Agenda of Maori Committee - 9 September 2020

Te Taiwhenua o Heretaunga report - Marei Apatu

Attachment 1

HAWKES BAY REGIONAL COUNCIL MĀORI COMMITTEE MEMBERSHIP

REPORTS

Name: Te Taiwhenua o Heretaunga

Meeting date: 9 September 2020 at 10am

Topics

1. Confirmation of Joella Brown as Heretaunga proxy

2. TANK PC9 tangata whenua submissions

3. Nga Pou Mataara Hau framework for monitoring and assessing the state of mauri in the Tukituki catchment)

Request to the Māori Committee

Confirmation of Joella Brown as Heretaunga proxy

1. At the last TTOH held on 2 July 2020, a motioned was moved and unanimously supported for Joella Brown to be confirmed as the Heretaunga Proxy on to the HBRC MSC.

Receive report TANK PC9 tangata whenua submissions filed

2. We await final confirmation to the final number of submissions filed by tangata whenua of Heretaunga as it is at the time of writing this report still making its way through the process and will be known by the time of the Māori Committee meeting no doubt, we are very pleased to our marae hapū response along with the Taiwhenua o Heretaunga, Ngāti Kahungunu Iwi Inc and the Heretaunga Tamatea.

Ongoing support Ngā Pou Mataara Hau framework for monitoring and assessing the state of mauri in the Tukituki Catchment report

3. Morry Black and I met with Iain Maxwell on 8 August 2020 HBRC, our hui was to have a catch up on progress to date, it was very informative:

3.1 Te Taiwhenua o Heretaunga (TToH) fulfilled the terms of the initial contract for developing a framework to gauge the state of Mauri within the Tukituki catchment. It was always envisaged that to populate the framework, a separate process and additional resources would be required. Ngā Pou Mataara Hau is based on an historical reference and a unifying aspect that drew hapū together to work co-operatively with each other within the Tukituki catchment. At the basic level, Ngā Pou Mataara Hau monitors and measures a range of cultural indicators, and western science derived proxy indicators - then utilises a traffic-light system to report on outcomes from monitoring and assessing the “State” of Mauri within a particular reach of the Tukituki Awa. Key elements here are that:

3.1.1 where western methods are used to measure, tikanga Māori processes help to assess and interpret the data, and

3.1.2 as the system is relatively new, at least in the early stages of its use, it measures and reports on actual state, rather than trends

3.1.3 As we did not secure additional funding to run the trials, TToH agreed to underwrite two further wānanga, as it was seen as having long-term benefits for whanau/hapū along the river. We ran two additional wānanga to enquire into what types of data would be monitored/measured, develop a protocol for monitoring, and methods to populate the framework. It was agreed that these should be informed by and connected to the kōrero and results from the Stage One wānanga, where four wānanga were held throughout the Tukituki catchment during framework development.

4. For Stage Two of the project, two more wānanga were held, the first at Matahiwi Marae (6–8 November 2019) and at TToH (15–17 January 2020), where wānanga participants were firstly given a brief update on where we were up to with Ngā Pou Mataara Hau. We then went over developing a protocol for the Mauri monitoring process, while remaining cognisant of the potential “tohu – cultural indicators” that had come from the Stage One part of the project. Tohu included tuna, manu, whitebait, awa condition, and cultural presence and use.

5. To assist with running surveys that produce quantitative results, some example survey sheets were produced following the Stage 2 wānanga (fishermen survey), with results tabulated. This included scores within a range (1 – 5) or straight Yes/No responses. For future monitoring purposes, the Tukituki has been divided up into 4 different reaches, which provides the ability for hapū within each reach to work together for monitoring purposes, and enables site, reach condition, and hapū specific kawa/practices to inform monitoring processes and results.

6. Some of the data inquiry relates to the issues in the table below:

Table 1: Tohu (indicators) and methods

Tohu	Method
Tuna	Presence, number, age, condition, seasonal migrations
Manu	Presence, type, number, time, tide stage, season,
Fishing	Access, flow, water condition, stage height (Black Bridge), time, moon phase, maramataka, catch, species, number, who with, skills learnt from; Whitebait/Tuna – numbers, assemblage, condition, timing/season, methods, traditions
Marae	Fish on the table, source, preparation, cultural specifics
Sediments; QMCI; Algae; SHMAK; DO;	Western scientific method, but inclusive of cultural aspects for data interpretation and assessment

7. Cultural monitoring results can ultimately be used to then indicate a particular Mauri “state” or condition, and compared with future cultural monitoring for the Tukituki catchment.

Table 2: Mauri state and method

State	Stage - trend
Mauri ora	Vibrant, productive, vital, life sustaining, Wairua
Mauri tu	Upstanding, building resilience, productive
Mauri oho	Awakening, resurgence, improving, revitalising,
Mauri moe	Resting and recovery, building potential
Mauri pūwhenua	Degraded, threatened, losing potential
Mauri mate	Dead water, lacking in wairua,

8. Te Taiwhenua o Heretaunga is also exploring options and potential for adapting and using Ngā Pou Mataara for cultural monitoring in other catchments. This would enable whānau/hapū to be involved in monitoring and reporting on the impacts on Te Ao Māori values and priorities within the water, land and air domains pursuant to the Environment Reporting Act 2015, and also annual State of the Environment Reporting.

Recommendation/s to the Hawkes Bay Regional Council

1. Receive and confirm Joella Brown as the Heretaunga Proxy

2. Receive report on the TANK tangata whenua submissions filed

3. Provide and support with resource the Nga Pou Mataara Hau mahi, in the short term but overall within the forthcoming annual plan and Long Term Plan

Authored: Marei Apatu

Date: 26 August 2020

Follow-ups from Previous Maori Committee Meetings

Attachment 1

Follow-ups from previous Māori Committee Meetings

8 July 2020

	Agenda Item	Follow-up action Required	Responsible	Status
1	Take Ripoata Ā Takiwā – Taiwhenua Representatives' Updates	Report on non-consented dumping station for freedom campers at Blue Bay, Ōpoutama in Mahia including on potential effects on wāhi tapu.	T Diack / Liz Lambert	In December 2019, Wairoa district Council received waste minimisation funding to install a caravan waste disposal site connected the Ōpoutama WWTP. This work was undertaken without consent and in contravention of the existing resource consent held by WDC. HBRC first became aware in April 2020 following complaints from local residents and requested that WDC cease discharging into the WWTP. WDC have since sealed and restricted access to the disposal site, however they are having issues with vandalism of the site and continued disposal. HBRC compliance staff again followed up with WDC in August to ensure that more stringent security is in place to ensure that no discharge can occur. A regular compliance visit is scheduled to be undertaken in September 2020 and this disposal location will be inspected as part of the visit. There was no appreciable difference in the treatment quality achieved by the WWTP during the period that caravan waste was being discharged into the system when compared to previous years’ data. HBRC have not identified any impacts from this unconsented activity through receiving environment sampling carried out by the consent holder (groundwater, soil, and coastal monitoring). There has been no application lodged by WDC to allow for the discharge of this waste into the treatment plant.
2	Take Ripoata Ā Takiwā – Taiwhenua Representatives' Updates	Wairoa Taiwhenua Cultural Impact Report funded by HBRC 2019 to be completed and provided to Te Pou Whakarae	Katarina Kawana
3	Take Ripoata Ā Takiwā – Taiwhenua Representatives' Updates	Provide Making Good Decisions course dates	P Munro / L Hooper	-*Thu 22 Oct & Fri 23 October 2020* 2 days, 9:00 AM – 5:00 PM NZDT Ellerslie Event Centre, Auckland · $2,198.00 excl. GST -*Thu 29 Oct & Fri 30 October 2020* 2 days, 9:00 AM – 5:00 PM NZDT West Plaza Hotel Wellington · $2,198.00 excl. GST
4	Take Ripoata Ā Takiwā – Taiwhenua Representatives' Updates	Request for HBRC presentation in relation to the Treaty of Waitangi and effectiveness of cultural competency within the framework of HBRC.	P Munro	Pieri to provide verbal update at meeting on 9 September
5	Scheme Ecological Management and Enhancement Plans- Braided River Bird Census	Develop a communications plan and engage with tamariki to educate on behaviour around rivers and the environment	C Dolley / D Broadley	Staff will revisit biodiversity and schemes programmes communications plans to explore further opportunities to educate and engage tamariki on rivers and the environment.
6	Minor Items	Provide information on Science charges on Māori reservation land - how “science charges” are made up and if these charges can be remitted through the Remissions Policy.	J Ellerm	Science charges are applied to Resource Consents, not to land, and are charged to the resource consent holder (owner) as reference 6 (following) from the Council’s Annual Plan.
7	Minor Items	Te Mana o Te Wai Workshops for Māori Committee members:	M Taiaroa / P Munro	The Ministry for the Environment does not yet offer Te Mana o te Wai workshops. They are first working on some training material for the commissioners involved in the Freshwater Planning Process, and still in the initial scoping phase looking at creating Te Mana o te Wai training and how this can be delivered via regional workshops - haven’t yet secured funding. Māori Partnerships team has asked to be placed on a contact list to be contacted when workshops become available.
8	Minor Items	Provide information around access to parks/rivers during white bait season and processes to follow	C Dolley	There are 11 whitebait access locations on our 4 main rivers, Tutaekuri, Ngaruroro, Clive and the Tukituki. All parks and river berms are to remain open for other recreational activity during the season. All gates are to remain closed and locked during WB season to lesson other types of offending. Fishing is only permitted between 5am and 8pm during winter hours or 6am and 9pm during daylight saving hours. More information can be found on the HBRC website by searching whitebaiting , and at Reference 8 (following).

6 May 2020

	Agenda Item	Follow-up action Required	Responsible	Status
9	Take Ripoata ā Takiwā – Taiwhenua Representatives' Updates	List of “shovel ready” PGF projects	James Palmer	Will provide once Central Government announcements have been made about successful applications

Proposed Maori Committee Charter for Adoption

Attachment 2

Charter

between the

Hawke's Bay Regional Council

and the

Māori Committee of Council

Introduction

He Toa Takitini

Strength in Unity

1. The principal of this Charter is to operationalise the treaty partnership between Hawkes Bay Regional Council and tangata whenua.

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

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

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

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

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

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

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

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

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

Purpose

10. The purpose of the Māori Committee is to:

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

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

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

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

Mahi Tautoko (Work Programme)

11. The Regional Council will engage with the Māori Committee members in the spirit that reflects authentic Treaty partnership. Council will strongly endeavour to enhance tangata whenua’s role as kaitiaki through:

11.1. Co-design: Māori Committee are meaningfully engaged across all levels of HBRC’s operation from inception.

11.2. The Regional Council commit to informing the Māori Committee of all relevant government or private initiatives or directions; or policy, legislative or environmental changes or proposed changes to the Hawkes Bay region.

11.3. Māori Committee are involved in decisions around allocation of budget.

11.4. Māori Committee have representation on sub-committees.

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

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

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

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

12.4. To consider and recommend Māori capacity building initiatives.

12.5. The true intent is to work within the framework of te Tiriti o Waitangi.

Model of Communication

Iwi, Hapū, Māori Hawke's Bay

Marae Whānau Committee Regional Council

Māori Committee Membership

1. The Māori Committee are those 12 representatives nominated by each of the four Ngāti Kahungunu Taiwhenua and Executive in this region.

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

3. Within the first three months of the Committee’s establishment, an induction programme for the Committee will be completed.

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

Members	*Twelve* representatives will be appointed at the first meeting of the Māori Committee each triennium. The make-up of these twelve representatives is three, plus one proxy representative nominated to attend in an appointee’s absence, appointed from each of the constituents being: - Wairoa - Te Whanganui-a-Orotu - Heretaunga - Tamatea
	Up to *three* elected members of the Council

Meeting Frequency	Bi-monthly, but with the Chair(s) of the Committee authorised to arrange additional meetings should the need arise, with Tuesday being the normal meeting day.

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

13.1. preside over meetings of the Committee in accordance with the Regional Council Standing Orders.

13.2. manage the nominations and appointments to the Māori Committee before the beginning of each triennium.

14. The Deputy Chair is to be elected at the first meeting of the Committee of each triennium from among the appointed members of the committee.

15. Māori Committee members will be remunerated appropriately when undertaking any Council business.

Meeting procedures

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

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

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

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

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

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

Quorum

22. As per the Council’s Standing Order 10.2:

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

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

Delegated Powers

23. In its Partnership role, the Māori Committee is to make recommendations to Council in relation to the matters detailed in the Māori Committee work programme and matters of significance to Māori.

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

25. The Chairperson does not have a casting vote.

Māori Committee Members' Responsibilities

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

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

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

29. Liaise with Hapū/Marae/Tangata Whenua when required to assist direct contact with the Council.

30. Provide the Regional Council with appropriate Tangata Whenua contacts as and when necessary

31. When requested by Consents staff, provide appropriate Tangata Whenua contacts for those deemed ‘affected’ by a notified resource consent application.

32. Promote Tangata Whenua interests in the Council's decision-making processes.

33. Assist Council to avoid disputes involving Tangata Whenua issues.

Responsibilities of Councillors on the Māori Committee

34. Seek an understanding of the issues relevant to the Regional Council that are of importance to Tangata Whenua.

35. Represent and reflect the Council’s policies, plans and responsibilities to the Māori Committee.

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

37. Assist with the promotion and support of hapū aspirations, which have been supported by the Māori Committee, when developing the Council’s LTP, LTP review or Annual Plan process.

Policies

Te Tiriti O Waitangi (Treaty of Waitangi) Policies

(The Treaty Article relevant to each Policy is shown in brackets)

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

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

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

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

Resource Consent Process (Article One & Two)

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

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

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

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

Consultation/ Communication (Article One & Two)

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

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

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

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

43.4. That consultation must be carried out in good faith by both parties.

Consultation Policy for Tangata Whenua Issues (Article One & Two)

Kanohi ki te kanohi – Pokohiwi ki te pokohiwi

Face to face – Shoulder to shoulder

44. In a wide variety of the Council’s work there will be a need for effective consultation/communication with Tangata Whenua.

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

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

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

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

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

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

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

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

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

Wāhi Tapu (Article Two)

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

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

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

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

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

59. Council will give the utmost respect to information given by hapū /marae in confidence.

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

61. The Council will lift the general awareness within Council of the significance of Māori issues. (Article Three)

62. The Council will provide training, particularly of Officers and Councillors of the Council, in relation to bi-cultural awareness and issues. (Article Three)

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

Regional Council’s Commitment to the Māori Committee

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

64.1. Appropriately resource the Māori Committee and, accordingly, remunerate members undertaking any Council busness

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

64.3. Maintain, at least, one position on each of the Regional Council’s Committees namely: Environment & Services, Corporate & Strategic and Regional Transport committees for representatives from the Māori Committee. The additional Māori Committee member can be appointed at any time.

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

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

64.6. Have the Māori Committee Chairperson, or where appropriate the Co-Chairpeople, as a participant at Hawke’s Bay Regional Council meetings.

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

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

64.9. As and when relevant, source appropriately experienced iwi member(s) to be contracted to undertake specific work for the Council.

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

64.11. Be particularly mindful that Tangata Whenua are not adversely affected in the decision-making process when applying Council’s policy on significance when the outcome has a clear impact on Tangata Whenua.

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

65. The purpose of the Hawke’s Bay Regional Planning Committee Act is to:

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

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

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

68. The construct of the Tangata Whenua membership to the RPC is formed from the nine Treaty Entities within the Hawke’s Bay region.

69. Relationship between the Māori Committee and the RPC Tangata Whenua members:

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

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

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

Evaluation

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

71. The Charter will be reviewed at least once every three years.

Summary

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

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

74. The creation of the Māori Committee of Council is an important step in the process of strengthening treaty partnership and Tino Rangatiratanga of Māori within the Hawke's Bay.

75. This Charter is entered into by both parties with the utmost good faith.

76. The Charter signifies a partnership to enable Tangata Whenua to have a meaningful voice in local government, and is based on the trust that has been established between the two groups.

Signed…………………………………………… Signed………………………………………….…

Rex Graham Mike Paku and Michelle McIlroy

Chairman Co-Chairmen

Hawke’s Bay Regional Council Hawke’s Bay Regional Council

Māori Committee

Date……………………………………………… Date……………………………………

Month	Scheduled hui or Action for the Month
July	· 21 July - Workshop Charter amendments · Dr Maaka & Peter Eden complete Charter draft for ratification · Co-chairs draft Work plan for ratification · 24 July - 3 Waters Workshop – Napier (all members) · 29 July – Co-chairs attend Regional Council hui
August	· 5 August – 3 Waters review & Co-chairs Water Security workshop · 12 August – Coastal Hazards Funding workshop · 13 August – Chairing Practise workshop · 19 August – Co-chairs LTP workshop · 25 August – Zoom review of Charter (Maori Committee) and Regional Transport update. · 26 August - Co-chairs attend HBRC hui & LTP workshop
September	· 2 September – Corporate & Strategic hui (Peter Eden) · Attended LTP interview with Wairoa members 2pm. · 4 September – 3 Waters review (did not attend) · 9 September - Maori Committee hui – Council Chambers Chaired by M McIlroy Ratify Terms of Reference/Charter & Work plan

Ahuriri Estuary and Catchment – Agency Activity Stocktake

Attachment 1

Te Muriwai o Te Whanga/Te Whanganui-a-Orotu

Ahuriri Estuary and Catchment – Agency Activity Stocktake

HBRC Māori Committee 9 September

Prepared by James Powrie – RedAxe Forestry Intelligence

Executive Summary

1. Te Muriwai o Te Whanga (the Ahuriri Estuary and catchment areas) is a taonga.

2. The purpose of the Te Komiti Muriwai o Te Whanga (Te Komiti), is to promote the protection and enhancement of the environmental, economic, social, spiritual, historical and cultural values, and the Mana, of Te Muriwai o Te Whanga (Ahuriri Estuary) for present and future generations.

3. Te Komiti will provide guidance and co-ordination in the management of Te Muriwai o Te Whanga to local authorities and Crown agencies that exercise functions in relation to Te Muriwai o Te Whanga. Te Komiti will prepare and approve a plan for Te Muriwai o Te Whanga called the Te Muriwai o Te Whanga Plan.

4. Te Whanga offers an essential fish breeding location, and nationally outstanding bird habitat (95 bird species on record). It is a treasured mahinga kai and offers a range of environmental benefits and services. It is a popular site for swimming and sport events (which have been displaced due to poor water quality), walking, cycling and other recreation.

5. Hawkes Bay Regional Council requested this stocktake of agency activities, in order to inform and set the scene for the future Te Muriwai o Te Whanga Plan (Ahuriri Catchment Management Plan), which will guide steps to restore the Mana of Te Whanganui-a-Orotu, or Ahuriri estuary and catchment.

6. Te Whanga is challenged by a range of rural and urban activities and pollutants, which reduce and damage all of the values and Mana and Mauri of Te Whanga. In general, the condition of Te Whanga was considered to be below the mark(s) desired by interviewed stakeholders.

7. Cultural health monitoring and water quality readings are conducted routinely for environmental monitoring purposes, and as part of resource consent conditions.

8. Despite targeted efforts, current and legacy contaminants are reducing the mauri of Te Whanga, and its status as a mahinga kai, and reduce the quality of, or displace, many of the habitat and recreational values desired by residents or visitors.

9. Those responsible for various aspects of monitoring and care of Te Whanga, generally reported frustration at making measurements which show decline. This while the pace of improvement in practices appears to be held back, due to a range of factors of; organisational culture, lack of collaboration, insufficient public awareness, or resourcing.

10. Interviews were conducted with 45 individuals across a range of local government, government and Tangata whenua organisations.

11. Further potential interviewees were identified during the process. These are also likely to be insightful and useful, and their names have been captured so that they may be contacted in development of the management plan if required.

12. Outputs from interviews have been captured in overview form only in this report, with further detail captured in a database of relevant content, regarding: opportunities; barriers; and; current, potential and future collaborations.

13. Interview content detail is to be supplied, respectfully and as appropriate, to HBRC and Te Komiti, and relevant stakeholders, to assist in the process of management plan preparation. This will allow well-informed collaborations and efforts to enhance the Mana of Te Whanga while respecting the openness of contributors.

14. Te whanga has experienced deepening neglect from its surrounding community, with dramatic cumulative impacts. There are however high quality, shared intentions to make improvements across agencies. There are also laudable efforts being undertaken across the organisations and by volunteers. It is important to recognise that shortcomings and impacts are resulting moreso, from a lack of alignment of effort and community awareness, rather than lack of; commitment, will or quality of efforts of individuals.

15. Specific opportunities exist in the potential for a Regional Park to provide a range of ecological and environmental and recreation benefits. Broad scale improvement to wildlife habitat beyond a park setting can also be achieved by further improvements to habitat, public awareness and care, and predator control. Water quality is being addressed in terms of urban and rural landuse, and potentials were identified to upgrade collaboration and significantly boost the impact and extent of these efforts.

16. If the complex web of efforts already at play can be effectively aligned then dramatic gains in the pace and quality of improvements will be possible.

17. More detail on this stocktake will be presented in a report to the HBRC Environment and Integrated Catchment Committee on 16 September 2020 and in supporting documents to inform the Te Muriwai o Te Whanga Plan.

The essence of findings from Stocktake interviews

18. Responses to the interview process crossed organisational and discipline boundaries and so are summarised here, rather than detailed per organisation or individual interviewee.

19. The complexity of the unintegrated efforts and challenges for Te Whanga, defies any simple summary. And this challenge has been mirrored in the Parliamentary Commissioner for the Environment (PCE) Report – Managing our Estuaries (August 2020).

20. Inseparable elements of the physical environment have been sliced and diced as to ownership or authority. A question which frequently arose in different forms during this porcess, is: How can we achieve genuinely integrated management that puts Te Whanga at the centre of everyone’s efforts? This will be a central challenge, and the essence of guidance in the Te Muriwai o Te Whanga Plan.

21. Te Whanga shows us that fragmentation itself can sap the mauri, the life force of a place. A strong thread through this report, and noted by the PCE also, is that hapu and iwi relate across a landscape and its characteristics, despite the mosaic of formal ownership.

22. Our approaches to Te Whanga need to be more integrative to achieve all possible benefit from all this diverse efforts, and agencies will need to collaborate effectively to move beyond the inertia which threatens this taonga.

Agency activities

23. All agencies are subject to plans which are pointed to in supporting documents, to guide Te Komiti in the development of Ahuriri Management Plan, and other agencies in collaborations to enhance the Mana of Te Whanga.

24. Agencies spoken to included; Department of Conservation, Hawke’s Bay Regional Council, Napier City Council, Hastings District Council, Hawkes Bay Airport and a sample of responsive Iwi and hapu groups and volunteers.

25. Napier City Council Long Term Planning will set funding for 2021-2030 and activities relating to Te Whanga, and with special reference to selected items of the Ahuriri Estuary and Coastal Edge Masterplan.

26. The Department of Conservation operates to the Conservation Management Strategy for Hawkes Bay, including Te Whanga, this is subject to current review by the East Coast Hawke's Bay Conservation Board.

27. The national 3 Waters review across councils, will require intentional regional oversight in order that no nuances relating to protection of Te Whanga be surrendered in favour of agendas or positioning, from outside this region.

28. Hawkes Bay Regional Council Long Term Planning process is cognisant of the need to enhance the mana of Te Whanga, especially in regard to regional park planning, recreation, biodiversity and biosecurity.

29. Hastings District Council activities are more constrained in scope than for other councils, with subdivision, roading and related stormwater. The Heretaunga Plains Urban Development Strategy (HPUDS) and its implications for expanding urban boundaries was noted as having potential impact on Te Whanga, if this results in urban expansion (with associated earthworks and hydrological changes) within the catchment.

30. Pace and cadence were raised as common factors in reducing the potential benefical effect of improvements, or creating below par conditions in Te Whanga. The complex array of issues, agencies, informal advocacy groups, individuals and volunteers and the scattering of energies, make effective communications difficult. Complexity was seen as driving missed opportunities for efficiencies and sharing of resources.

31. Ownership of, and responsibility for outcomes has been diluted where confusing, nuanced or legacy commitments around consenting, are seen as watering down potential environmental gains.

32. Organisational culture within different organisations was seen to impact retention of talent, increase staff turnover and result in lost institutional knowledge, and Te Whanga has paid a price for this.

33. Encouragement and communication between related or similar functions within and across entities is seen as a discipline which can be developed further, especially once organisational commitments to Te Whanga are deepened.

Examples of outstanding opportunities to enhance the mana of Te Whanga

34. A number of opportunities were highlighted in interviews. These cases are offered as a sample.

Regional Park

35. The Lagoon Farm owned by Napier City Council is subject to plans to develop a potential Regional Park. This is a significant opportunity for ecological, cultural, environmental and urban enhancement and water quality in Te Whanga.

36. Napier City are writing a brief to define the pathway to a concept plan by Morphum. This plan will potentially incorporate habitat creation, habitat restoration, stormwater retention and treatment, wastewater overflow, freshwater and marine environmental enhancement, biodiversity corridors and suitably located recreational opportunities.

37. This is a rare opportunity to create aesthetic, biodiversity , environmental (water quality), flood control and functional improvement at city’s edge via a range of partnerships between entities, and is receiving considerable energy from councillors within NCC and HBRC.

Bird central

38. Te Whanga has been identified as a nationally significant location for birdlife with 95 species noted between 1980 and 2015 (Tony Billing) This potential is being and can be developed still further with habitat improvements predator control and community awareness, including and beyond the proposed Regional Park. Creating a ‘Bird central’ opportunity can significantly enhance biodiversity and recreational values. This will depend on creating low impact viewing options and exclusions. Marine and freshwater conditions and habitat would inevitably improve in concert with appropriate habitat enhancement efforts.

Aligning Efforts to improve water quality

39. Rural and urban runoff, wastewater and stormwater are subject to pollutants ranging from sediment and agrichemicals to industrial chemicals, disinfectants and refuse. Considerable efforts are being made through direct influences, consent conditions, compliance activity and educational programs as well as proactive planting programs. Alignment of efforts between entities, promoting communication and more resourcing will ensure still greater gains. Substantial potential is seen in taking a more collaboration to compliance and enforcement, as will be detailed in the report to Environment and Integrated Catchment Committee.

An independent champion for Te Whanga

40. A number of interviewees reported that Te Whanga activities and timelines were impacted by conflicting priorities and projects within organisations. This was reported as leading to outcomes of less value than would potentially otherwise be possible.

41. The absence of an overarching champion to insistently and bluntly promote the interests of Te Whanga and to project manage and hold organisations to task has been seen as a weakness. This was also reflected in the PCE Report for other estuaries, also, and especially because of the web of agencies typically involved.

42. The PCE report also ironically reported on the perceived difficulty of installing such champions, because of the same intrigue within participating organisations, and the difficulty in defining the role.

43. Te Komiti and its appointees will serve this purpose and will add gravitas to the prospects of Te Whanga in future.

Inconsistencies and potential conflicts

44. A number of conflicting values were surfaced during interviews and will need to be managed. The supporting materials to be provided to Te Komiti, detail a number of such potential conflicts. The following instance is presented as an example.

45. Lifting the performance of wetland habitat will inevitably increase bird populations. Napier airport has statutory responsibilities to discourage or oppose increases in some bird species. Appropriate wetland design can favour more desirable bird species, through scale and shape of open water bodies and choice of adjacent plant cover. This can also reduce attractiveness to large bodied species e.g swans and Canada geese.

Urgency

46. The conditions in Te Whanga point to a need for urgent improvements. Frustration was expressed by interviewees around various organisational handbrakes impacting their ability to respond in time. Some activity is resource limited, and the accepted pace of change is at risk of being slower than deterioration. Collaboration will potentially short circuit some under resourcing and provide for sharing of scarce expertise.

47. Orca provide an example in relation to urgency. They visit Te Whanga to hunt stingrays periodically. Napier is one of few cities globally who has Orca visit its heart. They are nationally declining species and have local and international cultural significance. Orca are challenged due to polluted food sources. They have visited Hawkes Bay since prehistory and are now subject to substandard food here also.

48. Will we act decisively to cease inappropriate activity now, and nationally, or will Orca cease to visit first?

49. All participants highlighted pathways to improvement, and reported that if agencies are better connected and more insistent about the required urgency of change, that the mana of Te Whanga can be restored.

50. Collaborative activities relating to Te Whanga in response to its urgent challenges, can occur between and within organisations at a number of levels.

51. The interview detail relating to these suggestions, will be circulated to relevant teams and entities to inform collaborative efforts.

Conclusion

52. Establishing new levels of accountability and collaboration between agencies specific to Te Whanga is needed to produce definite and dramatic improvements to conditions in all of the values.

53. The Regional Park concept is a potential catalysing project which will engage agencies in specific changes which will benefit Te Whanga, and its human, animal and plant communities.

54. In the shorter term, increased collaboration is necessary across all of the relevant disciplines. Willingness, integrity and desire for improvement in the condition of Te Whanga were high amongst all interviewees. Resourcing and alignment were the most commonly reported missing or scarce ingredient.

55. If adequately resourced, efforts to increase alignment, pace and urgency to enhance the mana of Te Whanga across and between agencies, will likely deliver enormous community and environmental value.

56. The operational detail and pathways to collaboration provided by this stocktake, will offer meaningful content to support these, as a foundation for next steps to success.

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Wednesday 09 September 2020

Subject: Farm Environmental Management Plans

Reason for Report

1. This item provides the Committee with explanations of what Farm Environmental Management Plans (FEMPs) are in the Tukituki Catchment, including what the purpose of having such a Plan is and how they work to achieve their purpose. The item also explains how the FEMPs fit into Council’s regulatory framework and provides an update on related statistics. There will be a presentation made on the day to support the key aspects of this report.

Executive Summary

2. In the Tukituki Catchment the Board of Inquiry (BOI) envisaged that making Farm Environmental Management Plans (FEMP) mandatory by 31 May 2018 would provide a summary at farm scale of the potential risks in a farming operation and an opportunity for the landowner to describe how those risks would be managed and reduced over time. The Tukituki Catchment Plan management approach focuses on reducing contaminants entering surface and ground water. The nutrient budget from the FEMP becomes a hugely important tool for managing DIN at a sub-catchment level.

3. Any property, regardless of the farm system type, or position on the scale of environmental sustainability, has something to gain from a good FEMP. A good FEMP is comprehensive, with an individualised environmental plan that matches the owner’s farm system. Each landowner has their own values, vision or aspirations for the farm, family, and financial context. The FEMP is a platform for telling the environmental stewardship story of the landowner.

How do FEMPs work to achieve their purpose?

4. In the Tukituki catchment a FEMP is currently viewed as a fine scale tool for identifying contaminant risk on each paddock and identifies areas of greatest contaminant/nutrient loss on a property. The areas on a farm of greatest concern are called Critical Source Areas (CSA). These are contaminant/nutrient holding areas with a pathway to water. Identified CSA are from a variety of scenarios and in some circumstances only become a CSA under specific conditions or seasons of the year. The FEMP provides mitigation to reduce those losses, these are prioritised by way of an action plan which is agreed with the landowner.

5. The action plan is specific, measurable, assignable, realistic, and time bound (SMART) and is an auditable works program. The FEMP owner will must plan to complete mandatory mitigations over the next 3-5 years and prioritise when in the farming calendar each task best fits. A FEMP targets the 4-major contaminants that degrade water quality from agriculture. These are:

5.1. Sediment

5.2. Phosphorous

5.3. E. coli / Faecal contamination

5.4. Nitrogen.

6. HBRC has an accreditation scheme for candidates who want to become accredited as a FEMP provider. There are currently 14 approved providers completing FEMPs, in the height of Tukituki delivery there were 24 approved providers.

Incorporated Good Management Practice (GMP)

7. GMP was developed over the past decade by industry bodies, each of which has their own industry standard to manage land in a sustainable manner. In recent times, HBRC has partnered with DairyNZ and developed a winter grazing GMP and a Riparian Planting Guide. GMP is recognized as low-cost environmental mitigation and deemed co-beneficial with economics. In New Zealand, GMP is widely accepted as the industry environmental standard of operating.

8. The FEMP recognises what GMP are already adopted on farm and prescribes what should be adopted to further decrease the environmental footprint of the farming system. The 4-key principles behind all GMP are:

8.1. Efficient nutrient cycling and

8.2. Protection/enhancement of soil health

8.3. Animal welfare

8.4. Water Quality improvement.

Regulation

9. All properties greater than 10 ha, within the Tukituki Catchment, have required FEMPs since 31 May 2018. FEMP summaries have been submitted to HBRC, including the nutrient budget numbers for the associated property and faming system.

10. The data extracted from the FEMP summaries has informed the regulation team regarding properties which may require production land use consents in the Tukituki Catchment by the 31 May 2020 deadline, for:

10.1. Farm properties which are unable to comply with the stock exclusion rules

10.2. Farm properties or farm enterprises exceeding 10 ha (apart from low intensity systems), where the nitrogen leached from the property exceeds the Tukituki LUC Natural Capital: Nitrogen Leaching Rates in Table 5.9.1D.

11. Land use production consents are also required for properties located within a sub-catchment which is exceeding the dissolved inorganic nitrogen (DIN) limit (based on a five-year rolling average).

12. Of the current 1034 FEMPs, approximately 273 required a land use production resource consent related to N leaching at either an individual basis or on a sub catchment basis, by 31 May 2020.

13. Due to the impact of Covid-19 and the ongoing drought, an interim process was established to process the Tukituki land use consents.

14. To date (22 June 2020) 25 full applications and 139 pre-applications have been received by HBRC.

15. To remain a permitted activity under the rules of the Tukituki Catchment Plan, a properties FEMP must be kept up to date and accurately reflect the current farming system, with a minimum review cycle of three years.

16. The Tukituki Catchment Plan (2015) Schedule XXII requirements (FEMP template) was one of the most stringent in New Zealand and remains so even by today’s standards.

17. A variation of the FEMP will be required for properties within the TANK catchments, in order for them to maintain their permitted activity status.

Strategic Fit

18. FEMPs are strategically aligned with the top three priorities (2017-2021) and the newly adopted 2020-2025 strategic plan. Firstly, Water Quality, Safety and Certainty; driving on farm change and sustainability to deliver catchment water quality targets and objectives.

19. Secondly, FEMP encompasses all 7-attributes of the Smart Sustainable Land Use desired outcomes. The Tukituki FEMP delivery of on-farm mitigation and GMP works to achieve those attributes, the area of land now being managed by a FEMP is 250,000 ha.

20. FEMPs are slowly being completed across all of Hawke’s Bay by the approved providers and industry bodies. Recently, the Porangahau River Catchment Group completed farm plans in partnership with HBRC and Beef & Lamb NZ (83,000 ha). Now in July 2020, the community has grouped together to become an incorporated society catchment group.

21. FEMP is focused on delivering the National Policy Statement for Freshwater Management (NPS-FM) and the National Environmental Standards (NES) regionally. Over the next twelve months the NPS-Biodiversity will become operative and will integrate into the HBRC FEMP Template.

22. In New Zealand FEMPs will be mandatory and enforceable in each region under the new NPS-FM & NES. The new policy has identified and prioritised high risk farming activities (winter grazing) and at risk/degraded catchments to work with first.

23. Also, the Ministry for Primary Industries (MPI) has designed an Integrated Farm Planning (IFP) framework/package, which will further support HBRC in FEMP delivery.

24. HBRC will work in partnerships with the sector to deliver regional FEMP requirements under the new policies.

25. FEMP links to and supports a wide range of other HBRC programmes and initiatives including regulation, catchment management, science, biosecurity, biodiversity, and policy and planning.

Update

26. Since the last report to council on June 2019 the FEMP Audit Pilot project was completed and the Auditor manual finalised. The FEMP audit looks at the adherence of the FEMP to the Tukituki Schedule XXII requirements, assesses the nutrient budget robustness and during the site visit, determine the on-farm mitigations to be either on-target to meet objective or not. These three components make up the final audit grade which is a score from A-D. The audit grade is aligned with Environment Canterbury’s grading and the Four-E’s of the national strategic compliance framework. The 4-Es are:

26.1. Engage, consult with parties, stakeholders, and community

26.2. Educate, alert regulated parties to what is required to be compliant

26.3. Enable, provide opportunities for regulated parties

26.4. Enforce, breaches and non-compliance dealt with proportionately.

27. The FEMP Auditor Manual was finalised in June 2020. To deliver efficient auditing, a mobile digital platform design was made to allow in situ auditability. The final audit report was templated via the Nintex Platform, which generates the report (hands-free) and audit reporting is visualised via PowerBi.

Considerations of Tangata Whenua

28. The NPS-FM has identified Mahinga Kai as a mandatory metric for regional councils, this metric will be included in the HBRC FEMP template.

29. The FEMP Mahinga Kai section would be completed with māori partners and give effect to Te Mana o Te Wai as a guiding principle.

Next Steps

30. The lessons learned from Tukituki Implementation have strongly suggested the production of an HBRC FEMP template. This will provide efficiency, consistency, ease of GIS spatial analysis, improved auditability across all FEMP Providers and provide an excellent benchmark for landowners. To be current, the template design must be a modular approach to farm planning, including all externalities and climate change resilience. The true value of a FEMP is achieved by a long-term sustainability design, not baseline regulatory requirements.

31. Nationally there is a great deal of work underway to partner with the primary sector and MPI/MfE on the coordination of farm planning. Farm plans are critical tools for the NPS-FM implementation and there is the need for the regional sector to align efforts and avoid duplication. It is likely that this will all be bought together in the MPI led Integrated Farm Planning (IFP) project. We have staff connected to both the overall implementation planning and specifically the IFP work.

32. The FEMP Long term plan (LTP) levels of service will likely propose an increase to include another FEMP auditor and inject capacity into the marketplace for farm system expertise to deliver NPS/NES FEMP regionally. The reason being that the deadline for FEMPs to be completed regionally has changed from a 2030 deadline to a 2025 milestone under the new NPS-FM. The approach to this is currently being socialized across various groups in council in order that support for the approach and need for the auditor can be tested.

33. The FEMP Auditor position is still to be finalised by the internal process noted above and then the executive staff appointment process; pending approval it will go to market in July 2020.

Decision Making Process

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

Recommendation

That the Māori Committee receives and notes the “Farm Environmental Management Plans” staff report.

Authored & Approved by:

Shane Gilmer

FEMP Project Manager

Attachment/s

There are no attachments for this report.

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Wednesday 09 September 2020

Subject: Northern Hawke's Bay Area Update and Wairoa Catchment Delivery Case Study

Reason for Report

1. As part of the Annual reporting requirements for the Long Term Plan a summary of activity in the Northern Hawke’s Bay area has been prepared. Please not that this does not include progress of the Erosion Control Scheme delivery for the year or updates on specific projects, which will be reported on elsewhere.

2. Hawke’s Bay Regional Council (HBRC) is assessing a more “place-based” approach to reporting, engagement and delivery. Two case studies were commissioned at the beginning of the year to provide more insight and identify opportunities for improving our place based approach. A draft of the Executive Summary for the “Wairoa Catchment Delivery Case Study” is presented to the Committee.

Background

3. The Area Manager – Northern Hawke’s Bay position was created in February 2020 as a result of an internal restructure of the Catchment Management Team that was previously operating as three discrete Zone delivery teams. Three new Manager positions have been created. Catchment Delivery, Policy Implementation and Northern Hawke’s Bay Area Manager.

4. The role of the Area Manager in the Northern HB has three functions being:

4.1. Supporting the delivery of HBRC Levels of Service (LOS) and work programs across the organisation in Northern Hawke’s Bay

4.2. Providing HBRC representation and leadership in local issues and events and the building and maintaining of key relationships in the community

4.3. Provide liaison and support to the progression of a number of outstanding issues or “hotspots of activity” locally.

5. A detailed update on activity relating to these three functions is provided with this paper.

Northern Hawke’s Bay Activity update

6. Due to the relative isolation of the area, small team of Catchment Management specific staff and the multiple issues and activity occurring locally a large proportion of the Area Managers time has been spent in supporting HBRC operational and Level’s of Service delivery. This supporting role in particular has involved building and maintaining relationships between parties impacted on by that activity.

7. Tangata whenua make up the majority of the Wairoa Districts population at 66%. Engagement with Māori has been an important part of the role. Recent shift in the roles reporting line to Pieri Munro – Te Pou Whakarae, will enable greater emphasis of the role on building stronger relationships with Māori in the area.

8. The multi-jurisdictional nature of many of the issues in the area and providing a conduit between Councils for issue progression has meant that the relationship with Wairoa District Council is a critical element of the role. To date this has worked well and provided benefits to both organisations in improved communication, clarity and efficiencies in the transactional cost of working together.

9. A wide range of other groups and entities have been engaged over the previous year. These and their purpose are outlined in the Activity Report update.

10. There are a number of “hotspot” areas in the District where significant HBRC and community activity is occurring or where multi-jurisdictional issues require resolution. Work has and continues to support the progression towards the resolution of these issues.

11. An annual workplan for the 2020-2021 financial year has been submitted and endorsed by management. This includes the continuation of the role and functions to date and a greater emphasis on tangata whenua engagement and work in the southern part of the area.

Wairoa Catchment Delivery Case Study

12. The Wairoa Catchment Delivery Case Study was commissioned by Council Executive staff in January this year. This study complements the work carried out in the Tukituki Catchment that focussed on the activity of HBRC in the policy implementation space.

13. Due to Covid-19 outbreak the Wairoa Case study was carried out over 2 phases:

13.1. Phase 1 involved (Pre-Level 4 lockdown) and internal review of HBRC Level of Service delivery in Wairoa through staff interviews

13.2. Phase 2 involved interviews with external stakeholders after the lockdown and looked at the issues and expectations of community for HBRC.

14. Key findings of the case study to date include:

14.1. While HBRC is meeting and in many cases exceeding its LOS delivery in Wairoa these are not highly visible to the community

14.2. Community expectations and local issues are not necessarily aligned to HBRC LOS delivery and obtaining the necessary resource and support to address these issues can be challenging

14.3. Widespread concern around water quality, cultural asset and infrastructure protection, broad scale monoculture afforestation and economic development prevail in the community

14.4. Relationships are crucial to our operations in Wairoa. Local staff are valued and appreciated. The relationship with HBRC in the community in general does require improvement and communication with the community around the range of activity occurring locally would help improve that

14.5. The role of Area Manager has been a valuable change in supporting HBRC activity in the area.

15. The report was authored by Ben Anderson of ProjectHaus Consulting, and Ben will be available to answer any questions of the Committee.

Considerations of Tangata Whenua

16. This report identifies engagement with tangata whenua in the Northern Hawke’s Bay area through the Area Manager and should not be viewed as conclusive. The work of the Māori Partnerships team in the area extends that engagement significantly.

Decision Making Process

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

Recommendation

That the Māori Committee receives and notes the “Northern Hawke’s Bay Area Update and Wairoa Catchment Delivery Case Study” staff report.

Authored by:

Nathan Heath

Area Manager Northern Hawke's Bay

Approved by:

Iain Maxwell

Group Manager
Integrated Catchment Management

Attachment/s

⇩1	Wairoa Catchment Delivery Update
⇩2	Wairoa Catchment Case Study - Executive Summary

Wairoa Catchment Delivery Update

Attachment 1

Annual Report on Activity in the Northern Hawke’s Bay Area since July 1 2019.

1. The following report is to summarise the activity of the HBRC Area Manager, Northern Hawke’s Bay and in particular engagement with the community and tangata whenua over the last financial year. Impacts due to Covid-19 and delays in confirming the role have resulted in this report not getting to the Committee until now. Reporting on activity and engagement is required as a Long Term Plan Level of Service measure. It is not the intention of this report to cover the Catchment Delivery Team Erosion Control Scheme progress or specific projects relating to other groups of Council.

2. The creation of the position of Area Manager was the result of a restructure of the Catchment Management team in February 2020 who were prior to then operating as three separate zones carrying out the same functions. This restructure resulted in the consolidation of staff into one Catchment Delivery team and the creation of both this position and that of the Policy Implementation Manager.

3. The role of the Area Manager has been based on 3 key functions:

3.1. Supporting the delivery of HBRC Levels of Service and work programs across the organisation in Northern HB

3.2. Providing HBRC representation and leadership in local issues and events and the building and maintaining of key relationships in the community

3.3. Provide liaison and support to the progression of a number of outstanding issues or “hotspots of activity” locally.

Supporting HBRC activity in the Northern HB

4. Table 1, below identifies the main issues dealt with since 1 July 2019. The four dominant areas of activity have been related to the operations of the Integrated Catchment Management, Asset Management, Regulatory and Māori Partnership Groups of Council.

Table 1: HBRC Activity Support in Northern HB

Integrated Catchment Management	Ø Catchment Manager with 7 staff and program oversight for Wairoa and Mohaka Catchments till February 2020 Ø Hill Country Erosion Fund project oversight and brokerage of Hangaroa and Mangapoike Catchment inclusion in collaboration with GDC Ø Whakaki Freshwater Improvement Fund Project – Project oversight and Governance Group participation Ø Whakaki Catchment Case Study Pilot – project governance group Ø Whakatipu Mahia – steering group participation Ø Right Tree, Right Place proposal input and support Ø Commissioning of independent review of afforestation in the District. “Community Perceptions and Values: land-use change in the Wairoa District” by Associate Professor Willie Smith.
Asset Management	Ø Nuhaka River Road community engagement and liaison with WDC. Ecological Impact Assessment coordination and HBRC representation at WDC Forums and Meetings Ø Rahui Channel opening coordination with Whakaki Lake Trust, Asset Management and contractors Ø Rahui Bridge replacement and FIF Project weir relocation liaison with WD. Ø Hinerauiri (Māhanga) stream opening community engagement. Ø Marae and community infrastructure issues – Hinemihi, Takitimu, Ruataniwha, Manutai, Tuahuru and Te Ruahina Marae. Wairoa Yacht Club, Ferry Hotel slip and water treatment plant. Ø River mouth observations of Wairoa Bar Ø Issues in relation to Mohaka River gravel extraction.
Māori Partnerships	Ø Engagement with a number of Māori entities Ø Representation on WDC Māori Standing Committee, Matangirau Trust Board, Mahia Māori Committee Ø Cultural Impact Assessment coordination – Whakaki and Iwitea Marae, Ngāti Rakaipaaka Ø Liaison for local issues for Marae and hapu Ø Coordination of Tripartite Meeting and engagement with TToTW and NPDT.
Regulation	Ø Māhanga issues and complaints follow up and intermediation between community and agencies Ø Enquiries about Livestock on Mahia tidal platforms Ø Opoutama Reserve and Blue Bay issues Ø Pollution and rubbish complaints Ø Slash issues and NES Plantation Forestry compliance Ø Land clearance issues Ø PGF Shovel Ready project meditation with WDC Ø Intermediation between HBRC and WDC Regulatory teams Ø Local intelligence provided and advice given on contacts and follow up.
CDEM	Ø Alternate Wairoa Emergency Operations Centre Response Manager and 3^rd alternate Incident Controller during Covid-19 Level 4 lockdown.
Policy and Strategy	Ø Feedback and advice provided on area relevant information.

Providing HBRC representation and leadership to local issues and events and the building and maintaining of key relationships in the community

5. Relationships are critical to working in the Northern HB and much of the role has been based on building and maintaining relationships with a range of groups and entities in the area.

6. Tangata whenua make up 66% of the Wairoa Districts population – the highest of any district in New Zealand. Many of the issues or activities in the area impact on Mana Whenua at a local level and require significant engagement and navigation to help broker solutions and understand sites of significance, issues of tikanga and ensure representation in the kaupapa. Our statutory obligations with our Post Settlement Governance Entities and Tripartite Agreement in Wairoa and providing a liaison to that has not been part of the role until now but will increasingly be part of the function going forward. A summary of engagement with tangata whenua since 7 July 2019 is provided in table 2. There are a number of notable omissions from that engagement over the last period. These are proposed to be addressed in the workplan going forward.

Table 2: Tangata whenua engagement since 1 July 2019

	Entity	Purpose
PSGEs	Tātau Tātau o Te Wairoa Ngāti Pāhauwera Development Trust	Ø Relationship building, meetings with Chair and General Manager, Matangirau Trust Board representation, coordination of tripartite meeting with Our Land and Water National Science Challenge and Parliamentary Commissioner for the Environment, Riparian planting proposal and Economic recovery activity Ø Relationship building, Gravel extraction from Mohaka, Waihua River Geese population, rubbish at Mohaka Beach, Annual Plan submission discussion, Putere Lakes, Te Awa Awa Stream project.
Iwi	Te Iwi o Rakaipaaka Incorporated Trust Rongomaiwahine Iwi Trust	Ø Nuhaka River Road realignment, Cultural and Ecological Impact Assessments, opening of Nuhaka River mouth Ø Whakatipu Mahia, Regular meetings with Chair and CE.
Boards, Committees, Authorities, Marae based.	Whakaki Lake Trust WDC Māori Committee Wairoa Taiwhenua Mahia Māori Committee Matangirau Trust Board	Ø Whakaki FIF Project and Rahui Channel openings Ø Attend monthly meetings and present activity update Ø Regular meetings with Chair Ø Regularly attend monthly meetings Ø Attend meetings
Land Blocks, Trusts and Trustees.	Whakaki 2N, Ahu Whenua Trust, Te Whakaari, Te Tumu Paeroa	Ø Issues relating to access and easement of Whakaki FIF project and meetings with Trustees.
Marae	Whakaki, Iwitea, Tuahuru, Manutai, Takitimu, Hinemihi, Te Rakato, Kaiuku, Māhanga	Ø Issues relating to infrastructure issues, cultural impact assessments, participation in pōwhiri and engagement through projects and activity.

7. Providing a point of contact between HBRC and Wairoa District Council has been a significant part of the role. Operationally many of the issues locally are multi-jurisdictional in nature and require input and agreement between agencies. Keeping both organisations informed and updated on common areas of operation has helped overcome hurdles and progress work streams. Table 3 provides a summary of community engagement in the wider Northern HB Area.

Table 3: Wider Community Engagement in the Northern HB Area

Entity

Purpose

Local Government / TLAs

Wairoa District Council

Gisborne District Council

Ø Nuhaka River Road and Māhanga intermediation, Opoutama Reserve quad access at Blue Bay, Rahui Bridge replacement, Wairoa River bar meetings and updates, Rangi-houa (Pilot Hill) erosion, asset and infrastructure issues, wastewater consent catchment works, pollution and rubbish issues, NES for Plantation Forestry compliance and slash issues, memos provided and representation as required at Committee meetings and forum

Ø Rere Project steering group, Mangapoike Lake enhancement.

Central Government

Ministry for the Environment

Ministry of Primary Industries

Ministry of Business, Innovation and Employment

Te Uru Rakau

Department of Conservation

Ø Whakaki FIF Project, Meetings with staff, feedback on Whakaki and Whangawehi catchments

Ø Whakaki Catchment Case Study Project jointly run with MPI, Hill Country Erosion fund

Ø Funder of Whakaki Catchment Case Study project

Ø Meeting with WDC, 1BT project information

Ø Regular contact through shared office, Whakatipu Mahia, Māhanga, Shore bird protection, Whale stranding’s etc.

Entities

Heritage NZ

Parliamentary Commissioner for the Environment.

Fish and Game NZ

Ø Heritage listed sites at Māhanga and Mahia

Ø Organisation of Hui to discuss potential for a case study investigation in Wairoa

Ø Whakaki FIF Project governance representation.

Research

Massey University

Waikato University

Our Land and Water National Science Challenge

Deep South National Science Challenge

Manaaki Whenua

AgResearch

Ø Staff and student visit to Wairoa, Lecture to students, Massey PhD Co-supervision

Ø Professorial Chair Integrated Catchment Management relationship and engagement

Ø Potential Case Study on Wairoa Land Use Opportunity. Meetings with community

Ø Potential Case Study in Wairoa on climate impacts

Ø Land Use Opportunity Project discussions, Co-Authored 2 papers with Manaaki Whenua, 1 published

Ø Grazeable Shrubs trial, OLW Project.

Community

Wairoa Awa Restoration Project

Wider Northern HB Community engagement

Ø Maintain korero with group and provided support to planting day at Takitimu Marae

Ø Monthly report and update produced, Coordination of responses and local comment to the Wairoa Star on a range of issues, HBRC representation at Community meetings, Hui and pōwhiri, AandP Show and East Coast Farming Expo attendance.

Primary Industry

Beef and Lamb

Federated Farmers

Forestry Sector

Fertiliser Industry

AgFirst

LandVision

Ø Primary sector engagement has not been a significant part of the role to date. Keeping abreast of issues relating to the TB outbreak, Afforestation views and initiatives, local landholder concerns and farm planning have been the main areas of engagement. This is primarily due to the change in function of the Area Manager and there is not a lot of Primary Sector Northern HB specific initiatives occurring currently. Significant engagement to support landholders adapting to the coming reforms will be critical in the future.

Provide liaison and support the progression of a number of outstanding issues or “hotspots of activity” locally

8. There are a number of issues or hotspots where HBRC activity is significant. Providing a point of contact for the community and mediating the relationship between agencies, mana whenua and the wider community has occupied a considerable proportion of time within the role. A greater description of this is provided below.

9. Mahia mai-tawhiti – Significant activity and investment is occurring a Mahia. Including the Whakatipu Mahia project, Whangawehi Catchment Group and Whangawehi walkway project and investment and effort through the Erosion Control Scheme and Catchment Delivery Team. Issues relating to development of coastal communities in this sensitive environment have created issues around infrastructure, ecological and cultural protection requiring support. The progress being made at Mahia in ecological protection and enhancement has been an exemplar nationally to the benefits of working in partnership with multiple entities.

10. Whakaki Catchment – significant investment and activity is occurring in the Whakaki Catchment. The $3.2 Million Freshwater Improvement Fund, PGF Funded Whakaki Catchment Pilot Project and Sustainable Farming Fund Grazeable Shrubs project have been ongoing during the past year. Whakaki is an area that requires an ongoing commitment to maintaining relationships. All projects and activity have required a significant amount of attention over the last year. Opportunity still exists to continue the progression of the restoration of a regional taonga.

11. Māhanga – the issues at Māhanga have been long-standing and relate to drainage and stormwater management, management of the outlet of the Hinerauiri stream, wetland water level and threatened species protection, road access and fish passage, ecological and cultural obligations and infrastructure issues. Intermediation and progression of issues at Māhanga has required on-going support.

12. Nuhaka River Road – the impact of the Nuhaka Slip on access via the Nuhaka River Road has received heightened attention over the last 9 months. This issue has been ongoing for 9 years and a successful application to the PGF Shovel Ready Fund by WDC has accelerated the opportunity to find a resolution to this kaupapa. Support has been provided via WDC, tangata whenua and landholder engagement, cultural and impact assessment coordination, presentations to WDC meetings and forum. Like the catalyst for the Whangawehi Catchment Group, significant opportunity exists at Nuhaka in partnership with Te Iwi o Rakaipaaka Incorporated Trust Council, landholders and agencies to progress a wider catchment approach in Nuhaka.

13. Wairoa River (Hōpūpū Hōnengenge Matangirau) – Significant activity and relationship building has occurred within the Lower Wairoa River rohe. Multiple issues are coalescing that require greater collaboration to navigate including: Three Waters infrastructure, swimmability and E.coli exceedances, CBD revitalisation funding, Matangirau Trust Board aspirations and synergies with the regional park proposal, cultural and infrastructure support and protection, ecological enhancement opportunities and significant activity by the Wairoa Awa Restoration Project and Ngahere Nursery in planting river banks and protecting sites of cultural significance.

Workplan next 12 months – summary of priorities

14. An annual work plan and engagement strategy has been submitted and endorsed by Executive Staff for the next financial year. Emphasis is on:

14.1. Continuation of the Area Manager role

14.2. On-going contribution to the progression of hotspot issues and intermediation between agencies and community in maintaining momentum to a resolution

14.3. Relationship management and engagement

14.4. Supporting the Mohaka Plan Change process locally

14.5. Wider Plan Change engagement and support.

15. The most pressing need for support from HBRC currently in the Northern Hawkes Bay is in the Mohaka Catchment and wider Ngāti Pāhauwera rohe. The co-development of the Mohaka Catchment Plan and opportunity currently to contribute to the restoration of a number of culturally and ecologically significant areas in partnership with mana whenua provide a great opportunity for collaboration and progress.

16. There have been a range of issues that have been outstanding in the area for several years that are beyond the scope of the Catchment Planning process that will require additional support in the future including:

16.1. The Raupunga water supply catchment sediment issues

16.2. Waihua river restoration opportunity and concerns around pest control

16.3. Continued support of the Putere Lakes restoration efforts of NPDT and mana whenua, guidance on aquatic weed control and wider catchment management protection, and

16.4. Waikari – momentum with landholders for forming a catchment collective to work together in adapting to future freshwater reform implications.

Report prepared by: Nathan Heath, Area Manager, Northern Hawke’s Bay

August 2020

HB Future Farming Trust 2019-20 Annual Report

Attachment 1

Hawke’s Bay Future Farming Trust

Annual Report – 30 June 2020

The first substantive meeting of the Trust was held on 19 September last year, and the Trust finalised its present composition at its 17 December meeting, topped off with the Council’s appointment of CHB Councillor Will Foley as its representative.

Other Trustees are John van der Linden (chair), vice-chair Phil Schofield, treasurer Scott Lawson, Liz Krawczyk, Greg Hart, and Tom Belford. Backgrounds of all Trustees are furnished in the Trust website: www.hbfuturefarming.org

The Trust also maintains a Facebook page at: www.facebook.com/HBFutureFarming-104458421275553/

Since February Trustees have been meeting monthly, completing the usual organising tasks like building a website, getting our accounts in order, finding our way onto the same page as a group, and agreeing on our mission, which is simply to:

“Promote, inspire and celebrate profitable farming systems that enrich the environment and the community.”

Most importantly, we have reached some basic strategic and funding decisions.

We see our work as falling into two categories – communications and evidence-building, the former to receive roughly 25% of our resourcing, the latter, 75%.

Communications

From a communications standpoint, we want to recognise and celebrate all sorts of initiatives Hawke’s Bay farmers and growers are making to improve – which means lessen – their environmental footprint. Those could range from riparian planting or establishing wetlands to improving water efficiency or planting erosion-prone hillsides.

We plan to compile these examples, produce case studies and videos on them in select cases, and feature them on our own website and in other media. And organise appropriate farm days and other face-to-face learning opportunities.

We presently have two video projects underway, one featuring dairy farmer Willie White in CHB, the other organic/regen farmer John Kamp in Patoka.

Evidence-building

More fundamentally, we want to establish to farmers and growers – using evidence we develop here in Hawke’s Bay, that more beneficial environmental practices and better financial performance go hand-in-hand.

To do that, we plan to work with leading edge farmers and growers, documenting the success of their overall farming systems and – hopefully – making their practices irresistible to others who are watching expectantly or sceptically from the sidelines.

Our Trustees are united in the belief that our long-term focus must be on healthy soils, and the land, plant and animal management practices – label them however you like – that yield healthier, carbon-enriched soils.

To that end, we have committed limited funding to two initial projects.

Soil carbon. The first is designed to measure with scientific rigour the ability of farm practices to increase soil carbon. We’re measuring soil carbon across three properties at various stages of organic/regenerative development owned by farmer John Kamp in Patoka. These farms were formerly high chemical input dairy operations.

Our carbon measurement methodology utilises the approach ‘blessed’ by MPI for nationwide application. In our view, soil carbon is a key indicator of overall soil health, which we regard as the prime driver of farming success. Additionally, as is well-known, the current Government has an interest in assessing whether carbon sequestered in soil (and potentially increased) can eventually be factored into its carbon neutrality objectives.

This project is nearing completion, with soil samples currently being analysed by Landcare Research.

Economic/environmental assessment. The second project is targeting ten dairy and sheep & beef farms across Hawke’s Bay. We are selecting farmers who are committed to change – who want to improve both their environmental and economic performance, measuring both with greater rigour to establish the ‘evidence base’ mentioned earlier.

The first phase of this project is to complete a holistic economic and environmental assessment of the overall farming system for each farm, measuring all inputs and outputs, modeling how various interventions might improve performance, and then monitoring the outcomes from changed or alternative practices. This will be a multi-year project, and hopefully expanded to additional farms as resources permit.

At this point we have identified our initial prospect farmers and are recruiting them into participation. A number of them are drawn from a group organised by Beef + Lamb around their Red Meat Profit Partnership project, and we expect B+L to participate in the project. In the interest of transparency, two participants in this project will be trustees Will Foley and Greg Hart.

Once we have established our baseline benchmarking for these farms, we will move on to measure and monitor soil carbon and other soil health indicators.

In this work, the Trust not ‘selling’ a solution. But that said, we fully expect that the practice changes that will be indicated will fall in the category currently labelled ‘regenerative farming’.

The Trust recently helped sponsor two forums on ‘regenerative farming’ in Hawke’s Bay attended by about 300 farmers. The positive experience of regen farmers in New Zealand is becoming more and more compelling and we will be looking to demonstrate – certainly to test – the efficacy of these practices here in the region.

Building healthier soils in Hawke’s Bay should be central to the mission of the Regional Council, given its concerns with mitigating nutrient loss, improving farm resilience in the face of predicted drier climates, and improving water security by making the most efficient possible use of existing rainfall.

Water security.
The Trust is confident our work will lead to land management practices that are proven to greatly enhance water security. For example, the most conservative estimates suggest that every 1% increase in soil organic matter would increase soil water holding capacity by 150,000 litres per hectare.

Given that HBRC has allocated $27 million to ‘water security’ infrastructure, the Trust aims to demonstrate that using soil carbon-friendly farming techniques results in better production, resilience and environmental outcomes that also give a significantly better return on investment when compared to expenditure on ‘water security’ infrastructure.

For this reason, the Hawke’s Bay Future Farming Trust would suggest that, as the data comes in to support the opportunities to improve soil function and resilience on-farm, the Trust will gain further funding to build robust evidence and then promote the uptake to farmers and growers across the region, ultimately saving many millions of dollars.

The Trust will engage further with Council about those priorities when councillors seek advice on HBRC’s forthcoming long-term plan. And in that context, the Trust stands ready to organise presentations or field trips to demonstrate the on-farm practices that we see as the way forward – and believe HBRC’s Integrated Land Management teams should evolve to propogate, alongside a greater commitment to extension services.

Financials

The Trust’s financials fiscal year through 30 June 2020, prepared by BM Accounting, are attached.

Next Steps

As we have been focused first on getting our own house in order and priorities established, we have just begun the process of forming relationships with other relevant players in the sector – Beef+Lamb, MPI, LandWise, Landcare, the appropriate teams here at HBRC and so forth. But we are fully committed to doing so; we are mindful of the need to leverage our own resources and outreach to farmers/growers. In the meantime, through our excellent Trustee networks, we closely monitor to efforts around NZ aimed at promoting more sustainable farming practices.

In the coming months we will also review Trust composition. In particular, we are committed to appointing a Maori representative to the board, and to involving Maori landowners in our mission.

Submitted by:

John van der Linden (Chair) and Scott Lawson (Treasurer)

Hawke’s Bay Future Farming Trust

HAWKE’S BAY REGIONAL COUNCIL

Māori Committee

Wednesday 09 September 2020

SUBJECT: Significant Organisational Activities through September 2020

Reason for Report

1. The commentary following is for the Committee’s 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)

Group /Team or Section

Description

Upcoming

Risk Maturity

1. With endorsement from the FARS at the 12 August 2020 meeting on the:

- Risk Management Policy

- Risk Management Framework, and

- Revised enterprise risks

A detailed implementation plan to rollout both the risk management policy and framework to enable the continuous improvement of the embedded risk system and risk reporting is being developed.

OCEC

Risk and Assurance

Audit Programme

2. At the FARS meeting on 12 August 2020 the 2020-21 internal audit plan was approved. Management are now working with Crowe to agree timeframes to deliver the plan.

3. In addition, Copeland Ashcroft Law have commenced a Privacy review. And, an internal review of HBRC business continuity response to the first wave of Covid19 has also commenced.

OCEC

Risk and Assurance

Regional Business Partner Programme & Callaghan Innovation

4. Regional Business Partner (RBP) continues to see high demand, having issued $1,180,845 in voucher funding to Hawke’s Bay businesses to date from the current funding pool of $1,495,473. An additional tranche of funds ($600k) is available and expected to be drawn down and issued before the end October 2020.

5. An additional $135,755 has been given to HB RBP as part of the Tourism Transition Fund, enabling tourism businesses to access and $5k for the same expert advice topics and for business hibernation tactics. Meaning tourism businesses can access $10k in business advice ($5k COVID funding voucher, $5k Tourism Transition). RBP is working with Hawke’s Bay Tourism and Hawke’s Bay Maori Tourism to spread the word.

6. From the 16^th March to date, RBP are engaging with 786 Hawke’s Bay businesses through this COVID-19 response mechanism. RBPs have issued 580 Vouchers with an average voucher value $2,044.

7. Voucher categories/dollar value breakdown are:

Area of Expertise	No. of Vouchers	Value Issued
Cashflow Management	194	$383,668
Business Planning	168	$389,985
Digital Enablement/Marketing	115	$219,709
Employment Relations/People Mgt	97	$176,043
Health & Wellbeing	6	$11,440

8. Top sectors include Manufacturing, Construction, Accommodation & Food and Other (which included tourism).

9. Breakdown of voucher recipients across the region sees 47% Napier based businesses, 46% Hastings and the balance spilt between Wairoa and CHB. The RBP is working with the Economic Development Units in the Councils of the smaller districts to disseminate information to their businesses and looks to support an aggregated group of businesses in Wairoa.

10. Marketing continues through TPK, MSD, industry associations such as NZ Apples & Pear and HB Winegrowers and the Business Hub networks.

11. HB RBP has an additional 3FTE for 13 weeks, 2FTE are in place and operational with the 3^rd commencing on 26^th August. This grows the team to 5.3FTE.

12. Callaghan Innovation will close R&D Loan Programme to applications having successfully allocated $150m. Six applications have been submitted by HB businesses.

13. The Callaghan R&D Experience grant programme opened for applications on 17^th August for 6 weeks. Companies can access funding for students to work on a technology projects over the summer.

OCEC

RBP

People & Capability (including Health& Safety)

14. The People and Capability team have concluded bargaining for the Works Group Collective Employment Agreement which will now be in place until the end of the financial year.

15. The team are currently supporting the CE with review of the Salaried Collective Employment Agreement.

16. Currently the People & Capability Team are managing 18 vacant roles all in different stages of the recruitment process. The roles are ranging from entry level to Executive tier following the Executive Review. The team has engaged three recruitment companies to assist with recruitment of senior level roles.

17. HBRC transitioned back into Covid-19 Level 2 with all Level 2 requirements back in place. Ongoing maintenance of staff Covid-19 testing continues.

18. Successful ‘Driving Awareness’ campaign completed in July for all HBRC staff focusing on Fleet Management, Speed, Drive to the Conditions, and Off-Road Vehicles. Competition underway to reinforce messaging.

19. ‘Drive to Survive’ Advanced Driver Training 20 staff attended on 30 July 2020.

20. Successful 4WD training delivered on the 24 July 2020, 8 staff attended and a further date is scheduled for the 20 August 2020.

21. Three site observation/audits completed on areas in Works Group and Nursery.

22. Health and Safety workplan updated for 2020-2021.

23. Attended the Leaders forum to discuss first wave Covid-19 review.

24. Attended two Works Group staff meetings, discussed Covid-19 Level 2, site visits and incident reporting.

25. P&C team met with Asset Management Group meeting to introduce roles and discuss support.

OCEC

People & Capability

Outstanding Water Bodies Plan Change (PC7)

26. Hearing Panel appointments recommended at 22 July extraordinary RPC meeting were endorsed by Council at meeting on 29 July.

27. Summary of 41 submissions received to be publicly released on 29 August and further submissions invited by 10 September 2020.

Strategic Planning

Policy & Planning

Climate Change

28. Staff following up actions arising from Council decisions made at 29 July meeting, including climate change communications campaign to launch in September. Also aligning work programmes in LTP preparation to ‘test’ community support for extra funding and new service suggested to be offered through a semi-autonomous unit focussing on climate change mitigation in Hawke’s Bay.

29. Community and business perceptions surveying nearing completion and SIL Research’s final report due in September.

Strategic Planning

Policy & Planning

MarComms

Regional Land Transport Plan

30. HB Transport Study making progress, with long list of potential activities for inclusion in the Regional land Transport Plan under review at present. Workshop to consider this on 27 August

Strategic Planning

Transport

Driver Licensing Programme

31. New programme initiated by the driver licensing governance group with preparation of application forms and applicant advice. Applications to be lodged by early October.

Strategic Planning

Transport

Marine and Coast

32. HBRC has just received the final report modelling the effect of river inputs on coastal water quality. This report highlights the influence of our river systems on nitrogen concentrations in Hawke Bay. A copy of the report can be found: Here

Integrated Catchment Management

Marine and Coast

Erosion control/riparian plants distribution and planting

33. Riparian plants have been distributed and the Catchment Delivery staff are now in the final couple of weeks of distributing pole orders. This also includes work at the HBRC pole nursery to undertake necessary maintenance. On site Erosion Control Plan engagement with landowners remains ongoing with staff fully occupied.

Integrated Catchment Management

Catchment Delivery

Predator Free Hawke’s Bay

34. Predator free 2050 Ltd has ring fenced $3.65m for acceleration and expansion of the Whakatipu Mahia project. Negotiations are currently underway to transition leadership of the project over to the Whakatipu Mahia trust which is led by Rongomaiwahine iwi, the Whangawehi catchment management group and the local farming community.

35. Work is continuing with the control largely completed on the first 5500 ha and detection about to begin to establish possum proof of absence on that area.

Integrated Catchment Management

Biosecurity/
Biodiversity

Northern Catchment
Project / Activity Description	Significant Upcoming Milestone(s)	Group /Team or Section
Mohaka Plan Change	36. Staff have re-engaged with Ngāti Pāhauwera (post-Covid) to reschedule the pan-iwi hui. 37. Update report was prepared for Regional Planning Committee meeting held on 19 August 2020.	Strategic Planning Policy & Planning Team
Nuhaka River Road	38. 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
Ferry Road	39. HBRC was successful in receiving Govt Resilience Funding managed by the PDU. Project value $1m erosion protection at Ferry Road Wairoa with Govt contributing $640k and local contribution of $360k. Project has been initiated- waiting on Contract from PDU.	Asset Management Regional Projects
Area Manager Activity	40. Whakaki FIF Governance meeting to be held shortly to discuss projects progression in the future. 41. Wairoa River Freshwater Improvement Fund application being considered locally. 42. 3 Waters workshop well attended and valuable 43. Shovel Ready Projects progressing now, despite a few hiccups with ensuring they were appropriately consented or being managed to minimise environmental impacts. 44. Funding through PGF Shovel Ready project on Nuhaka River Road re-alignment has been made available to HBRC to initiate a wider program of works on the Nuhaka slip. 45. Representing HBRC at the Wairoa District Council Maori Standing Committee, Matangirau Trust Board and Community Partnerships Group meeting shortly. 46. Growing interest locally about the impact of Healthy Water Reforms on a range of issues. 47. Pending potential Covid impacts we are scheduled to return to our refurbished office on Freyberg St at the end of August from our temporary premises at the Wairoa Airport.	Integrated Catchment Management

Central Catchments

Project / Activity Description

Significant Upcoming Milestone(s)

Group /Team or Section

TANK plan change (PC9)

48. Submission period on proposed TANK Plan closed on 14 August 2020 after an extension to the deadline. Preliminary count by planning staff of submissions received is approx. 250+ submissions. Many of those submissions are extensive.

49. At meeting on 19 August, the Regional Planning Committee recommended names of hearings panel appointees to hear and decide on TANK Plan submissions. Council will consider those recommendations at its meeting on 26 August.

Strategic Planning

Policy & Planning

Ngaruroro and Clive Rivers – Application for Water Conservation Order

50. Environment Court mediation proceedings are currently scheduled for 30 September – 2 October 2020. These dates are subject to change.

51. The Environment Court has set hearing dates as 9 – 19 February 2021.

Heretaunga Plains Urban Development Strategy (HPUDS)

52. HPUDS Implementation Working Group tentatively re-scheduled to meet on 14 September or 5 October 2020.

53. On 23 July 2020, Government released a new national policy statement on urban development to take effect from 20 August. The Napier/Hastings urban area is categorised as a ‘Tier 2’ urban area with a large number of policy directives for RMA planning, infrastructure planning and resource consent decision-making. That new NPS will have significant implications on urban planning approaches and scope of HPUDS Review ear-marked for 2021/22.

Heretaunga Plains Scheme review

54. Hydrodynamic modelling for Tutaekuri being constructed - to model 100yr, 200yr and 500yr flood scenarios, incorporating climate change. Tutaekuri hydrodynamic model calibrated and completed.

55. Ngaruroro River hydrodynamic modelling underway.

56. Communication and consultation plan being discussed with internal stakeholders

57. Land matters being investigated for future engineering options.

Asset Management

Regional Projects

Flood Control Schemes

58. Heretaunga Plains level of service condition assessment approximately 80% complete.

59. Esk Scheme review commenced and progressing well. Flood Hazard mapping 80% complete. Report 50% complete.

60. Asset Management Plans drafted to 60%. Feedback from Council workshop being incorporated. Financial modelling will commence in October.

61. HBRC was successful in receiving Resilience Funding managed through PDU to accelerate the work to meet 1:500 level of protection for the Heretaunga Plains Flood Control Scheme. $20m overall project budget with 64% being funded by Govt and 36% by HBRC. Awaiting Contract with PDU. Project acceleration has been initiated.

Asset Management

Engineering

Regional Projects

Clive River Dredging

62. Land lease/purchase negotiations ongoing. Two potential sites identified with landowner.

63. Soil testing of proposed site to receive dredged material underway

64. On site meeting with dredging contractor to discuss methodology on 11^th August.

65. Resource Consent underway.

Asset Management

Regional Projects

Lake Tūtira

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

Asset Management

Regional Projects

Gravel Management

67. Maraekakaho access road – Contract awarded to Russell Roads. Site possession 1 October 2020

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

69. Meeting to brief and update on process, timing and process with the gravel extractors scheduled for the 12^th of August.

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

Asset Management

Regional Projects/ Schemes

Heretaunga Plains water take renewals

71. 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

72. Switchover to the new bus ticketing system almost complete with passengers ordering the new BeeCards online and transferring balances. New ticketing system and new flat fare scheme ready to commence on 24 August. Public transport patronage has recovered well after Covid, and the free fares (which cease on 24 August) have attracted new passengers.

Strategic Planning

Public Transport

Bayview/ Whirinaki track

73. Project on track- Construction of Napier part of track is planned to occur this financial year. Funding decision required by HBRC which will be presented to C&S Committee on 2 September.

Asset Management

Regional Projects

NZCT Priority Project Ahuriri Underpass Flooding Safety Issues

74. 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

75. 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

76. 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. Draft conditions have been circulated.

Regulation

Consents

Napier City Council Wastewater

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

78. NCC has supplied its emergency management plan in line with the requirements of the AN. Council staff met with NCC from the environmental and infrastructure teams to discuss the repair plan, potential risks involved and proposed mitigation. NCC are currently on track for repairs.

Regulation

Compliance & Enforcement

Hastings District Council Wastewater

79. Nothing to update.

Regulation

Compliance & Enforcement

Air complaints and Enforcement

80. 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 – 20 August 2019		2020 YTD (1 May 2020 - 20 August 2020)
Burning Indoor	11	14
Burning materials (not veg)	22	11
Burning Veg	35	34

81. Total infringements for year to date 1/7/20 – 20/8/20 = 10 infringements

· Discharges to land may enter water = 2

· Refusing to give details = 1 (pertained to burning)

· Orchard redevelopment rule breach = 2

· Industrial airshed breaches = 1

· Non-industrial airshed breaches = 2

· Burning prohibited items = 2

82. Three cases were sentenced in the Hasting District Courts on 11 August at Hastings Demolition (Burning), Maxwell Farms (Effluent discharge), Farmers Transport and Dynes Tapanui (Stormwater discharge). The Judge has reserved her sentencing decision until 11 Sep 2020 but may issue a written decision before then.

83. HBRC currently have nine prosecutions in train which we are unable to comment on in any detail.

Regulation

Compliance & Enforcement

Hawea Historical Park / Karamu Stream Diversion

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

85. Ongoing monthly meetings with the Hawea committee.

86. Carpark construction nearing completion.

Asset Management

Open Spaces

Regional Assets

Waitangi Regional Park

87. Marquee foundation and hangi design being undertaken.

88. Overflow car park nearing completion

89. 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	90. Actions proposed by CHBDC for municipal wastewater discharges include further resource consents for new and amended discharges, which HBRC anticipates will be lodged soon. Meeting updating on progress held on 6 August	Regulation Consents & Compliance
Production land use consents - Tukituki catchment	91. 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. RPC agreed to withdraw from plan change process 19 August. Staff to reset consenting programme for consenting following Cl briefing. Need to integrate recent national changes (NES Freshwater and Stock exclusion regulations.)	Regulation Consents & Compliance
Upper Tukituki Flood Control Scheme	92. HBRC was successful in obtaining Government Resilience Funding managed through the PDU. There are two projects: 93. Erosion Control on Waipawa River near SH50 Bridge- Total project $1m with $640k from Government and $360k from NZTA and HBRC combined. Project has been initiated with a review of the existing design and will be allocated to Works Group. Waiting for contract with PDU. 94. Extraction of Gravel from Upper Tukituki Scheme. $8m project total with $5.1m from Govt and $2.9m from HBRC. An UTT ratepayers meeting has been scheduled for August to discuss the project and funding options. An industry workshop has also been scheduled.	Asset Management Regional Projects
Draft Tukituki PC6A	95. At meeting on 19 August, the Regional Planning Committee was advised that the Environment Minister had declined the Council’s application to use a Streamlined Planning Process under the RMA. Consequently, the Regional Planning Committee agreed to recommend Plan Change 6A be withdrawn. Council will consider those recommendations at its meeting on 26 August.	Strategic Planning Policy & Planning

Decision Making Process

2. Staff have assessed the requirements of the Local Government Act 2002 in relation to this item and have concsluded 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 September 2020 staff report.

Authored by:

Mary-Anne Baker

Acting Transport Manager

Jack Blunden

Team Leader Compliance - Urban & Industrial

Jenny Brown

Principal Business Advisor RBP

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

Nathan Heath

Area Manager Northern Hawke's Bay

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

Thomas Petrie

Project Manager Environmental Hotspots

Bronda Smith

Chief Financial Officer

Dr Jeff Smith

Manager Science

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

Liz Lambert

Group Manager Regulation

Iain Maxwell

Group Manager Integrated Catchment Management

Chris Dolley

Group Manager
Asset Management

James Palmer

Chief Executive

Jessica Ellerm

Group Manager
Corporate Services

Attachment/s

There are no attachments for this report.

[3] Part 1- s3 Preliminary provisions – Purpose

Members	Twelve representatives nominated by the Tangata Whenua, appointed at the first meeting of the Māori Committee each triennium; plus one Proxy representative nominated to attend in an appointee’s absence; being:
	- Bill Blake - Katarina Kawana - Michelle McIlroy - Teresa Smith	Kaumatua (Wairoa) Wairoa Taiwhenua Wairoa Kahungunu Executive Proxy (Wairoa Taiwhenua)
	- Haami Hilton - Marei Apatu - Michael Paku - TBA	Kaumatua (Hastings) Heretaunga Taiwhenua Heretaunga Taiwhenua Proxy (Heretaunga Taiwhenua)
	- Dr Roger Maaka - Zack Makoare - Paora Sciascia - Marge Hape	Kaumatua (Central Hawke’s Bay) Tamatea Taiwhenua Tamatea Taiwhenua Proxy (Tamatea Taiwhenua)
	- Peter Eden - Api Robin - Rose Hiha - TBA	Te Taiwhenua o Te Whanganui-a-Orotū (Napier) Te Taiwhenua o Te Whanganui-a-Orotū (Napier) Te Taiwhenua o Te Whanganui-a-Orotū (Napier) Proxy
	Up to three elected members of the Council, being: Councillors Charles Lambert, Hinewai Ormsby, Rick Barker, and Rex Graham (ex Officio)
Meeting Frequency	Bi-monthly, but with the Chairperson of the Committee authorised to arrange additional meetings should the need arise

⇩1	Te Taiwhenua o Heretaunga report - Marei Apatu
⇩2	Kahungunu Executive Report - Michelle McIlroy
⇩3	Te Taiwhenua o Te Whanganui Orutu report - Peter Eden

⇩1	Proposed Maori Committee Terms of Reference for Adoption
⇩2	Proposed Maori Committee Charter for Adoption
⇩3	Draft Maori Committee Work Programme

Topic	Raised by