regional Council as the leading local authority on the climate crisis challenge. It will package the comprehensive activities of the Council to address the climate crisis, promote and clarify the local impact of the climate crisis, and encourage behaviour and systems change with organisations and individuals.

3. This initiative will mark the start of long-term engagement and work with the public on the climate crisis. The goal is for the climate crisis engagement to progressively build motivation for change through sustained engagement with businesses, primary industry, communities, and families to lower their carbon footprints and live more sustainably.

4. Elements of the marketing campaign will be enduring and built into a long-term focus on the climate crisis, which will be central to the 2021-31 Long Term Plan.

Strategic Fit

5. This initiative aligns and supports the outcomes, goals and actions relating to water, land, biodiversity, and infrastructure and services in the 2020-2025 Strategic Plan. The Strategic Plan promotes climate resilience across each of the four equally-weighted pillars.

Background

6. The Regional Council is Hawke’s Bay’s key environmental agency responsible for working with the community to protect and manage the region’s precious taonga of rivers, lakes, soils, air, coast, and biodiversity for health, wellbeing, and connectivity.

7. The Regional Council declared a climate change emergency on 26 June 2019. The move came after numerous councils overseas and throughout New Zealand also declared a climate emergency. The council aims to make Hawke’s Bay carbon neutral by 2050.

8. The proposed initial communications plan is being accommodated within existing budgets. Council will be able to make choices about future levels of resourcing for climate change engagement in the LTP with the benefit of the survey results and community feedback and reaction to the initial campaign.

Discussion

9. The start of this long-term engagement will be marked with a six-week targeted climate crisis marketing campaign in September and October 2020. The campaign will clearly define the impact of the climate crisis on Hawke’s Bay’s environment, industry, and community. It will position the Council as the leading authority on the climate crisis, explore community attitudes to the climate crisis, and show what actions individuals, businesses and communities can take, alongside the comprehensive climate adaption and mitigation work of the Council.

10. The key messages of this communications plan include:

10.1. We are in a climate crisis that will significantly impact the region within 50 years

10.2. The climate crisis in the biggest environmental challenge of our time. It is already impacting our climate, agriculture, and pastoral farming, native ecosystems, health and biodiversity

10.3. As the lead environmental organisation in Hawke’s Bay, the Regional Council is working hard to prevent the worst impacts of climate change through a comprehensive body of work

10.4. The Regional Council has accelerated efforts to reduce its own carbon footprint and get its house in order

10.5. We all need to work on ways to cut our emissions, adapt to the effects of climate change, and foster resilient communities

10.6. The impact of the climate crisis on Hawke’s Bay will be through sea level rise, an increase in storms, and an increase in volatile weather, including frequency and duration of droughts.

11. A long-term phased approach is recommended.

12. Initially, the campaign will begin engagement with the community by communicating a high-level and general overview of the work of the Council to adapt and mitigate the climate crisis, how the climate crisis is impacting the region, and how individuals can help.

13. In subsequent phases, the engagement and communications will step up and become more targeted, as the Council gets better information about who wants and needs to be engaged on what. This campaign will be used as the springboard and testing bed to inform the direction of the Long Term Plan, where the climate crisis will be a central theme.

14. Initial communication is planned for September and October and will kick-start the long-term approach. There are four objectives:

14.1. To explain the local impact of the climate crisis on Hawke’s Bay using targeted storytelling, strong imagery, fact-based, relatable information and clear language

14.2. To package up the comprehensive body of work the Regional Council does to mitigate and adapt to the impact of the climate crisis

14.3. To connect with individuals, whānau, organisations and farmers, and provide guides and suggestions about what they can do to mitigate the impact of the climate crisis

14.4. To start engagement with the general public about the climate crisis, gain insight into public perceptions and awareness of the climate crisis, and what the public think the Regional Council should do about it.

15. The campaign is intensive, and will use considerable staff resource, a variety of tools, platforms and approaches to engage and communicate with the public, including:

15.1. The Hawke’s Bay Regional Council climate survey, under action (see Attachment 1). The survey will capture the community’s views on the climate crisis and be used to launch the campaign. The results will show whether the climate situation has driven behavioral and business change, whether people would be prepared to pay more for services to significantly reduce climate change impacts, and if the Council is doing enough, among other questions. It is recommended that the survey be accompanied with a ‘climate change stake in the ground’ opinion piece. It is expected that the survey results will be reported widely by local media and possibly picked up by national outlets.

15.2. Staff will create a Climate Crisis digital hub with the objective of being the go-to place in the region, for information, data, and activities relating to climate change, and this will be updated regularly and become a recognisable portal in the way the Council engages with the community.

15.3. Staff will produce three high-quality videos showing how the community, business, and farmers are using sustainable practices. These will appear on the Climate Crisis hub and be promoted via social media channels.

15.4. The Communications Team are working with the Youth Environment Council and youth members are going to self-direct and produce their own videos for promotion about the climate crisis, and these will be promoted via a variety of channels.

15.5. In order to capture a broad cross section of the community, a series of street pop-ups is recommended in Napier, Hastings, Central Hawke’s Bay and Wairoa, to engage with the community about the climate crisis, the specific issues in their areas, the Council’s role and what change they would like to see. Alongside the pop-up, an artist will capture the public’s interest through producing footpath art with a climate crisis theme.

15.6. A series of simple how-to guides will be produced with tips about how to transition to be more sustainable and promoted via a variety of channels.

15.7. A billboard.

15.8. The climate crisis campaign will be a key focus of the Council’s stand at the Hawke’s Bay A&P show, and in November at the Better Home & Living Show. These engagement opportunities will be used to inform Long Term Plan development.

16. The campaign will be woven into environmental education and Enviroschools communications and events and youth climate hui in October 2020 and March 2021.

17. The budget for this campaign is $25,000.

18. Note, we continue to support 3R Group with their climate action business engagement, such as their upcoming workshops. This relationship could be further developed through the phases of engagement.

Next Steps

19. The campaign is being developed and will launch in September 2020.

Decision Making Process

20. 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 Hawke’s Bay Regional Council receives and notes the “Climate Action Communications Campaign” staff report.

Authored by:

Rebecca Ashcroft-Cullen

Communications Advisor

Jenny Keown

Communications Advisor

Approved by:

James Palmer

Chief Executive

Attachment/s

⇩1

Climate Change Survey

[1] Business cases for potential 21-31 LTP initiatives are expected to be workshopped with Councillors and prioritised in October.

[2] At Extraordinary meeting of Hawke’s Bay Regional Council on 15 April 2020.

[3] We know there are national inventories but they are not fit for local/regional inventory purposes. Many of those inventories are on a sector-by-sector basis and have been used by Central Government for negotiating international agreements.

[4] Energy and carbon management; sustainable waste management; sustainable water management; sustainable and efficient buildings and site design; and sustainable transportation and travel management.

GENERAL SUBJECT OF THE ITEM TO BE CONSIDERED	REASON FOR PASSING THIS RESOLUTION	GROUNDS UNDER SECTION 48(1) FOR THE PASSING OF THE RESOLUTION
Public Excluded Recommendations from the Environment and Integrated Catchments Committee	s7(2)(i) That the public conduct of this agenda item would be likely to result in the disclosure of information where the withholding of the information is necessary to enable the local authority holding the information to carry out, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).	The Council is specified, in the First Schedule to this Act, as a body to which the Act applies.

⇩1	Proposed HBRC Remuneration Distribution 2020-21 with Six Positions of Responsibility
⇩2	Local Government Members (2020-21) Determination

⇩1	HB Future Farming Trust 2019-20 Annual Report
⇩2	HB Future Farming Trust 2019-20 Financials

Topic	Raised by