Agenda of Hawke's Bay Regional Council meeting - Wednesday, 24 September 2025

Hawke’s Bay Regional Council

Wednesday 24 September 2025

Subject: Public Forum

Reason for report

1. This item provides the means for Council to give members of the public an opportunity to address the Council on matters of interest relating to the Council’s functions.

Background

2. The Hawke’s Bay Regional Council’s Standing Orders (14.) provide for public forums which are run as follows.

2.1. Public forums are a defined period of time of up to 30 minutes, usually at the start of a meeting, put aside for the purpose of public input. Public forums are designed to enable members of the public to bring matters to the attention of the local authority.

2.2. Any issue, idea or matter raised in a public forum must fall within the terms of reference and ideally, relate to an agenda item for that meeting.

2.3. Requests to speak at public forums are to be submitted to the HBRC Governance Team (06 88359200 or governanceteam@hbrc.govt.nz) at least 2 working days prior to the meeting it relates to.

3. Some time limits and restrictions apply, including:

3.1. A period of up to 30 minutes will be set aside for the Public Forum and each speaker allocated up to 5 minutes to speak. If the number of people wishing to speak in the public forum exceeds 6 in total, the meeting Chairperson has discretion to restrict the speaking time permitted for all presenters.

3.2. The meeting Chairperson has the discretion to decline to hear a speaker or to terminate a presentation at any time if:

3.2.1. the speaker’s topic / issue is not within the terms of reference for the Committee or on the Agenda for the meeting

3.2.2. the speaker is repeating views presented by a previous speaker

3.2.3. the speaker is criticising elected members and/or staff

3.2.4. the speaker is being repetitious, disrespectful or offensive

3.2.5. the speaker has previously spoken on the same issue

3.2.6. the matter is subject to legal proceedings

3.2.7. the matter is subject to a hearing, including the hearing of submissions where the local authority or committee sits in a quasi-judicial capacity.

4. At the conclusion of a speaker’s time, the Chairperson has the discretion to allow councillors to ask questions of speakers to obtain information or clarification on matters raised by the speaker.

5. Following the public forum no debate or decisions will be made at the meeting on issues raised during the forum unless related to decision items already on the agenda.

Decision-making considerations

6. 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 Hawke’s Bay Regional Council receives and notes the Public Forum speakers’ verbal presentations.

Authored by:

Leeanne Hooper

Team Leader Governance

Approved by:

Desiree Cull

Strategy & Governance Manager

Attachment/s

There are no attachments for this report.

Hawke’s Bay Regional Council

Wednesday 24 September 2025

Subject: Biosecurity Annual Report 2024-25 and Operational Plan 2025-26

Reason for report

1. This item presents the Hawke’s Bay Regional Council’s Biosecurity Annual Report 2024-25 for information, and Operational Plan 2025-26 for Council’s adoption.

Staff recommendation

2. Staff recommend that the Council receives and notes the 2024-25 Annual Report and adopts the 2025-26 Operational Plan as proposed.

Executive summary

3. Pest management is an important part of the sustainable management of natural resources in Hawke’s Bay. The Hawke’s Bay Regional Council (Council or HBRC) manages risks posed by pests and other organisms through its Biosecurity programme. The Hawke’s Bay Regional Pest Management Plan (RPMP) 2018-2038 is the core document behind this and establishes the regulatory basis for pest management in Hawke’s Bay. The RPMP was made operative in February 2019.

4. As the management agency, Council is directed by the Biosecurity Act 1993 (the Act) to prepare an Annual Operational Plan (AOP) that sets out how the RPMP is to be implemented. Following the end of each financial year, Council is required to produce an Annual Report (AR), recording progress in implementation of the RPMP via the Operational Plan.

Background

5. Regional councils have a mandate under Part 2 of the Act to provide regional leadership in activities that prevent, reduce, or eliminate adverse effects from harmful organisms that are present in their region. Therefore, HBRC has this leadership role in the Hawke’s Bay region.

6. The purpose of the RPMP is to provide for the efficient and effective management or eradication of specified harmful organisms in the Hawke’s Bay region. It builds on the 2013 Strategy and previous pest management programmes. The purpose of the plan is to:

6.1. minimise the actual or potential adverse or unintended effects associated with those organisms, and

6.2. maximise the effectiveness of individual actions in managing pests through a regionally coordinated approach.

7. Many organisms in the Hawke’s Bay region are considered undesirable or a nuisance. The RPMP only addresses pests where voluntary action is insufficient, due to the nature of the pest or the related costs and benefits of individual action or inaction. The Act specifies criteria that must be met to justify such intervention.

8. The RPMP empowers Council to exercise the relevant advisory, service delivery, regulatory and funding provisions available under the Act to deliver the specific objectives identified within the Plan.

Discussion

9. The RPMP contains 63 pests, comprising of 33 pest plants, 23 pest animals, two marine pests and five horticultural pests.

10. Some of the key outputs during the 2024-2025 financial year were:

10.1. The Biosecurity team visited 2560 properties undertaking weed control or auditing, an increase on the previous year of 27 percent.

10.2. Staff undertook the second tranche of 10 yearly Californian green thistle beetle monitoring in conjunction with Landcare Research, with all monitored sites regionwide having the beetle present.

10.3. Two aerial control operations were undertaken to control Alligator weed at Lake Whatumā. We estimate a reduction in biomass of about 70 percent in comparison to two years ago when it was discovered. Due to it’s deep root system, some plants will survive chemical control and will regrow over the spring/summer period. Surveillance of the Mangatarata stream was also undertaken with a specialist Alligator weed detection dog and handler with no weed observed in this activity.

10.4. The marine biosecurity surveillance programme detected two marine pest incursions. Both were Mediterranean fanworm and both were successfully treated.

10.5. No Notices of Direction were issued.

10.6. 20 plant sale outlets were inspected this year.

10.7. 18,494 hectares were surveyed and controlled for wilding conifers in the Rangitaiki and Napier/Taihape Road areas.

10.8. A total of 273 active rook nests were treated.

10.9. A total of 728 feral goats were controlled within the Mahia and Maungaharuru feral goat coordinated management areas (CMA)

10.10. 23 enquiries on the management of problem rabbit populations were responded to.

10.11. Staff worked with 24 land occupier/community groups in managing site specific pests at sites of ecological importance.

10.12. Possum monitoring was undertaken across 188,587 ha (approximately 27% of the PCA area) with the overall trap catch across this area being 1.3%, well below the required 4%.

10.13. The AgResearch contracted Weed Seeds in River Gravel project was commissioned using the funding of a collective of regional councils including HBRC. The field component of this study was completed with results due in 12 months time.

11. Although almost all programme objectives were achieved, the following areas of concern were identified:

11.1. 294 possum monitoring lines were above a 4% RTC, resulting in 52 properties failing their monitor (10 % of properties monitored). Staff followed up with these properties requiring possum control to be undertaken. Staff can and will initiate legal action if the initial education approach does not work.

11.2. The rook surveillance programme required extra staff resourcing this year. As a result, the total number of active rook nests treated increased by 122 nests, with 12 new rookeries discovered. While this increase could possibly equate to the increased effort, finding new rookeries is still concerning.

11.3. Senegal tea was discovered in May 2024 in the Karamu Stream and Te Awa O Mokotuāraro (Clive River). Meaningful control was not undertaken this financial year due to concerns raised by the Ruahapia Marae Reserve Trust regarding the use of herbicide over water. Staff have been engaging with the Trust to resolve this issue. Surveillance and control tool trials were still undertaken in the absence of a concerted control program. The addition of this pest plant to the staff work programme will add additional pressure during the peak season of spring/summer.

11.4. The number of properties with pest plants (primarily Chilean needle grass) continues to grow, resulting in increased pressure on pest plant resourcing.

11.5. The Hawke’s Bay Regional Council Regional Pest Management Plan 2018-2038 is approaching for review in the 2025/2026 financial year as required under the Biosecurity Act 1993. Owing to limited budgets, we will explore pragmatic and fiscally prudent options that fulfil the requirements of the Biosecurity Act.

11.6. Possum elimination on Māhia Peninsula as part of the Whakatipu Māhia project is in its final stages. Technical challenges posed by the Scenic Reserve, and external influences of covid, and successive weather events have delayed delivery of project milestones. The most recent Government budget announcement in May saw the dissolution of PF2050 Ltd, which has transitioned our milestone deliverables to DOC. We are working closely with DOC to support the final stages of the project, ensuring that necessary permits and resourcing are available to complete the project. We are working closely with two external funding partners in the hope of resourcing this project sufficiently to completion, leveraging the limited funding from HBRC and DOC.

11.7. The removal of funding of the Possum Bait and Rabbit Subsidy, Pest Research, Pest Annual General Advice, Pest Plant Incentive Scheme and Pest Management Strategies workstream budgets poses some challenge for the future. An example of this is the removal of the Pest Management Strategies budget which would have funded the Regional Pest Management Plan review.

11.8. Biosecurity staff are also working both internally and externally with key partners in preparing for the arrival of H5N1, a highly contagious strain of bird flu that is spreading globally. MPI is the lead agency and is currently monitoring the situation and providing guidance to councils on how best to prepare. Land occupiers are responsible for sick/dead birds on their land, therefore councils have a responsibility in protecting the public from this risk. This preparation is putting further strain on Biosecurity resources.

Strategic fit

12. Regional pest management sits within a biosecurity framework for the Hawke’s Bay region, which includes the RPMP, the Hawke’s Bay Biodiversity Strategy and the HBRC Strategic Plan. Neighbouring Regional Pest Management Plans and national legislation, policy and initiatives have also influenced Hawke’s Bay’s RPMP.

13. The activity that is reported in the Operational Report and Annual Plan support Council’s healthy functioning biodiversity in its Strategic Plan and the strategic outcome that agricultural and environmental pests are managed and eradicated through the Regional Pest Management Plan.

Financial and resource implications

14. Council’s Long Term Plan 2018 – 2028 provides the necessary funding, via rates and user charges, for the operational and planning activities associated with pest management. The 2025-2026 expenditure budgets are summarised within the 2025-2026 Operational Plan.

Decision making process

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

15.1. The decision does not significantly alter the service provision or affect a strategic asset, nor is it inconsistent with an existing policy or plan

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

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

15.4. The persons affected by this decision are all persons in the region with an interest in the region’s biosecurity activities and biodiversity outcomes

15.5. Given the nature and significance of the issue to be considered and decided, and also the persons likely to be affected by or have an interest in the decisions made, Council can exercise its discretion and make a decision without consulting directly with the community or others having an interest in the decision.

Recommendations

That the Hawke’s Bay Regional Council:

1. Receives and considers the Biosecurity Annual Report 2024-25 and Operational Plan 2025-26 staff report.

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

3. Adopts the Biosecurity Operational Plan 2025-26.

Authored by:

Mark Mitchell

Principal Advisor Biosecurity Biodiversity

Matthew Short

Catchment Management Lead - Biosecurity

Approved by:

Richard Wakelin

Group Manager Integrated Catchment Management

Attachment/s

1	HBRC Biosecurity Annual Report 1 JULY 2024 – 30 June 2025		Under Separate Cover *– available online only*
2	2025-2026 Combined Pest Plant and Pest Animal Operational Plan		Under Separate Cover *– available online only*

Hawke’s Bay Regional Council

Wednesday 24 September 2025

Subject: Procurement Policy and Strategy

Reason for report

1. This report seeks Council approval to replace the Hawke’s Bay Regional Council September 2020 Procurement Policy with a refreshed August 2025 policy (Attachment 1). The 2025 procurement policy reflects current government direction and provides clarity on HBRC’s procurement approach. It documents the importance of ensuring that we spend ratepayer money appropriately and sets financial thresholds to ensure our spend is controlled and considered. The procurement policy resides under the procurement strategy which is attached (Attachment 2) for context.

2. The 2025 procurement policy provides overarching direction for HBRC’s Progressive Procurement Supplier Guide (Attachment 3) issued in May 2021 which was issued in conjunction with the Hastings District Council, Napier City Council, Central Hawke’s Bay District Council and the Wairoa District Council.

3. Progressive Procurement is the pathway to achieving positive sustainable outcomes, these being economic, social, environmental and cultural. HBRC can deliver additional benefits to the community and/ or meet other strategic objectives through our supply chain, while ensuring competitive pricing and maintaining quality standards. By embedding these outcomes through our procurements, we further enhance the wellbeing of our communities.

Staff recommendation

4. Staff recommend that the Council approves implementation of the refreshed August 2025 Procurement Policy.

Executive summary

5. HBRC operates under the Local Government Act 2002 (LGA). The LGA requires HBRC to conduct its business in an open, transparent, and democratically accountable manner, and to undertake any commercial transactions in accordance with sound business practices, while periodically assessing the risks and expected returns from a commercial activity.

6. The purpose of this policy is to document the principles and practices that guide and inform HBRC and its employees when making procurement decisions, and undertaking processes for purchasing assets, goods, works and services. HBRC strives to ensure prudent stewardship, and the efficient and effective use of the region’s limited resources, by planning effectively for the future management of those assets

7. Procurement covers all the business processes associated with buying the goods, services and works we use to run our business, and deliver our organisational objectives. It starts with identifying our needs, then planning the best way to meet them, continues through sourcing the goods, services and works, then managing the contract, and ends with expiry and evaluation of the contract or the end of the asset’s life.

8. The policy applies to all HBRC staff, contractors, elected members and sub-committee appointees and drives internal procurement behaviour while providing potential external suppliers with the confidence that the regional council will undertake engagements with suppliers in an ethical, planned and prudent manner.

Background /Discussion

9. The existing procurement policy was issued in September 2020 and is due for revision. Procurement policies are designed to reflect the environment in which an organisation operates, including changes in government direction.

10. The September 2020 procurement policy provides the overarching directions for the May 2021 five council Progressive Procurement Supplier Guide.

11. The May 2021 Progressive Procurement Supplier Guide is based on the four key focus areas of:

11.1. providing equal opportunities so prosperity is shared across our community

11.2. genuinely partnering with mana whenua

11.3. building a diverse and prosperous economy

11.4. preventing and reversing environmental degradation

12. The August 2025 procurement policy has been mapped to the May 2021 progressive procurement supplier guide to confirm alignment.

Options assessment

13. Not applicable. The September 2020 procurement policy is due to be refreshed.

Strategic fit

14. The proposed procurement policy is the overarching document for procurement and supplier engagement within the HBRC. The HBRC procurement policy is based on the Government Procurement Charter, Principles, Rules (issued by the Ministry of Business, Innovation and Employment) and other good practice guidance, such as that issued by the Office of the Auditor General.

15. Collectively, these provide a broad framework that supports accountability for spending, sound business practice and better results. It is about developing a strong understanding of all the aspects of the procurement lifecycle and skilfully applying these to deliver the best results.

Significance and Engagement Policy assessment

16. The significance of this policy is low / medium. It refreshes an existing policy to reflect the current environment and seeks to provide clarity on the approach that HBRC takes to procuring goods and service from suppliers.

Climate change considerations

17. As a regional council, HBRC has responsibility for the economic viability of the region. This is achieved by managing the use of natural resources, such as air, water, land, coast, biodiversity, managing the public transport bus network and supporting biodiversity and biosecurity programmes that work to protect and improve forest remnants and wetlands, amongst others.

18. The procurement policy aligns with the progressive procurement supplier guide which recognises the importance of climate impacts. The impact on the climate is a consideration in the appointment of HBRC suppliers.

Considerations of tangata whenua

19. The August 2025 procurement policy aligns with the May 2021 progressive procurement areas of focus: social wellbeing, cultural wellbeing, economic wellbeing and environmental wellbeing.

20. Considerations of the implication for Māori has been considered in the development of this policy. The following sections of the policy acknowledge the importance of genuinely partnering with mana whenua.

The framework under which we operate

20.1. It is important for HBRC that we engage businesses who operate with integrity, transparency and accountability and which engage with Māori, Pacifica, and regional businesses and social enterprises to actively contribute to the local economy.

Our evaluation process reflects the environment we operate within (s 9)

20.2. To ensure that the right suppliers are engaged, our evaluation teams may consist of technical, specialist, mana whenua and locally-based evaluators.

Locally based suppliers meeting all procurement requirements will be preferred (s 10)

20.3. HBRC supports purchasing from local suppliers based on the benefits this provides the local community and economy; however, local suppliers are required to meet all procurement requirements including quality, competency and value for money, before they can be considered for procurement opportunities.

20.4. Locally-based suppliers are suppliers who are domiciled in Hawke’s Bay, engage local people, and demonstrate a commitment to growth and development in the region.

HBRC is committed to working with the community it represents (s 11)

20.5. HBRC has a partnership with the mana whenua of the Hawke’s Bay and is committed to better outcomes by building capability, resilience and opportunity. Suppliers to HBRC are encouraged to identify opportunities to develop small business and mana whenua where practicable – for example, engaging local suppliers, subcontracting and supporting small entities, working with marae or hiring local people.

20.6. We recognise that there are occasions where direct engagement of local iwi is appropriate and necessary, and this will be considered as part of the overall procurement activity.

Suppliers are engaged as the result of a robust procurement process (s 12)

20.7. Suppliers will be selected based on a thorough due diligence process which includes assessing their reliability, financial stability, and ability to meet contract requirements. Suppliers will be required to demonstrate how they deliver economic benefit to the Hawke’s Bay. For example, how they:

20.7.1. employ workers in Hawke’s Bay

20.7.2. use Hawke’s Bay businesses, including SMEs, regional businesses and Māori and Pacifika businesses in delivering goods and services, either directly or as a subcontractor or in the supply chain.

20.7.3. contribute to positive social and cultural outcomes in the Hawke’s Bay community.

21. HBRC recognises that some of its requirements are best met through a direct approach to existing suppliers or niche suppliers (goods, works or services not readily available from competitive suppliers in the market). Sometimes there will be a clear benefit to HBRC from procuring assets, goods, works or services in this way.

Financial and resource implications

22. There are no budget implications in implementing this policy.

Consultation

23. Internal consultation has occurred including with the Executive Leadership team.

Decision-making considerations

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

24.1. The decision does not significantly alter the service provision or affect a strategic asset, nor is it inconsistent with an existing policy or plan.

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

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

24.4. The persons affected by this decision are potential suppliers to the HBRC and internal staff of HBRC who are required to ensure the policy is implemented as proposed.

24.5. Given the nature and significance of the issue to be considered and decided, and also the persons likely to be affected by, or have an interest in the decisions made, Council can exercise its discretion and make a decision without consulting directly with the community or others having an interest in the decision.

Recommendations

That Hawke’s Bay Regional Council:

1. Receives and considers the August 2025 Procurement Policy report.

3. Agrees that the August 2025 procurement policy replaces the September 2020 procurement policy and is subsequently implemented.

Authored by:

Graham Pomeroy

Head of Procurement and Commercial Contracting

Approved by:

Pip O'Connor

Group Manager Corporate Services

Attachment/s

1	HBRC Procurement Policy - August 2025	Under Separate Cover *– available online only*
2	HBRC Procurement Strategy - August 2025	Under Separate Cover *– available online only*
3	HBRC Progressive Procurement Supplier Guide - May 2021	Under Separate Cover *– available online only*

Hawke’s Bay Regional Council

Wednesday 24 September 2025

Subject: Delegation changes under the Resource Management (Consenting and Other System Changes) Amendment Act 2025

Reason for report

1. This item seeks delegations from the Council to specified staff so that can efficiently engage in the process set out by the Resource Management (Consenting and Other System Changes) Amendment Act 2025 (COSC)

Staff recommendation

2. Staff recommend that the specified delegations set out in Attachment 1 are approved.

Executive summary

3. The Resource Management (Consenting and Other System Changes) Amendment Act 2025 (COSC) was passed into law on 20 August 2025.

4. Council officers have proposed changes to the approved RMA delegations register to reflect the amendments to the RMA made by COSC.

Background /Discussion

5. A delegation is the transfer of a responsibility, duty, or power from the Council to another subordinate decision-making body (e.g. committee), or to the CE or a Council officer. Any delegation includes the authority to make decisions under delegated authority on behalf of Council, unless expressly stated otherwise.

6. Hawke’s Bay Regional Council has a current Delegations Policy and RMA Delegation Register, both of which were approved by the Council on 26 February 2025.

7. COSC makes a variety of changes to Resource Management Act, 1991 (RMA) most of which commence on the day the Act came into force, on 21 August 2025, with some exceptions coming into force two months after royal assent (on 20 October 2025).

8. Given the changes introduced by COSC, some amendments to the delegations register are required to allow staff appropriate levels of administrative efficiency and for effective operation of Council to conduct the daily business and statutory requirements.

9. The changes made to the RMA that require additional delegations to staff to enable them to efficiently engage in the processes of the Resource Management Act are summarised as:

9.1. s80CA added requiring notice to Minister for direction relating to listed planning instruments

9.2. s80Y added which requires public notice to be provided of the status of any proposed planning instrument

9.3. s88BA added which, after 20 October 2025, allows extension of time periods for specified energy activities and wood processing activities.

9.4. s92AA added which, after 20 October 2025 allows a consent authority to return an application as incomplete if no response is provided by applicant 3 months after an agreed period of time.

9.5. s104(6A) added which allows a consent authority to decline an application for resource consent on the grounds that the applicant has a record of significant non-compliance.

9.6. s106A added which allows a consent authority to determine not to grant a land use consent, or grant the consent subject to conditions, if there is significant risk from natural hazards, however, this does not apply to construction, upgrade, maintenance or operation of infrastructure or primary production activities.

9.7. s107G added which, after 20 October 2025, allows the suspension of the processing timeframe to provide the applicant and any submitters to consider draft conditions and provide comment.

9.8. s165FHHA added, which allows the consent authority to decide to undertake a review on a coastal permit under certain conditions.

9.9. s217I added which outlines the functions of a regional council in relation to freshwater farm plans.

9.10. 331AA added which allows regional councils to provide feedback on emergency response regulations proposed.

9.11. S360K added which provides councils with the opportunity to provide written response to proposals to modify or remove provisions in policy statements or plans

9.12. Clause 4B of Schedule 1 of the RMA which requires pre-notification to the Director General if a rule is proposed that controls fishing.

9.13. Clause 75A of Schedule 1 of the RMA which provides the process for preparing a listed planning instrument.

10. Other changes are proposed which do not require a change in delegations but have been noted if they will impact the conditions / limits of the delegations.

11. Changes required by COSC are highlighted in the attachment, some amendments to conditions as well as some minor corrections.

Options assessment

Relying on CEO delegation

12. In the absence of delegations to staff, delegation to the CE would be necessary. This means the CE will be responsible for exercising all responsibilities under the COSC (noting that this would typically still be with council staff input).

13. We do not consider this to be an efficient or effective approach, in terms of both time and cost with respect to timeframes outlined by the RMA and amendments made by COSC.

Returning to Council for approval for each stage

14. This would involve seeking Council approval for input for the resource management processes amended by COSC.

15. Council has a wide range of statutory powers, duties, and responsibilities. Delegations from Council ensure that elected members can focus on governance/strategic issues, while management activities and related operational and administrative functions can be carried out by the CE and Council officers.

16. The changes proposed by this legislation are largely administrative and do not require significant decisions or costs to be made by the Council.

17. The timeframes outlined for many processes under the RMA as amended by COSC, such as processing resource consents, are short. These timeframes would often not be able to be met if decisions were required to wait until the next council meeting.

Strategic fit

18. Appropriate statutory delegations to Council officers enable the Council to efficiently undertake its core business delivering the roles and responsibilities required by law.

Significance and Engagement Policy assessment

19. The decision to delegate these functions and powers to staff has no direct implications for community engagement.

Climate change considerations

20. The decision to delegate these functions and powers to staff has no climate change implications. Climate change considerations may be relevant to the substantive exercise of the delegated powers and functions.

Considerations of tangata whenua

21. Tangata whenua will have an interest in the functions under the RMA that have been amended by COSC. There is opportunity for tangata whenua involvement in RMA processes and the proposed changes to delegations do not alter or restrict the involvement of tangata whenua in involvement in these processes.

Financial and resource implications

22. There are no unbudgeted financial implications to the amendments introduced through COSC, the amendments made are to existing processes that have been budgeted for.

Decision-making considerations

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

23.1. The decision does not significantly alter the service provision or affect a strategic asset, nor is it inconsistent with an existing policy or plan.

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

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

23.4. The persons affected by this decision are all ratepayers of the Hawke’s Bay region.

23.5. Given the nature and significance of the issue to be considered and decided, and also the persons likely to be affected by, or have an interest in the decisions made, Council can exercise its discretion and make a decision without consulting directly with the community or others having an interest in the decision.

Recommendations

That Hawke’s Bay Regional Council:

1. Receives and considers the Delegation changes under the Resource Management (Consenting and Other System Changes) Amendment Act 2025 staff report.

3. Adopt the changes to the delegations to staff as shown in highlight in Delegation Changes under Resource Management (Consenting and Other System Changes) Amendment Act 2025.

Authored by:

Sophia Edmead

Team Leader Consents

Paul Barrett

Manager Consents

Approved by:

Katrina Brunton

Group Manager Policy & Regulation

Attachment/s

Resource Management Act 1991 and Fast Track Approvals Act 2024 Delegations

Under Separate Cover – available online only

Hawke’s Bay Regional Council

Wednesday 24 September 2025

Subject: Reimagining Flood Resilience and 2025-26 Funding

Reason for report

1. This item seeks approval from the Regional Council for additional funding for the Reimagining Flood Resilience project (the Reimagining Project).

Staff recommendation

2. Staff recommend that Council approves $0.5 million in funding to be sourced through an internal loan and a drawdown from the relevant scheme reserve.

Executive summary

3. An additional $0.5 million in funding is required to support the Reimagining Project.

4. The funding will enable further technical assessments as may be recommended through community engagement, building on previous work already funded through the Annual Plan and scheme reviews for Heretaunga and Upper Tukituki schemes.

5. It is proposed that the funding be sourced through an internal loan and a drawdown from the Heretaunga Rivers scheme reserve, with no additional impact on ratepayers.

Background /Discussion

6. The 2025-26 annual plan has $1.7 million approved for priority projects responding to the Hawke’s Bay Independent Flood Review, which included the Reimagining Project, to be funded by the sale of carbon credits.

7. The $0.7m for reimagining flood resilience supported a range of activities, including project management, an engagement phase for the Stakeholder Reference Groups and focus groups, a leading practice review and an economic analysis.

8. It is expected that additional technical work will be needed to support steering and focus groups as they explore additional options. The goal is to ensure an inclusive process where community ideas could be evaluated and, if viable, incorporated into the final solution suite. This requires funding flexibility to respond to emerging ideas and feedback.

9. Originally, there was an assumption that the $4 million set aside for scheme reviews, $3 million from NIWE and $1 million from general rates, would be sufficient. However, that funding has now been fully committed.

9.1. Approximately $1 million has been spent on Heretaunga and Upper Tukituki scheme reviews conducted with Tonkin and Taylor (T&T). This work involved developing new scheme models, identifying post-Gabrielle performance, and identifying opportunities, forming a foundational base for the reimagining process.

10. As a result, we are requesting an additional $0.5 million to support further technical assessments determined through community engagement. This funding would allow Tonkin and Taylor to carry out discrete pieces of work in response to community input.

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11. In the 2024-25 financial year, $332K was spent, funded through the prioritisation of existing labour and Special Projects budget to enable accelerated progress. As at August 2025, year-to-date expenditure totals $170K, inclusive of internal staff time. Currently, no budget provision has been made for the 2026-27 financial year.

12. This funding is urgently required to support the next phase of the Reimagining Project.

12.1. The Reimagining Project has an established Technical Advisory Group (TAG) that has been working collaboratively for some months now. The inaugural Steering Group meeting was held on 1 September, and Phase 2b, the Stakeholder Reference Group and Focus Group engagement phase, will commence on 8 September.

12.2. This funding is needed to enable the project to engage T&T to undertake bespoke modelling and analysis of potential flood mitigations proposed by the stakeholder reference groups or from the TAG. The window of opportunity to undertake further modelling and analysis of the schemes for the reimagining project is 8 months through to April 2026, in time for any recommendations to be considered for the 2027 LTP.

Strategic fit

13. This work directly contributes to the achievement of Regional Council’s infrastructure and services focus area, specifically sustainable and climate-resilient services and infrastructure.

Significance and Engagement Policy assessment

14. This decision is of low significance and does not involve changes to the rate, nor does it significantly impact the wider community. Given the low significance, the engagement process can be managed with minimal community involvement, relying on internal processes rather than requiring extensive consultation.

Financial and resource implications

15. In accordance with the Council’s Revenue and Financing Policy, flood protection activities are funded through a mix of 30% general funding and 70% targeted rates.

A close-up of a list of money

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16. It is proposed that the 30% general funding contribution be sourced through an internal loan.

16.1. Loan funding was approved in the 2021–2031 Long Term Plan to supplement general rates as the level of activity of the Regional Council increased. The final tranche of this rates smoothing loan was not fully required in 2024-25 and, because the repayments and interest have already been accounted for in future years, this could be utilised to support the required work without imposing any additional burden on ratepayers.

17. The targeted rate contribution is proposed to be sourced from the operational scheme reserve for the Heretaunga Rivers. The indicative balance of this reserve as at 30 June 2025 is approximately $1.8 million, noting that final accounts are still subject to audit. This surplus provides sufficient capacity to support the proposed funding.

Decision-making considerations

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

18.1. The decision does not significantly alter the service provision or affect a strategic asset, nor is it inconsistent with an existing policy or plan.

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

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

18.4. The persons affected by this decision are the wider Hawke’s Bay community and rate payers.

18.5. Given the nature and significance of the issue to be considered and decided, and also the persons likely to be affected by, or have an interest in the decisions made, Council can exercise its discretion and make a decision without consulting directly with the community or others having an interest in the decision.

Recommendations

That Hawke’s Bay Regional Council:

1. Receives and considers the Reimagining Flood Resilience and 2025-26 Funding staff report.

3. Approves additional expenditure of $0.5 million, to be funded through an internal loan of $150,000 and $350,000 from the Heretaunga Rivers operating scheme reserve.

Authored by:

Megan McKenzie

Senior Business Partner

Approved by:

Chris Dolley

Group Manager Asset Management

Attachment/s

There are no attachments for this report.

Hawke’s Bay Regional Council

Wednesday 24 September 2025

Subject: Delegation of the Pākōwhai NIWE Project procurement

Reason for report

1. This item seeks approval from Council for delegation to the Chief Executive (CE) of the Hawke’s Bay Regional Council to:

1.1. Approve the procurement plan for the North Island Weather Events (NIWE) Pākōwhai Project.

1.2. Undertake a traditional procurement tender process select a preferred tenderer to construct the project works.

1.3. Upon successful completion of 1.2 above, enter into the construction contract(s) to construct the flood mitigation works necessary to deliver the project subject to the cost of the construction falling within the project budget ceiling of $50m.

Background /Discussion

2. Currently the CE of Council has delegated financial authority for up to $15m of expenditure for any one contract related to the NIWE Projects being delivered by Council.

3. Consequently, the current delegated financial authority is insufficient to proceed initially with approval of the procurement plan for the project, themarket tender of the project, and the subsequent award of a contract to the successful contractor(s).

4. The Pākōwhai project involves the design, consent, land acquisition and construction of flood mitigation structures including stop bank(s). As the project has progressed, a key driver for the Pākōwhai project has emerged to commence physical works in the 2025-26 earthworks season to demonstrate progress to the community and key external stakeholders and mitigate cost-escalation risk.

Tender approach and managing cost risks

5. A Registration of Interest (RoI) process was undertaken in 2024 to identify contractors with the technical expertise, capacity, capability, and relevant experience to deliver earthworks projects. As part of this process, ten contractors were shortlisted based on their submissions and are now Council’s preferred Contractors for the NIWE Land Cat projects.

6. During the RoI stage, two contractor groups were established: Pool A and Pool B. This separation was based on each contractor’s demonstrated capability and resourcing to deliver projects of various scale with the Pool A contractor’s being deemed more capable of delivering larger contracts. These Contractors are: HEB, Fulton Hogan, Goodman, and Higgins.

7. We are using a traditional procurement approach based on weighted attributes.

8. Upon uplift of the necessary consents, finalisation of the design and securing of the required land, construction of the works will proceed under a NZS3910:2023 Measure & Value contract.

Attribute weighting and broader outcomes

9. The construction cost of the Pākōwhai Flood Works project is estimated at approximately $23.4m.

10. The current thinking is for the non-price attributes to be weighted 45% and price 55%. Given the criticality of selecting a contractor who has the right construction knowledge and methodology approach to the proposed project. The proposed weighting between price and non-price is consistent with other government tender contracts and reflects the high degree of planning and complexity between construction stages and the need for effective coordination and key completion dates.

Strategic fit

11. The Pākōwhai Flood Mitigation project aligns with the Strategic Plan 2020-2025 Outcomes, Goals, and Actions (SP pp 12-15). This project contributes towards achieving the strategic goal of sustainable and climate-resilient services and infrastructure, through increasing flood protection levels to provide practical and affordable protection to our communities.

12. This project contributes to Council’s community outcomes of:

12.1. Resilient Community - Our communities are prepared for natural hazards, supported by planning and infrastructure, partnerships and knowledge sharing on the increasing effects of climate change.

12.2. Prosperous Community - Our communities thrive from high-performing regional infrastructure that enables the region's natural and human resources to deliver goods and services that underpin prosperity and wellbeing.

13. In addition to the Strategic Plan 2020-2025 this project contributes towards achieving a resilient and prosperous community as part of the Infrastructure Strategy in Council’s Three-Year Plan 2024-2027.

Significance and Engagement Policy assessment

14. The Pākōwhai Flood Mitigation project holds a high level of significance as it directly impacts the safety, well-being, and economic stability of the Pākōwhai community. According to Council’s Significance and Engagement Policy (SEP) contained in the Long-Term Plan (p 208), the significance of this project is assessed as high.

15. This high level of significance necessitates extensive community engagement to ensure that the views and concerns of all stakeholders are adequately considered.

16. The project has involved extensive engagement and collaboration with various community groups, including the Stakeholder Group, which provides a platform for representative views from different sections of the community.

17. The Project Team is continuing with ongoing engagement required to ensure full compliance with our policy and other statutory obligations, including those under the Local Government Act 2002 (LGA), Public Works Act 1981 (PWA), Te Ture Whenua Māori Act 1993 and the Order in Council (OIC), specifically in relation to land access and to satisfy the conditions of the OIC.

Decision-making considerations

18.1. The decision does not relate to a strategic asset, as listed in the Council’s Significance and Engagement Policy.

18.2. The decision will involve the commencement of a new significant activity, being flood protection works for Pākōwhai. This type of decision needs to be provided for in the Council’s Long-Term Plan (LTP), and for that reason it included provision for this project, and others, in the 3-year LTP 2024-2027. As a result, this decision is not inconsistent with any existing Council policy or plan.

18.3. The use of the special consultative procedure is not required in this situation, as provision for the decision has been included in the existing LTP.

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

Recommendations

That Hawke’s Bay Regional Council:

1. Receives and considers the Delegation of the Pākōwhai NIWE Project procurement staff report.

3. Agrees to delegate authority to the Chief Executive to:

3.1. Approve the procurement plan for the North Island Weather Events (NIWE) Pākōwhai Project.

3.2. Undertake a traditional procurement tender process, select a preferred tenderer to construct the project works.

3.3. Upon successful completion of 3.2, enter into the construction contract(s) to construct the flood mitigation works necessary to deliver the project subject to the cost of the construction falling within the project budget ceiling of $50m.

Authored by:

James Park

Programme Finance & Controls Manager

Andrew Caseley

Manager Regional Projects / Programme Director IPMO

Approved by:

Chris Dolley

Group Manager Asset Management

Attachment/s

There are no attachments for this report.

Hawke’s Bay Regional Council

Wednesday 24 September 2025

Subject: End of Triennium wrap-up and Interim Delegations to the Chief Executive

Reason for report

1. This agenda item seeks the Council’s delegation of the responsibilities, duties, and powers of the Council during the interim election period, except for certain powers set down in the legislation that cannot be delegated to the Chief Executive.

2. This item also informs Council of the activities required to essentially ‘wrap up’ this triennium in relation to confirming Minutes of Committee and Council meetings.

Delegations to the Chief Executive during Interim Election Period

3. It is recommended that Council delegates the power to make decisions in the interim election period to the Chief Executive. This is standard practice with a similar decision to delegate taken in previous terms. It is a precautionary measure to manage any unforeseen issues in the time between sitting councils.

4. This delegation is for the limited time period between the public notice of the final election result (expected 16 October 2025) and the inaugural meeting of the new Council (29 October 2025).

5. This delegation is empowered by Schedule 7, Clause 32(1) of the Local Government Act 2002, being:

Unless expressly provided otherwise in this Act, or in any other Act, for the purposes of efficiency and effectiveness in the conduct of a local authority’s business, a local authority may delegate to a committee or other subordinate decision-making body, community board, or member or officer of the local authority any of its responsibilities, duties, or powers except—

(a) the power to make a rate; or

(b) the power to make a bylaw; or

(c) the power to borrow money, or purchase or dispose of assets, other than in accordance with the long-term plan; or

(d) the power to adopt a long-term plan, annual plan, or annual report; or

(e) the power to appoint a chief executive; or

(f) the power to adopt policies required to be adopted and consulted on under this Act in association with the long-term plan or developed for the purpose of the local governance statement.

(h) the power to adopt a remuneration and employment policy.

6. It is also recommended that the delegation relates only to those matters that cannot reasonably wait until the first ordinary meeting of the new Council and that the Chief Executive is required to report any decisions to the first ordinary meeting of the new Council, scheduled for 12 November 2025.

Discharge of committees

7. Council’s committees will be discharged at the end of the triennium in accordance with the Local Government Act 2002 Schedule 7, Part 1, Section 30(7) “A committee, subcommittee, or other subordinate decision-making body is, unless the local authority resolves otherwise, deemed to be discharged on the coming into office of the members of the local authority elected or appointed at, or following, the triennial general election of members” with the exception of:

7.1. Regional Planning Committee

7.2. Civil Defence and Emergency Management Group (CDEMG) Joint Committee.

8. For any Committee meetings which have not yet had minutes confirmed, it is necessary for the Chairperson of the relevant Committee and the Chief Executive (principal administrative officer) to confirm and sign those in accordance with Standing Order 27.4.

9. In accordance with Council’s Standing Order 27.4 the Minutes of the Committee meetings listed below will be reviewed, and then signed as ‘Confirmed’, by the Chair of the Committee and the HBRC Chief Executive as a true and correct record.

9.1. HB CDEM Group Joint Committee meeting held 28 July 2025

9.2. Risk and Audit Committee meeting held 6 August 2025

9.3. Regional Planning Committee meeting held 13 August 2025

9.4. Environment and Integrated Catchments Committee meeting held 20 August 2025

9.5. Regional Transport Committee meeting held 29 August 2025

9.6. Māori Committee meeting held 3 September 2025

9.7. Corporate and Strategic Committee meeting held 10 September 2025.

10. In accordance with Council’s Standing Order 27.4 the Minutes of the Regional Council meeting held 24 September 2025 and the Extraordinary Regional Council meeting held on 8 October 2025 will be received, reviewed, and then signed as ‘Confirmed’ by the HBRC Chair and Chief Executive as a true and correct record when they are finalised.

Decision-making considerations

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

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

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

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

11.4. the decision is not inconsistent with an existing policy or plan

11.5. given the nature and significance of the issue to be considered and decided, Council can exercise its discretion and make a decision without consulting directly with the community or others having an interest in the decision.

Recommendations

That Hawke’s Bay Regional Council:

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

2. Delegates, for the period between the public notice of the final election result and the inaugural meeting of the new Council on 29 October 2025, all of Council’s responsibilities, duties, and powers, for all matters that cannot reasonably wait, except those that cannot be legally delegated, to the Chief Executive.

Authored by:

Leeanne Hooper

Team Leader Governance

Desiree Cull

Strategy & Governance Manager

Approved by:

Nic Peet

Chief Executive

Attachment/s

There are no attachments for this report.

Hawke’s Bay Regional Council

Wednesday 24 September 2025

Subject: Affixing of Common Seal

Reason for report

1. The Common Seal of the Council has been affixed to the following documents and signed by the Chair or Deputy Chair and Chief Executive or a Group Manager.

Seal No.

Date

1.1

Staff Warrants

1.1.1 M. Hernandez-Majia

(Delegations under Resource Management Act 1991 (Sections 34A(1) and 38(1); Maritime Transport Act 1994 (Section 33G(a); Biosecurity Act 1993 (Sections 103 and 105); Civil Defence Emergency Management Act 2002 (s.86-92) and Local Government Act 2002 (Section 177))

1.1.2 H. Campbell

(Delegations under Soil Conservation and Rivers Control Act 1941; Land Drainage Act 1908

4614

4615

26 August 2025

4 September 2025

1.2

Plan Changes

1.2.1

Plan Change 7 under the Hawke’s Bay Resource Management Plan.

4616

15 September 2025

2. The Common Seal is used twice during a Leasehold Land Sale, once on the Sale and Purchase Agreement and once on the Land Transfer document. More often than not, there is a delay between the second issue (Land Transfer document) of the Common Seal per property. This delay could result in the second issue of the Seal not appearing until the following month.

3. As a result of sales, the current numbers of Leasehold properties owned by Council are:

3.1 No cross lease properties were freeholded, with 60 remaining on Council’s books

3.2 No single leasehold properties were freeholded, with 70 remaining on Council’s books.

Decision-making considerations

4. Council is required to make every decision in accordance with the provisions of Sections 77, 78, 80, 81 and 82 of the Local Government Act 2002 (the Act). Staff have assessed the requirements contained within these sections of the Act in relation to this item and have concluded the following:

4.1 Sections 97 and 88 of the Act do not apply.

4.2 Council can exercise its discretion under Section 79(1)(a) and 82(3) of the Act and make a decision on this issue without conferring directly with the community or others due to the nature and significance of the issue to be considered and decided.

4.3 That the decision to apply the Common Seal reflects previous policy or other decisions of Council which (where applicable) will have been subject to the Act’s required decision-making process.

Recommendations

That Hawke’s Bay Regional Council:

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

2. Confirms the action to affix the Common Seal.

Authored by:

Vanessa Fauth

Finance Manager

Diane Wisely

Executive Assistant

Approved by:

Nic Peet

Chief Executive

Attachment/s

There are no attachments for this report.

Hawke’s Bay Regional Council

Wednesday 24 September 2025

Subject: Reimagining Flood Resilience Project update

Reason for report

1. This item presents an update on the Reimagining Flood Resilience project for the Upper Tukituki and Heretaunga Plains flood schemes (the Reimagining Project) as requested by Councillors.

Background

2. To communicate the complexity of the Regional Council’s flood resilience work, a communications and engagement package has been developed – Reducing Flood Risk in Hawke’s Bay – within which flood risk has been grouped under three headings:

2.1. Rivers

2.2. Surface

2.3. Coastal.

3. This includes communicating what has been done since the cyclone (Rapid rebuild), what is currently being done (NIWE Land Cat 2 mitigation packages), and what flood resilience might look like in the future (the Reimagining Project).

4. The Reimagining Project was established in direct response to the recommendations of the Hawke’s Bay Independent Flood Review (HBIFR). It is intended to take a long-term view to determine what river flood resilience in Hawke’s Bay might look like in generations to come, with a focus on the Upper Tukituki and Heretaunga Plains Flood Control Schemes.

Strategic fit

5. This project directly contributes to the achievement of Regional Council’s infrastructure and services focus area, specifically sustainable and climate-resilient services and infrastructure.

6. The Reimagining Project is also a direct response to recommendations from the HBIFR.

7. As mentioned above, the Reimagining Project sits under the umbrella of the Reducing Flood Risk in Hawke’s Bay communication and engagement package endorsed by Council.

Discussion

8. All key components of the project structure adopted by Council (Figure 1) are established and operational with appointed members, or will be within the next few weeks. Updates on each component are provided below.

Hawke’s Bay Regional Council

9. The project team continues to provide updates to Council every 2 months.

10. The project leads and project sponsor continue to meet monthly with the HBRC Councillor Project Champions to keep them updated on progress.

11. Due to the local body elections, there will be some changes to both the HBRC Project Champions and the Steering Group membership. This will need to be addressed as soon as convenient after the inaugural HBRC Council meeting on 29 October 2025.

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Figure 1: Project Structure - Reimaging Flood Resilience

Steering Groups (established)

12. A joint inaugural meeting of the Upper Tukituki and Heretaunga Plains Steering Groups was held on 1 September with governance representation from Hawke’s Bay Regional Council, Mana Ahuriri, Tamatea Pōkai Whenua, Central Hawke’s Bay District Council, Hastings District Council and Napier City Council.

13. The Steering Groups were introduced to the Reimagining Project and adopted their Terms of Reference. The approved Terms of Reference are provided as Attachment 1.

14. HBRC confirmed during the meeting that Cr Thompson Hokianga would chair the Upper Tukituki Steering Group, and Cr Jerf van Beek would chair Heretaunga Plains Steering Group.

15. The next combined meeting of the Steering Groups has been confirmed for 1 October 2025.

Stakeholder Reference Groups (sign up process launched)

16. Tonkin and Taylor have now been engaged to lead the delivery of the Stakeholder Reference Group and Focus Group phase for each of the two major schemes.

17. A communications campaign and an invitation to the community for participation in the Stakeholder Reference Groups, including information on how to sign up, was launched the week beginning 8 September and will remain open until 29 September.

18. The sign up page can be accessed here: https://hbrc.info/reimagining.

19. It is proposed that the first Stakeholder Reference Group meetings will be held towards the end of October or early November, with the meetings split between either side of Christmas and the summer break, and concluding by March 2026.

Technical Advisory Group (established)

20. The TAG has been meeting every 3 weeks since April 2025, operating under a confirmed Terms of Reference. TAG is formed by senior staff from Hawke’s Bay Regional Council, Mana Ahuriri, Tamatea Pōkai Whenua, Ngāti Kahungunu Iwi Incorporated, Central Hawke’s Bay District Council, Hastings District Council and Napier City Council.

21. The TAG is overseeing a range of workstreams required to inform the Reimagining Project, facilitating coordination amongst project partners, supporting community engagement and outreach, and supporting governors on the Steering Groups.

Project Timelines

22. Project timeframes are outlined in Table 1, with the blue text indicating the current phase of work.

Table 1: Project Phasing and Timeline

Project Phase	Timeframe
Phase 1: Project Design	September 2024 – June 2025
Phase 2a: Community socialisation	February 2025 – June 2026
Phase 2b: Stakeholder Reference Groups	August 2025 – March 2026
Phase 3: Long-term Plan preparation and consultation	June 2026 – June 2027 (HBRC LTP)
Phase 4: Implementation Programme	July 2027 onwards

Climate change considerations

23. The Reimagining Project is intended to take a long-term view, to determine what flood resilience in Hawke’s Bay might look like in generations to come.

24. Any future options for flood resilience in the region must take into account the impact of climate change and mitigate against its effects on the economic, social and cultural wellbeing of the Hawke’s Bay community, wherever possible.

Decision-making considerations

25. 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 Hawke’s Bay Regional Council receives and notes the Reimagining Flood Resilience project update.

Authored by:

Simon Bendall

Project Lead - Traverse Environmental

Louise McPhail

Manager Recovery (Asset Management)

Approved by:

Chris Dolley

Group Manager Asset Management

Attachment/s

Confirmed Terms of Reference: Upper Tukituki and Heretaunga Plains Steering Groups

Under Separate Cover – available online only

Hawke’s Bay Regional Council

Wednesday 24 September 2025

Subject: IRG Work Programme close-out

Reason for report

1. Following the completion of the $30M Kanoa funded IRG programme of work this item provides Councilors with a comprehensive review of all projects and activities that have been completed as part of this highly successful programme.

Background

2. In the 2020 Budget, Cabinet agreed to provide a $3 billion investment in infrastructure to support New Zealand's economic recovery as part of the Covid-19 Response and Recovery.

3. New Zealand River Managers Special Interest Group collectively put forward an application to this fund for a programme of work associated with flood risk and climate resilience across New Zealand.

4. This bid was successful, resulting in total programme funding of $30m for Hawke’s Bay Regional Council, including co-funding requirements.

The IRG programme

5. The original IRG programme consisted of 4 main pillars as identified in the table below, together with co-funding requirements.

Table 1 – IRG programme pillars

Work Programme	Programme Cost	Co-Funding (HBRC)	Funding
1. Heretaunga Plains Flood Control Scheme	Up to $20,000,000	Up to $7,200,000	Up to $12,800,000
2. Wairoa River Scheme – River Parade Scour Protection	Up to $1,000,000	Up to $360,000	Up to $640,000
3. Upper Tukituki Flood Control Scheme – SH50 Bridge	Up to $1,000,000	Up to $360,000	Up to $640,000
4. Upper Tukituki Flood Control Scheme – Gravel Extraction	Up to $8,000,000	Up to $2,880,000	Up to $5,120,000
Crown funding total: up to $19.2m Local contribution: $10.8m

Work Programme 1: Heretaunga Plains Flood Control Scheme (Levels of Service) – $20 million

6. The original programme of work sought to increase the rate at which works were complete to improve the level of service provided by the scheme to a 1 in 500-year flood level of protection, including allowances for climate change including sea level rise, together with improved resilience for the higher velocities anticipated from the increased flood flows.

7. The original programme of work has been modified to incorporate predominantly enabling works for potential future upgrades and/or scheme review related projects.

8. HBRC co-funding of $7.2 million matches IRG funds of $12.8 million.

Work Programme 2: Wairoa River Scheme – River Parade Scour Protection – $1 million

9. The Wairoa River had gradually undermined the embankment immediately south of the Ferry Hotel. This had in turn compromised Wairoa District Council (WDC) water assets and, more recently, Carroll Street and River Parade.

10. This project provided steel sheet-piled erosion protection works on the left bank of the Wairoa River.

11. This project received co-funding from Waka Kotahi to the value of $180,000 as there were benefits to the SH bridge abutment.

Work Programme 3: Upper Tukituki Flood Control Scheme SH50/Waipawa Erosion – $1 million

12. The left bank of the Waipawa River immediately upstream of SH50 bridge had eroded significantly over the past five years.

13. In addition to stabilising the river, this project also provided a degree of protection works for the southern approach to NZTA’s SH50 bridge.

14. Consequently, this project received co-funding from Waka Kotahi to the value of $300,000.

Work Programme 4: Upper Tukituki Gravel Extraction Flood Control Scheme – $8 million

15. Gravel aggradation across this scheme has been an area of concern for the last decade.

16. This project involved targeting the removal of 800,000m³ gravel from Central Hawke’s Bay rivers to maintain existing nameplate capacity of 1:100 AEP level of protection for the Upper Tukituki scheme.

17. HBRC co-funding of $2.8 million was required to match IRG funds of $5.2 million

Social procurement

18. In keeping with the purpose of the Covid-19 Response and Recovery Fund as an economic stimulus following lockdown, key conditions of the funding agreement with the Government stipulated the requirement to achieve social procurement outcomes.

19. Acceptable social procurement outcomes include:

19.1. New employment

19.2. Preservation of jobs

19.3. Redeployment of workers

19.4. Supplier diversity

19.5. Skills and training

19.6. Environmental responsibility

19.7. Investment toward more productive, sustainable and inclusive economy.

20. As a result of Cyclone Gabrielle the programme was delayed while the Asset Management Group supported the delivery of the rapid repair across the region, scheme reviews and the reimagining the rivers process were initiated.

21. In consultation with Kanoa the IRG Programme was rescoped to ensure that capital investment was not “wasted” on projects incompatible with the new direction, and also supported the NIWE Programme, scheme reviews and the reimagining the rivers process initiatives.

22. In May 2024 a variation in the Kanoa funding was agreed for the remaining funding of $9,395,000 ($20,000,000 - $10,605,000) and this extended the funding deadline to 30 June 2025 and included a modified programme for Project 1 – Heretaunga Plains Flood Control Scheme component of the work programme.

Completed IRG Programme Deliverables

23. On 30 June 2025 the IRG Programme ended with the outcomes of all completed project deliverables including costs detailed below and in the table provided in Attachment 1.

Work Programme 1: Heretaunga Plains Flood Control Scheme (Levels of Service) – $20 m

Taradale stopbank upgrade

24. This project successfully delivered the upgrading of 2km of stopbank on the true left of the Tutaekuri River from the Redclyffe Bridge at the upstream end, to the State Highway 50 Bridge at the downstream end.

25. Now completed, this stopbank upgrade provides an increased level of service from the previous 1 in 100yr flood protection to the current pre Gabrielle 1 in 500yr flood protection for the adjacent Taradale residential area.

Ngatarawa stopbank upgrade

26. This project successfully delivered the upgrading of 2.5km of stopbank on the true right of the Ngaruroro River at the southern end of Roys Hill heading towards SH 50.

27. Now completed, this stopbank upgrade provides an increased level of service from the previous 1 in 100yr flood protection to the current pre-Gabrielle 1 in 500yr flood protection.

Stopbank upgrade designs

28. Following Cyclone Gabrielle the modified work programme predominantly targeted completing enabling works and engineering designs for potential future stopbank upgrades and/or scheme review related projects.

29. This work has been successfully delivered with geotechnical investigations, detailed engineering designs and cultural impact assessments being completed for a total of 30KM of our existing stopbank network across the following locations:

29.1. Moteo stopbank – 2.5KM

29.2. East Clive stopbank – 2KM

29.3. Omaranui Road stopbank – 5KM

29.4. Omahu Lower and Omahu Upper stopbanks – 5.8KM

29.5. Brookfields Lower stopbank – 3KM

29.6. Raupare Lower and Raupare Upper stopbanks – 9KM

29.7. Pākōwhai Park stopbank – 2.7KM

30. Having this work completed means HBRC is now in an excellent position with a significant programme of shovel-ready projects that can be used to help leverage external funding from central government.

31. Findings from the Heretaunga Plains Flood Control Scheme Review and Independent Flood Review will be assessed to determine what, if any, modifications to the original designs are required and associated consents, prior to going to construction in the future.

32. A rigorous procurement process has allowed HBRC to obtain the best value for money and provided cost savings across the investigation and detailed design projects resulting in many of these projects being delivered under their estimated budget.

Clive River erosion protection (Farndon Road)

33. The focus of this project is targeting the remediation of a 250m stretch of the Te Awa o Mokotūāraro (Clive River) riverbank at Farndon Road which has significant erosion and slumping causing a significant risk to nearby infrastructure, which includes the stopbank, Farndon Rd, the Railway line, and the adjacent properties.

34. Following the completion of optioneering and detailed design, rock revetment was the solution chosen as the most effective form of long-term protection for the riverbank.

35. This project is currently under construction and progressing well with full completion of the rock revetment and reinstatement of the stopbank expected by 31 October 2025.

Recommission the Maraenui Stopbank

36. This project proposed to recommission the Maraenui Stopbank (previously decommissioned when the current Brookfields upper and lower stopbanks were constructed) to provide a secondary level of protection from flooding to residential areas of Napier.

37. A cultural impact assessment, geotechnical site investigations, and preliminary design have been completed for the project.

38. While undertaking the engagement for this project several challenges were encountered regarding land access, land ownership and the location of the designation that is in place for the existing stopbank. These issues are still being worked through but could not be resolved to allow the project to be completed in the required timeframe.

39. However, having site investigations and design completed allows this project to be revisited for delivery in the future or reconsidered as part of the Awatoto Industrial area flood protection.

Cultural Values Assessments

40. Detailed cultural values assessments have been completed for the full extents of both the Ngaruroro Awa and the Tūtaekurī Awa.

41. The purpose of the cultural values assessment is to provide a Mana Whenua-led framework for the protection, restoration, and governance of both the Awa. They integrate Mātauranga Māori (traditional knowledge) and modern environmental science to ensure the ecological and cultural integrity is preserved for present and future generations.

42. The cultural values assessments are intended to be living documents that are designed to continually evolve as further knowledge is shared, new impacts are experienced, and the health of the rivers are restored over time.

43. The Cultural Value Assessments will become key foundation documents for project development, planning and engagement with Mana Whenua around HBRC future work programmes.

Borrow Catalogue

44. This project involved reviewing all existing records within the New Zealand Geotechnical Database and then undertaking geotechnical investigations in all reaches of the Heretaunga Plains Flood Control Scheme that were yet to be tested, to confirm the quality and quantity of available borrow material throughout the berms within the scheme.

45. A mapping tool was then developed by the HBRC GIS Team to capture this information; a summer student was employed who sourced and uploaded all the available geotechnical data records as baseline information.

46. The development and adoption of the borrow catalogue by HBRC will become a key tool in the planning and delivery of our future programmes of work as material availability will be a critical element of all successful future flood resilience projects in the region.

Work Programme 2: Wairoa River Scheme – River Parade Scour Protection

47. This project was successfully delivered to stabilise 80m of the true left embankment of the Wairoa River adjacent to the Ferry Hotel extending downstream to the SH2 bridge.

48. To achieve this, a steel sheet piled wall was constructed using 12m sheet piles with screw anchors which were drilled below the existing River Parade Road.

49. Planting the upstream riverbank with the appropriate trees was also completed to provide further stability to the river embankment while also contributing to the biodiversity of the river.

Work Programme 3: Upper Tukituki Flood Control Scheme SH50/Waipawa Erosion

50. This project was successfully delivered with the focus of minimising the risk of erosion upstream of the SH50 road bridge through a combination of engineered design and re-directing flow to deter water from the banks.

51. To re-establish the desired active channel and claim back the eroded banks a range or work was undertaken including:

51.1. River engineering structures: rope and rail, akmons and lime boulders to train the rivers flow.

51.2. Building embankment in layers: 40,000m3 of material was relocated from high and undulating points of the riverbed and transported to depressions, filled in secondary channels and rebuilt embankments.

51.3. Created terraces for future breeding of banded dotterel

51.4. Planting of willows and natives to reclaim and stabilise the river’s edge.

Work Programme 4: Upper Tukituki Gravel Extraction Flood Control Scheme - $8 million

52. Gravel aggradation across this scheme has been a significant area of concern for the last decade.

53. Despite cyclone-related delays to extraction, this programme has been hugely successful having already met the targeted volume of extraction with 878,636m³ already extracted, at a cost of approximately $5.8m, well below the budgeted amount.

54. Tranche 6 is the final package of gravel extraction work to be completed under the IRG Gravel Extraction Scheme with contracts awarded with extraction work underway. It is anticipated that all the work will be completed by 28 February 2026.

55. Additionally, a haul road will soon be installed adjacent to the Waipawa Township on the river sided of the stopbank to not only facilitate the current extraction required from these cross-sections but provide suitable long-term access for future extraction.

56. Upon completion of Tranche 6 and construction of the haul road, the full $8m budget will have been expended with a total of 1,163,636m³of gravel having been removed from the Upper Tukituki Flood Control Scheme area.

Funding agreement Volumes		m3 Gravel removal
Original Agreement		800,000m3
Tranche of works	Contracted	Achieved m3
Tranche 1	116,700 m3	101,410
Tranche 2	483,500 m3	351,453
Tranche 3	334,400 m3	339,776
Tranche 4	59,000 m3	55,997
Tranche 5 (Underway)	90,000 m3	30,000
Achieved to date		878,636
Tranche 6	225,000 m3	Awarded and underway
Estimated Total Extraction		1,163,636

Next steps

57. An overall underspend of $5,277,320 was confirmed across the Heretaunga Plains Flood Control Scheme LOS Programme.

58. This underspend was primarily due to the recommissioning of the Maraenui Stopbank not going through to construction along with the cost savings achieved across several of the other completed projects through prudent project management and strong procurement processes.

59. In June 2025 a final variation in the Kanoa funding agreement was executed for the remaining unspent funding of $5,277,320 to be redirected as a contingency to the NIWE programme or to offset early design and feasibility costs.

60. The successful delivery of the IRG Programme has been supported by a collaborative and integrated approach from a range of teams within HBRC including Asset Management, Engineering, IPMO, Works Group, Gravels Assurance Office, GIS and the Finance Team.

61. Overall, the IRG Programme has been highly successful resulting in the delivery of excellent project outcomes that help address climate change impacts and significantly improve flood resilience for the region into the future.

Decision-making considerations

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

Recommendation

That the Hawke’s Bay Regional Council receives and notes the IRG Work Programme close-out staff report.

Authored by:

Thomas Petrie

Programme Manager Protection & Enhancement Projects

Jon Kingsford

Manager Regional Projects

Andrew Caseley

Manager Regional Projects / Programme Director IPMO

Approved by:

Chris Dolley

Group Manager Asset Management

Attachment/s

IRG Full Programme Budget

Under Separate Cover – available online only

Hawke’s Bay Regional Council

Wednesday 24 September 2025

Subject: Update on the North Island Weather Events (NIWE) Flood Resilience Programme

Reason for report

1. This item provides a high-level update on the North Island Weather Events (NIWE) Flood Resilience Programme (the Programme), including governance, funding, delivery progress and key risks.

Background

2. The Crown and Hawke’s Bay Regional Council (HBRC) entered into the North Island Weather Events (2023) – Hawke’s Bay Crown Funding Agreement on 10 October 2023 (the NIWE Agreement).

3. The NIWE Resilience Programme is delivering a portfolio of flood resilience projects across Hawke’s Bay. It includes infrastructure upgrades such as stopbanks, pump stations, telemetry systems, and scheme reviews. The programme is administered by the National Infrastructure Funding and Financing Ltd (NIFF) and delivered by HBRC’s Infrastructure Programme Management Office (IPMO).

4. The packages of work funded through this agreement are highlighted in Table 1 (no change from previous month). Pending are formal Project Change Requests to be submitted and agreed with NIFF which should be completed through September to reflect an updated programme budget.

Table 1 Confirmed Funding for NIWE Programme

Note: Several projects have undergone budget variations from the original agreements with the Crown. These include Whirinaki and Pōrangahau (increased budget), and Tangoio (removed from the Programme scope).

NIWE Programme update

Summary

5. The design, consent, and procurement stages continue to advance at pace, with several key milestones already achieved and others rapidly approaching. Projects are progressing in line with the new and revised schedules, with some controlled slippage, while maintaining strong overall momentum.

6. The Programme is well-positioned transitioning towards physical works, with all projects expected to commence on site during the upcoming 2025-26 construction season.

7. Regular updates on budget control and risk assurance are being carried out to ensure delivery remains on track and within approved financial parameters. This proactive approach provides confidence that potential risks are being effectively managed while maintaining focus on achieving Programme objectives and deliverables.

8. Land access is now the most critical component of the Programme and a key dependency in achieving upcoming milestones. Significant effort is being invested into progressing negotiations and securing agreements to meet the required timelines. Mitigation measures include:

8.1. ongoing optioneering to identify suitable alternative solutions,

8.2. detailed design work to support discussions and improve the likelihood of securing timely agreements,

8.3. direct engagement with the Māori Land Court and Whenua Māori trustees, and

8.4. legal input to ensure agreements are fair and equitable.

8.5. Additional weekly land access meetings detailing outstanding actions and paths to acquisition.

9. Independent land access specialists have been primarily managing negotiations, with additional resources and strengthened oversight to ensure deadlines are met.

10. The overall Programme schedule has been reviewed to ensure alignment maintains momentum toward the 2025-26 construction season. Key dependencies have been factored into the timeline, including the minimum required intervals between consent approval, contract award, and contractor mobilisation. During this period, the focus remains on meeting all consent conditions, finalising the Construction Environmental Management Plan (CEMP). These steps are essential to avoid delays and ensure readiness for the main construction phase.

11. With main works now commencing, heightened attention is being given to health, safety, and environmental compliance across all project sites. These areas remain priorities for the Programme, with regular monitoring and reporting to ensure risks are identified and addressed early. The proactive approach being taken is designed to maintain a strong safety culture and protecting environmental values throughout the life of the programme.

12. The NIWE programme continues regular engagement with the community and key stakeholders. Community engagement has generally been strong and positive, as highlighted by the successful August drop-in sessions and community meetings held across several projects, as well as the regular newsletters providing updates on progress. Within the communities, there is strong anticipation for the projects to commence.

13. The Programme welcomed a new Programme Finance and Controls Manager (James Park).

14. Refer to Attachment 1 for the NIWE Programme Summary (August 2025), which includes financial summaries and an updated path-to-construction timeline, with a focus on the commencement of main works.

Programme progress highlights

15. Waiohiki: This project is the most advanced to date. The main works contract has been formally signed, the CEMP approved, and main works commenced on 19 August. Vegetation removal and the first stage of the stream diversion has been substantially completed, supported by cultural, environmental, and archaeological monitoring. Contractors are performing well and have been positively received by the community. A key challenge has been managing public access to the construction site; there were five incidents this month involving runners, dog walkers, cyclists, and motorcyclists entering or trying to enter the site. Additional mitigations have been implemented, and media communications have been refreshed to ensure consistent messaging.

16. Whirinaki: The project has focused on finalising consent documentation and preparing RFT documents, which are finalised and both the stopbank contract and State Highway portion are now in market. The preliminary design has been completed. Land agreements are still in progress.

17. Wairoa: Design, consent, and tender stages continue to advance at pace, with the goal of achieving physical works on site for the upcoming 2025-26 construction season. A Senior Project Manager (Graeme Hansen) has recently joined the project, strengthening delivery capability. Land access remains a key focus and is currently the most critical factor in meeting the project deadline. Progress has also been made on consent documentation and procurement, with the RFP for the ECI tender process released to market in September.

18. Ōhiti/Omāhu: The project remains on track, with key activities progressing well. The RFT was released to market in August, and the resource consent application was lodged in September. Land access remains the project’s most critical focus area, but steady and positive progress is being made, with a resolution forecast for September. A contingency plan is in place to provide assurance against potential slippage. Community engagement continues to be active, with a strong turnout at the recent drop-in session.

19. Pākōwhai: The project is progressing with the development of the procurement strategy and refinement of the procurement plan. Final alignment changes are occurring. Intensive community meetings were held to update residents on project progress, refined alignments, and floodwall options. One property settlement was completed in August, and others are imminent.

20. Pōrangahau: This month, the team conducted site inspections and community walkarounds, continued property valuations, and completed introductory meetings with the Land Access Specialist. Significant progress has been made on the detailed draft preliminary design, and the resource consent process has also advanced.

21. Pump Stations: Progress this month has focused on contract negotiations with the preferred bidder and the completion of the level of service review against budget limitations. A scope reduction workshop has been conducted, and repricing of the reduced scope will follow. Contract terms are being finalised ahead of contract award planned for late September.

22. Telemetry, Scheme Reviews: On track and progressing as planned.

23. Levels of Service Upgrades (Rapid Repair): The project is gaining momentum, with design work progressing steadily, including detailed Brookfields designs and Omāhu. A design consultant has been appointed for Waipawa with a site walkover conducted, and extensive stakeholder engagement continues. A community newsletter was distributed, providing updates on upcoming test pit excavations, the announcement of a community drop-in session, and the commissioning of several major reports. Additionally, a feature story was published in ‘CHB in Focus’ as part of a cross-council collaboration. Active community engagement remains a priority, with ongoing outreach to the camping ground, local schools, and the Council. Feedback has been positive, and the community is eager to see the project plan and gain a clearer understanding of the next steps.

Financial Position (as at 31 August 2025)

24. The total spend to date across the Programme to August 2025 is $31.8 million (refer Attachment 1).

25. To offset this, we have claimed $3.1M of Crown funding, to go with additional IRG funding of $5.3M (see table below).

Table 2 NIWE Programme spending to August 2025

A table with numbers and numbers

AI-generated content may be incorrect.

26. We are currently carrying $20.7M of outstanding costs incurred. We are eligible to claim $10.9M of this with our 10 signed and approved Project Funding Schedules.

27. There is a balance of $0.65M not yet claimable due to the final funding schedule to be completed, and $5.2M of Programme Office costs which we are working through the mechanism for claiming.

28. The HBRC co-funded portion is $4.6M (excluding Havelock North).

29. We have engaged the New Zealand Local Government Funding Agency based on their updated requirements (as at 1 September 2025) for Green Loans. This will provide us with a 20-basis point reduction in funding costs for HBRC’s loan funding requirements.

30. Budget control remains a key priority, with any identified savings redirected to the overall programme contingency. The QS review and procurement processes are providing greater clarity and price transparency. Pōrangahau remains the only project currently tracking above budget; however, the latest forecast shows a reduced estimated cost due to potential land access savings. Early contractor engagement and design optimisation continue to be leveraged to manage budget exposure effectively.

31. Project schedules are being finalised between NIFF and HBRC to ensure all funding requirements are met. Ten of the eleven project funding schedules have been signed, with one more on final review with NIFF.

32. To date, five payment claims have been received (two in Havelock North, two in Waiohiki, and one in Ōhiti). Other first payment claims (Wairoa, Whirinaki, Pākōwhai, Pōrangahau, Telemetry Upgrades, and Scheme Reviews) are in progress as further milestones are achieved.

Consenting and Procurement

33. The programme-wide consent register is now in use, allowing applications to be lodged immediately after preliminary design, complete with all required supporting material.

34. Procurement activities are progressing strongly, with a focus on leveraging the current competitive contractor market. A programme-wide procurement schedule has been used to streamline document preparation and monitor project progress effectively.

35. With implementation of these measures, the NIWE Programme is operating with greater confidence, highlighted by steady progress in consents, procurement, and risk-managed delivery planning.

36. Ōhiti went to market in August 2025. Wairoa and Whirinaki (stopbank construction) went to market early September.

37. Pōrangahau is due to go to market on 10 October and Pākōwhai on 23 October 2025.

Land access

38. The primary risk across the NIWE Programme relates to securing land access. Several projects have gone to market without fully secured land, with this as a risk being managed.

39. Ōhiti remains the top priority as the tender period closes soon. Five properties are outstanding, with two settlements imminent. Whirinaki follows closely, with one property still unresolved but currently under intense negotiation.

40. Wairoa continues to present significant land access uncertainty (two properties where access is still problematic), potentially compromising the project alignment.

41. In Pākōwhai, stream accretion rights claims have complicated property valuations, currently affecting approximately nine properties.

Key Risks

42. The Programme risks continue to focus on cost, land access, and timeline (as a result of the first two).

43. Most current works are being delivered within the planned cost baselines. As the design phases progress, more projects are undergoing additional QS reports to improve cost certainty and transparency. Pōrangahau is currently the only project currently forecast to exceed the available budget.

44. The Programme is currently on track with planned timeframes, subject to land access. Work continues to progress through the consenting and procurement stages to ensure the main construction period aligns with the summer 2026 construction season. Despite some minor slippage, most projects remain on schedule. Land access and the completion of refined designs remain critical dependencies for several projects, including Wairoa, Pākōwhai, and Pōrangahau.

45. A key focus remains accelerating land access, with work underway alongside legal representatives to prepare and finalise all land agreements as quickly as possible. Two properties of particular significance in the lower floodway section in Wairoa remain a critical risk. Land access challenges also persist in Whirinaki, Ōhiti ,Pākōwhai, and Pōrangahau. These are currently being addressed in collaboration with independent land access specialists and, where applicable, through the Māori Land Court.

Decision-making considerations

46. 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 Hawke’s Bay Regional Council receives and notes the Update on the North Island Weather Events (NIWE) resilience programme staff report.

Authored by:

Andrew Caseley

Manager Regional Projects / Programme Director IPMO

James Park

Programme Finance & Controls Manager

Approved by:

Chris Dolley

Group Manager Asset Management

Attachment/s

NIWE Programme Summary Dashboard

Under Separate Cover – available online only

General subject of the item to be considered	Grounds under section 48(1) for the passing of the resolution	Rationale
Wairoa NIWE Projects - Project Alternatives	s7(2)(i) Excluding the public is necessary to enable the local authority holding the information to carry out, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).	The project is subject to ongoing negotiations and tender processes that could be prejudiced by the release of sensitive pricing information.

Topic	Raised by