Huihuinga O Te Kāhui Māori O Taitokerau Te Taitokerau Māori and Council Working Party Thursday 14 May 2020 at 11.00am - 3.30pm

 

14 May 2020

Rārangi Take O Te Kāhui Māori O Taitokerau

(Te Taitokerau Māori and Council Working Party Agenda)

 

 

Please note: working parties and working groups carry NO formal decision-making delegations from council. The purpose of the working party/group is to carry out preparatory work and discussions prior to taking matters to the full council for formal consideration and decision-making. Working party/group meetings are open to the public to attend (unless there are specific grounds under LGOIMA for the public to be excluded).

 

NGĀ MANA WHAKAHAERE

(MEMBERSHIP OF THE Te Taitokerau Māori and Council Working Party)

Co-Chair,  Marty Robinson

Co-Chair, Te Whakaminenga O Te Hikutu Hapu-Whanau, Rudy Taylor

 

Councillor John Bain	Councillor Justin Blaikie	Councillor Jack Craw
Councillor Colin Kitchen	Councillor Amy Macdonald	Councillor Penny Smart
Councillor Rick Stolwerk	Councillor Joce Yeoman
Patuharakeke Te Iwi Trust Board, Juliane Chetham	Te Uri o Hau Settlement Trust, Georgina Connelly	Te Rūnanga o Te Rarawa, Rihari Dargaville
Ngāti Kuta, Patukeha, Michelle Elboz	Te Parawhau Hapū Authority Charitable Trust, Mira Norris	Te Rūnanga O Ngāti Rehia, Nora Rameka
Te Whakapiko Hapū, Rowan Tautari	Ngāti Tara, Victor Holloway	Te Rūnanga-Ā-Iwi-O-Ngāpuhi, Janelle Beazley
Ngātiwai Trust Board, Hadyn Edmonds	Te Rūnanga O Whāingaroa, Toa Faneva	Te Rūnanga O Ngāti Whātua, Alan Riwaka
Te Rūnanga Nui o Te Aupōuri, Victor Goldsmith	Te Roroa, Thomas Hohaia	Te Rūnanga o Ngāti Hine, Pita Tipene

 

 

KARAKIA / WHAKATAU

 

RĪMITI (ITEM)                                                                                                                                                                Page

1.0       NGĀ WHAKAPAHĀ (apologies)   

2.0       NGA WHAKAPUAKANGA (declarations of interest)

3.0       Ngā Rīmiti (Items)

3.1       Record of Actions – 12 March 2020                                                                                                      4

3.2       Economic development update from Northland Inc                                                                    13

3.3       Update on Taitokerau response to the drought and COVID-19                                               14

3.4       Terms of Reference and Strategic Programme                                                                              15

3.5       Regional marae-based hui                                                                                                                     30

3.6       Mātauranga Māori                                                                                                                                    32

3.7       Tane Whakapiripiri                                                                                                                                   36

3.8       Developing a draft water strategy                                                                                                      39

3.9       Giving effect to water quality planning requirements in the National Policy Statement for Freshwater Management                                                                                                                       41

3.10    Annual Plan 2020/21                                                                                                                               43

3.11    Update on development of an inter-regional marine pest pathway plan                            45

3.12    Updates from other working parties                                                                                                  49   

   

14 May 2020

 

TITLE:	Record of Actions – 12 March 2020
ID:	A1307923
From:	Sally Bowron, Strategy, Governance and Engagement Team Admin/PA

 

The purpose of this report is to present the Record of Actions of the last meeting (attached) held on 12 March 2020 for review by the meeting.

 

Attachment 1: Record of Actions 12 March 2020 ⇩  

Name:	Jonathan Gibbard
Title:	Group Manager - Strategy, Governance and Engagement
Date:	7 May 2020

 

14 May 2020Attachment 1

 

 

 

 

 

 

 

14 May 2020

 

TITLE:	Economic development update from Northland Inc
ID:	A1309405
From:	Auriole Ruka, Kaiwhakahaere Hononga Māori and Sheila Taylor, Kaiarahi - Kaupapa Māori

 

The purpose of this paper is to introduce Chief Executive, Murray Reade of Northland Inc, who will provide a verbal update on Te Taitokerau economic development activities in the wake of COVID-19 including the economic response of government to support employment, business and infrastructure in Northland.

Kawakawa-born Reade, previously CEO of the Lion Foundation in Auckland, took up his new role at Northland Inc in mid-October.

Following a career in the New Zealand Defence Force, Reade was also a key part of the leadership team at Eden Park, the country’s biggest sports stadium, and a former CEO of the Voyager New Zealand Maritime Museum in Auckland. He succeeds Dr David Wilson, who departed Northland Inc after five and a half years at the helm.

Reade is Ngāpuhi/Ngāti Pāoa and has spent much of his life in the Far North, with his hapū from Rawhiti in the Bay of Islands.

 

That the report ‘Economic development update from Northland Inc’ by Auriole Ruka, Kaiwhakahaere Hononga Māori and Sheila Taylor, Kaiarahi - Kaupapa Māori and dated 24 April 2020, be received.

Tip for writing good recommendations:

·   Recommendations should identify all decisions that are needed. 

·   If only one recommendation do not number.

·   Write the option out in full, rather than referring to an option in the report.  Set out clear options for councillors to decide between if necessary. 

·   Recommendations must be within the power of the meeting to make the decision. 

·   Avoid redundant or unnecessary statements and acronyms.

·   If a report is proposed, recommend a realistic date and state to which committee the proposed report back is to be made.

·          If it is deemed that there is high risk associated with a decision then include recognition of risk in the resolution.

Name:	Jonathan Gibbard
Title:	Group Manager - Strategy, Governance and Engagement
Date:	7 May 2020

 

14 May 2020

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TITLE:	Update on Taitokerau response to the drought and COVID-19
ID:	A1309586
From:	Auriole Ruka, Kaiwhakahaere Hononga Māori

 

The purpose of this presentation will be to update TTMAC on the response to the drought and to COVID-19 in Te Taitokerau.

1.    Colin Dall, Group Manager Regulatory Services – Drought Response

2.    Tony Phipps, Group Manager, Customer Services and Community Resilience

and Arama Morunga, Kaiārahi Kaupapa Māori - COVID 19 Response

 

That the presentation on drought and COVID-19 response, be received.

 

Name:	Jonathan Gibbard
Title:	Group Manager - Strategy, Governance and Engagement
Date:	7 May 2020

 

14 May 2020

 

TITLE:	Terms of Reference and Strategic Programme
ID:	A1308041
From:	Auriole Ruka, Kaiwhakahaere Hononga Māori and Sheila Taylor, Kaiarahi - Kaupapa Māori

 

At the TTMAC meeting held on 12 March 2020, members were asked to consider and endorse the revised TTMAC terms of reference (ToR). TTMAC agreed further amendments were needed to ensure the ToR:

·    incorporated the desire of the working party to become more strategic in nature;

·    was still fit for purpose; and

·    language was updated to better reflect translation from English into Māori.

TTMAC recommended that staff facilitate a small working group comprised of members Beazley, Tautari, Tipene and Connelly.  This group met and reviewed the ToR on 14 April 2020 and their recommendations are incorporated into the revised ToR attached to this agenda item.

This paper seeks endorsement from TTMAC on its revised ToR with a recommendation to be made to the next formal meeting of council. 

This paper also seeks confirmation from TTMAC members as to what strategic issues, that align with the ToR, they would like to prioritise and progress over the coming term. Staff have provided a list of potential strategic topics for consideration and feedback, based on their understanding of key projects and areas of work for council.

 

1.         That the report ‘Terms of Reference and Strategic Programme’ by Auriole Ruka, Kaiwhakahaere Hononga Māori and Sheila Taylor, Kaiarahi - Kaupapa Māori and dated 21 April 2020, be received.

2.         That Te Taitokerau Māori and Council Working Party (TTMAC) endorse the revised Terms of Reference (including any agreed amendments) for council consideration and ratification.

3.         That Te Taitokerau Māori and Council Working Party (TTMAC) provide direction as to what strategic issues it considers align with its terms of reference and are a priority to progress over the coming term.

2019 – 2022 triennium terms of reference review

At the TTMAC meeting, held on 12 March 2020, party members were asked to consider and endorse the revised terms of reference. In particular, feedback and endorsement were sought from TTMAC on:

·    the frequency of formal meeting and regional based marae hui;

·    eligibility for all members to receive travel and meeting allowances for regional hui (which would require an amendment to the council’s Appointed Members Allowance Policy); and

·    TTMAC revised Terms of Reference (ToR).

TTMAC endorsed the following recommendations be made to council:

·    to maintain the annual schedule of bimonthly formal meetings and marae-based hui; and

·    that all non-elected Māori members who attend marae-based hui receive meeting fees and mileage; and

·    to amend Appointed Members Allowance Policy to reflect these changes.

Council has subsequently approved these recommendations at its April council meeting.

Endorsement was not received for the revised ToR. Rather, it was agreed that further consideration was needed to ensure the ToR:

·    incorporated the desire of the working party to become more strategic in nature; including the strengthening of the mandating and validation process to ensure a more equitable regional representation model;

·    a process to reconfirm membership;

·    that the ToR were still fit for purpose;

·    the language was updated to better reflect translation from English into Māori; and

·    provision for an annual planning workshop conducted at the start of each year to determine a priority work programme.

Members Tipene, Connelly, Beazley and Tautari were asked to form a working group to review the ToR with staff and provide recommendations back to TTMAC.  While an amended ToR are attached to this report for TTMAC review and recommendation to council, it must be highlighted that these amendments were not unanimously supported by all members of the working group and staff.  In particular, Member Tipene wished to have additional iwi (for example Ngāti Hine) added to the list of iwi authorities in section 8. 

The current list has been maintained over the last two terms and includes those iwi authorities mandated through the Māori Fisheries Act 2004 and who form Te Kahu o Taonui (the Taitokerau Iwi Chairs Forum) and who NRC has signed an MOU with.  Other methodologies considered for confirming which iwi authorities should be identified in section 8 included: include all iwi authorities identified for RMA purposes on the Te Kahui Mangai website; and/or all those iwi and hapū who have received a treaty settlement.

Importantly, it is not council’s role to identify nor confirm who is and isn’t an iwi authority, nevertheless, council still needs to use a methodology to inform this ToR.  The most robust of these approaches seems to be the Māori Fisheries Act 2004 mandating process and the self-selection process of Te Kahu o Taonui. 

Agreement, however, on how to identify and confirm who is an iwi authority to add to the list in section 8 was not reached and hence the list remains how it has been for the past six years in the attached recommended version.  The ToR have, however, been updated to recommend that all current and previous tangata whenua groups be acknowledged and prioritised for membership on TTMAC. 

It is recommended that TTMAC may wish to discuss this matter further and provide further advice to council as to how best to proceed.

 

TTMAC strategic priorities

Based on our knowledge of the priority work areas of council and the challenges facing Te Taitokerau staff have put together the following topics for TTMAC consideration to form the basis of a strategic work programme for TTMAC:

1.    Input and advice into implementing the NPS Freshwater – specifically developing the water quality plan change to the Regional Plan for Northland.

2.    Input and advice into developing the Inter Regional Marine Pest Pathways Plan

3.    Development of a Mātauranga Maori Monitoring Guidelines

4.    Development of Cultural Impact Assessment guidelines / template

5.    Input and advice into the 5 year efficiency and effectiveness review of the Regional Policy Statement

6.    Input and advice into the Long Term Plan 2021/31 and subsequent Annual Plans

7.    Input and advice into the development of an overarching council Water Strategy

8.    Input and advice into a potential Coastal Occupation Charging regime.

9.    etc

10.  Input and advice for development of climate change strategy.

11.  Input and advice into the implementation of Mana Whakahono ā Rohe.

12.  Input and advice into economic development programme of Northland Inc.

This is not intended as an exhaustive list and additional topics or programmes will no doubt be identified throughout the term.

TTMAC consideration and feedback on its desired strategic work programme will ensure these strategic topics can be progressed in line with TTMAC’s ToR. 

Additionally, one question worth considering is, given there are now equal numbers of TTMAC members on council working parties that are progressing many of the above topics, how do we ensure efficiency and reduce potential duplication of work and input from TTMAC members?  If a topic is being discussed in detail at the Climate Change Working Party, for example, and working party updates are provided by working party Chairs and through written report to TTMAC, what level of TTMAC Working Party involvement is required?  Staff would appreciate feedback and guidance on this matter.

 

Attachment 1: Draft Terms of Reference (ToR) ⇩  

 

Name:	Jonathan Gibbard
Title:	Group Manager - Strategy, Governance and Engagement
Date:	7 May 2020

 

14 May 2020Attachment 1

 

 

 

 

 

 

 

 

 

 

 

14 May 2020

 

TITLE:	Regional marae-based hui
ID:	A1309284
From:	Auriole Ruka, Kaiwhakahaere Hononga Māori

 

At the March 2020 meeting of Te Taitokerau Māori and Council Working Party (TTMAC), members were asked to nominate hosts for the regional marae-based workshops. Ngāti Tara was confirmed as the host for the April workshop, however, no further hosts were confirmed. TTMAC were advised that in the event a venue could not be identified for a scheduled marae-based workshop, that council would direct staff to seek and confirm a venue on behalf of TTMAC.

On March 23 the government moved into COVID-19 Alert Level 4. This decision resulted in the cancellation of the April marae-based workshop, as the host and many TTMAC representatives were heavily involved in responding to and mitigating the threats of COVID-19 for their communities.

Ongoing uncertainty created by COVID-19, has meant staff have been unable to seek and confirm hosts and marae venues for the remaining 2020 workshops.

This report seeks guidance from TTMAC in relation to the schedule of marae based TTMAC workshops.  In addition, discussion and feedback is sought on the purpose and effectiveness of marae-based workshops.

 

1.         That the report “Schedule for formal meetings and regional marae-based workshop” by Auriole Ruka, Kaiwhakahaere Hononga Māori, dated 28 February, be received.

2.         That TTMAC confirm the schedule of regional marae-based workshops as follows:

Date	Regional host	Host Marae	Location
11 June Back up:	_________________ _________________	_________________ _________________	_________________ _________________
13 August Back up:	_________________ _________________	_________________ _________________	_________________ _________________
8 October       Back up:	_________________ _________________	_________________ _________________	_________________ _________________
10 December Back up:	_________________ _________________	_________________ _________________	_________________ _________________

 

 

 

 

3.         That TTMAC consider and provide feedback on the purpose of marae-based workshops and any opportunities to increase their effectiveness.

 

 

 

 

Below is the procedure established in previous triennium for hosting TTMAC regional marae-based hui:

1.    Through a formal TTMAC meeting, members are asked to register their interest to host a regional marae workshop and nominate a marae venue for where the workshop will be held. 

2.    The nominating TTMAC members hosting the hui will communicate with whānau and wider hapū from the rohe to invite them to attend the hui and to seek feedback on what they would like to discuss and or any agenda items for the workshop (these matters should relate to council’s key activities).

3.    Once a draft agenda is completed by the host member/s and discussed with the working party chairs, the agenda will be provided to council staff at least two weeks prior to the meeting to:

·    Ensure TTMAC is aware of the issues and has the ability to provide a response, seek further information, and ensure appropriate staff are able to attend; and

·    To provide the agenda to all working party members in advance of the marae workshop.

4.    Any follow up required from the workshop, may be provided by staff or through the working parties formal meeting (depending on the nature of the matter).

5.    Advertising and catering of the marae-based workshops will be the responsibility of the host committee member (costs will be covered by council).

Regional marae-based workshops have been part of TTMAC schedule of meetings for the last two terms and have provided a valuable opportunity for TTMAC members to meet on marae with whānau and hear directly the specific issues of interest and concern.  At the start of this term, there’s an opportunity for TTMAC to consider the purpose and processes surrounding these marae-based workshops and consider any learnings and opportunities, from those TTMAC members who have been on TTMAC during previous terms, to improve the effectiveness of these workshops as an opportunity for engagement between council, TTMAC members and whānau.

For reference, the full schedule of formal meetings for 2020 is provided below.

Date	Venue
Thursday, 12 March	Council Chambers
Thursday, 9 April	Regional marae-based hui (cancelled due to COVID)
Thursday, 14 May	Council Chambers
Thursday, 11 June	Regional marae-based hui
Thursday, 9 July	Council Chambers
Thursday, 13 August	Regional marae-based hui
Thursday, 10 September	Council Chambers
Thursday, 8 October	Regional marae-based hui
Thursday, 12 November	Council Chambers
Thursday, 10 December	Regional marae-based hui

 

 

 

 

Name:	Jonathan Gibbard
Title:	Group Manager - Strategy, Governance and Engagement
Date:	7 May 2020

 

14 May 2020

 

TITLE:	Mātauranga Māori
ID:	A1307997
From:	Auriole Ruka, Kaiwhakahaere Hononga Māori and Sheila Taylor, Kaiarahi - Kaupapa Māori

 

As reported to the March TTMAC meeting, the Regional Policy Statement and National Policy Statement for Freshwater commit council to support and incorporate Mātauranga Māori into council’s decision making, management, implementation, and monitoring of natural and physical resources.  Please refer to Attachment 1 for further details on these specific requirements, current initiatives and key considerations.

While Council has endeavoured to recognise and acknowledge Mātauranga Māori through a number of individual projects and programmes, council does not have an agreed overarching position or approach to giving effect to these requirements.  Confirming how council will give effect to these requirements will enable a consistent approach across council’s various operational teams when engaging with iwi and hapū.  It’s also envisaged that this will provide greater clarity for iwi and hapū as to council’s commitment and should iwi and hapū decide to engage with council around Mātauranga Māori how this information will be held and influence council’s decision making processes.

At the March TTMAC meeting, MTAG was endorsed to investigate this further and while an initial discussion has been held, this is not a simple matter and it’s appropriate that sufficient time is taken to fully understand the opportunities and to prepare a comprehensive approach for TTMAC and council consideration.  A cross organisation team (including policy and monitoring staff) will continue to work with MTAG to progress this kaupapa.  It’s anticipated that a draft framework can be presented to the July TTMAC meeting for initial feedback, recognising that this will likely be an iterative process. 

 

1.         That the report ‘Mātauranga Māori’ by Auriole Ruka, Kaiwhakahaere Hononga Māori and Sheila Taylor, Kaiarahi - Kaupapa Māori and dated 21 April 2020, be received.

Attachment 1: Appendix 1 Background to Northland Regional Council and Matauranga Māori policy and programmes ⇩  

Name:	Jonathan Gibbard
Title:	Group Manager - Strategy, Governance and Engagement
Date:	7 May 2020

 

14 May 2020Attachment 1

Appendix 1

Background to Northland Regional Council and Matauranga Māori policy and programmes

 

The Northland Regional Council (NRC) is currently involved in several projects where Mātauranga Māori is integrated as a key component including:

·    Freshwater Improvement Fund – Northern Wairoa

·    Freshwater Improvement Fund – Dune Lakes Enviro schools programme.

While existing Freshwater Improvement Fund projects provide opportunities to develop and trial the implementation of Mātauranga Māori in Northland, these are not guided by any overarching framework or consistent understanding of NRC’s role and how this work will be integrated into NRC processes or supported/rolled out at a regional scale.

Other known non-council lead Mātauranga Māori projects include:

·    Freshwater Improvement Fund – Waipoua catchment – Te Roroa

·    Freshwater Improvement Fund – Primes

·    Te Hiku Lakes – MfE funded Te Mana o te Wai project

·    Te Kawa Waiora – Waimā Waitai Waiora project

·    Tane Whakapiripiri Project – Nga Hapū o Whangārei.

There are a number of other initiatives including citizen science/Mātauranga Māori projects around monitoring of water quality and freshwater ecosystem assessments. Several initiatives are already on going despite having an overarching consistent approach to dealing with such demand.

Legislative and policy setting

The Operative Regional Policy Statement for Northland, Policy 8.1.3 – Use of Mātauranga Māori – states:

The regional and district councils shall provide opportunities for the use and incorporation of Mātauranga Māori into decision making, management, implementation, and monitoring of natural and physical resources under the Resource Management Act 1991.

Method 8.1.8 – Funding and assistance – states:

The regional council will support tangata whenua if they choose to develop and implement a regional Mātauranga Māori based environmental monitoring framework by:

a)    Providing information and advice during the development of the monitoring framework;

b)    Providing training to assist tangata whenua to promote and implement the monitoring framework on an ongoing basis; and

c)    Incorporating the results and recommendations of tangata whenua monitoring in councils monitoring reports.

In addition, Policy CB1(aa)(v) of the National Policy Statement for Freshwater Management (NPS-FM) requires each regional council to develop a monitoring plan that “establishes methods for monitoring the extent to which the values identified under Policy CA2(b) are being provided for in freshwater management units. These methods must at least include: Mātauranga Māori”.

Objective

To date, NRC has not progressed these policies or methods and seeks advice and support from TTMAC to develop a consistent approach to supporting the development of Mātauranga Māori at a regional scale.   Specifically, this workstream will seek to:

·    define high level organisational aspirations and vision to ensure a consistent approach is adopted to supporting Mātauranga Māori at a regional scale, and

·    develop a framework to guide council when engaging with iwi and hapū.

Defining the framework

1.    Mātauranga Māori

Mātauranga Māori, or simply ‘Mātauranga’, has come to refer to Māori knowledge, ways of knowing and knowledge generation practices, and it is a broad system that encompasses time, space, place and discipline. [...] Mātauranga is thus a knowledge-generating system, not just the knowledge itself. [...] Mātauranga Māori encompasses all branches of Māori knowledge, past, present and still developing (Mead 2003); thus it includes, but is not limited to, traditional Māori knowledge. Mātauranga is a system into which values are overtly interwoven. Mātauranga is the theory behind tikanga Māori (values, practices, rituals), the ‘procedural knowledge, which is the practice of ideas, beliefs and knowledge of Mātauranga Māori’ (Duncan & Rewi 2018). As such it has echoes of the Data-Information-Knowledge-Understanding-Wisdom hierarchy. Just as ‘Western knowledge’ is wide, broad-ranging, encompassing of philosophy, religion and ethics, and historically and culturally inflected; so too is Mātauranga Māori. (Mercier 2018).

2.    National initiatives – Kaupapa Māori Freshwater Assessments

The Northland Regional Council (NRC) took part in a collective regional council review of kaupapa Māori tools, frameworks and methods available and used by local government across Aotearoa. (Brett Cockeram from Greater Wellington Regional Council and a significant input from the Māori engagement team from Bay of Plenty Regional Council are leading this project.) The overview identified 13 tools, frameworks and methods with a range of common indicators covering five key areas, i.e. meta-physical aspects, cultural and social aspects, species information, mahinga kai aspects, and ecology, water quality and habitat aspects. This indicated that monitoring plans including Mātauranga Māori need to cover a broad range of matters so that they meet iwi and hapū aspirations and understandings of criteria for environmental monitoring. The next step from this review will include defining high level principles of incorporating Mātauranga Māori in monitoring plans for the purpose of managing freshwater resources so that some consistency is achieved around the approach(es) adopted by each local government body across Aotearoa.

3.    Key considerations

Findings from the national review of kaupapa Māori tools and through the implementation of existing initiatives within Northland have highlighted key considerations for the development of an NRC framework around Mātauranga Māori:

·    Mātauranga Māori needs to be undertaken by Māori for Māori

·    Mātauranga Māori will by its nature differ between iwi and hapū according to their particular values and concerns

·    iwi and hapū may not have resources to undertake the monitoring – additional support and capacity within councils may be required

·    Mātauranga Māori will provide a valuable addition to existing assessments of catchment-scale water quality and quantity data. Some of the information collected from iwi and hapū may include sensitive data which needs to be protected

·    iwi and hapū are willing to share key data/information to influence change within council, i.e. regional plan and policies

·    identify NRC needs from a Mātauranga Māori perspective for the purpose of meeting NPS-FM requirements and understanding how this can meaningfully complement freshwater ecosystem assessments

·    any framework must clearly articulate NRC approach and position around deliverables from any Mātauranga Māori programme so that both council and iwi/hapū have a clear and common understanding prior to entering into any arrangements.

Feedback from TTMAC is sought to guide the development of a council Mātauranga Māori Framework.  This framework will help guide council and ensure a consistent regional scale approach is adopted when partnering with iwi and hapū to support the implementation of Mātauranga Māori throughout council. 

 

Its recommended that this detailed work be delegated to MTAG and that further recommendations from MTAG are brought back to TTMAC for ratification before being presented to council for adoption in June 2020. 

 

14 May 2020

 

TITLE:	Tane Whakapiripiri
ID:	A1308027
From:	Auriole Ruka, Kaiwhakahaere Hononga Māori and Sheila Taylor, Kaiarahi - Kaupapa Māori

 

At the 12 March 2020 TTMAC meeting, TTMAC agreed to task the Māori Technical Advisory Group (MTAG) with investigating the recommendations of Tane Whakapiripiri (the report). In particular, MTAG were asked to consider if the findings of the report were relevant across Te Taitokerau and to determine if the report presented an opportunity for NRC and WDC (via TTMAC and Te Huinga) to collaborate and align service delivery to Māori. 

MTAG met on the 16 April 2020 and agreed that the report was relevant and beneficial to Te Taitokerau hapū and iwi and that there was an opportunity for NRC to work alongside WDC in an effort to streamline services and reduce unnecessary duplication of administration/meetings for all participants (NRC, WDC and Ngā Hapū o Whangārei). 

MTAG therefore propose that TTMAC endorse findings and recommendations of the report and develop an implementation plan for TTMAC to consider in partnership with WDC via Te Huinga, Te Puni Kōkiri and Ngā Hapū o Whangārei.

 

1.         That the report ‘Tane Whakapiripiri’ by Auriole Ruka, Kaiwhakahaere Hononga Māori and Sheila Taylor, Kaiarahi - Kaupapa Māori and dated 21 April 2020, be received.

2.         That TTMAC endorse findings and recommendations of Tane Whakapiripiri and for council, in partnership with WDC via Te Huinga, Te Puni Kokiri and Ngā Hapū o Whangarei (as the authors of the report), to support the development of an implementation plan for TTMAC to consider; and

3.         Funding and resource within existing council budgets be allocated to deliver regional RMA engagement wananga to build capability and capacity of Māori to participate in council processes and programmes.

In September 2019, TTMAC member Juliane Chetham and Tane Whakapiripiri Project Lead, Jason Cooper, presented the Tane Whakapiriri project and subsequent report to TTMAC.

The Tane Whakapiripiri project was an analysis of the capacity of Ngā Hapū of Whangārei to engage with local government in relation to environmental protection and management.  

The report identified five interconnected themes critical to prioritising and lifting hapū capacity:

·    resourcing

·    representation

·    relationships

·    legislation, and

·    hapū mātauranga.

 

A set of recommended approaches that traversed these five central themes were proposed including resourcing and coordination for the following;

·    Piloting a Whangārei Hapū Technicians/Kaitiaki Pool or Rōpū

•     Developing an ongoing regular RMA Engagement Wānanga/Workshop schedule

•     Creating an online portal and toolkit for Whangārei Hapū

 

MTAG recommends that TTMAC recommend to council that these initiatives be supported and that council support Ngā Hapū o Whangārei to develop an implementation plan.

Further, a kahui kaumatua/taumata representing Whangarei hapū would be essential to support these outcomes. It was envisaged that implementation would occur initially through the existing Te Huinga, and cooperation between Ngā hapū o Whangarei, Whangarei District Council, Northland Regional Council (and other relevant agencies, for example Te Puni Kōkiri, Ministry for the Environment) will be required to develop an implementation pathway going forward to enable the recommendations to be realised.

Attachment 1: Appendix 1 - Te Huinga and Ngā Hapu o Whangarei (Tane Whakapiripiri) ⇩  

 

Name:	Jonathan Gibbard
Title:	Group Manager - Strategy, Governance and Engagement
Date:	7 May 2020

 

14 May 2020Attachment 1

Appendix 1 –Te Huinga (WDC) and Ngā Hapu o Whangarei (Tane Whakapiripiri)

·    Merepeka Henley and Te Warihi Hetaraka (Nga Hapū o Whangaruru)

·    Pita Tipene and Pita Cherrington (Te Orewai and Ngati Hine)

·    Deborah Harding and Jared Pitman (Patuharakeke)

·    Mike Kake and Allan Halliday (Ngati Hau)

·    Richard Shepherd/Takiri Puriri and Huhana Lyndon (Ngati Kahu o Torongare)

·    Taipari Munro and Kingi Tuhiwai (Te Parawhau and Te Uriroroi)

·    Pereri Mahanga and Aperahama Edwards (Te Waiariki, Ngati Korora, Ngati Takapari)

·    Kaile Nahi-Taihia, Anaru Kaipo, Aroha Shelford and Sharon Kaipo (Nga Hapū o Mangakahia)

·    Hona Edwards and Te Raa Nehua (Te Uriroroi)

·    Juliane Chetnam (Patuharakeke)

·    Rowan Tautari (Te Whakapiko Hapu)

·    Jason Cooper (Ngatihine Tirairaka)

·    Mira Norris (Te Parawhau)

·    Delaraine Armstrong (Te Orewai)

·    Nicki Wakefield (Ngati Hau)

 

 

 

14 May 2020

 

TITLE:	Developing a draft water strategy
ID:	A1307991
From:	Justin Murfitt, Strategic Policy Specialist

 

The integrated management of water quality and quantity and the ecological health of waterbodies are core council roles and a significant amount of resourcing is devoted to this function right across council.  In addition, central government policy is very likely to demand more from council in terms of water management due to a new iteration of the National Policy Statement for Freshwater Management (NPS-FM) due to be released later this year. Other emerging pressures that are inextricably linked include the potential effects of climate change.

While there are multiple policies, initiatives and activities being undertaken by council, there is no single Strategy that coordinates all of this work into a coherent strategic approach that clearly articulates what council is doing to sustainably manage water in Taitokerau.  Council therefore sees a need to develop a ‘Water Strategy’ to set clear goals and actions and ensure an efficient and effective approach to the future management of water that meets the needs of our communities.

This item seeks approval for staff to work with the Maori Technical Advisory Group (MTAG) in the development of a draft Water Strategy for Taitokerau and to report progress back to TTMAC at subsequent meetings.

 

 

1.         That the report ‘Developing a draft water strategy’ by Justin Murfitt, Strategic Policy Specialist and dated 21 April 2020, be received.

2.         That TTMAC approve engagement between staff and MTAG in developing a draft water strategy.

3.         That TTMAC be kept updated on progress with the draft strategy.

Tip for writing good recommendations:

·  Recommendations should identify all decisions that are needed. 

·  If only one recommendation do not number.

·  Write the option out in full, rather than referring to an option in the report.  Set out clear options for councillors to decide between if necessary. 

·  Recommendations must be within the power of the meeting to make the decision. 

·  Avoid redundant or unnecessary statements and acronyms.

·  If a report is proposed, recommend a realistic date and state to which committee the proposed report back is to be made.

·       If it is deemed that there is high risk associated with a decision then include recognition of risk in the resolution.

Water is the most significant natural resource in Taitokerau and managing the quality and quantity of water and the ecological health of waterbodies is a core function of council under the Resource Management Act 1991. Central government policy direction due later this year is likely to place additional obligations on council in relation to managing water in terms of science, regional plan content and implementation (especially in relation to water quality). Other emerging issues include the potential effects of climate change on our climate, land use and water resources. Key challenges for council include the need for better information, new tools and partnerships for water management.

These challenges signal the need for a consolidated ‘Water Strategy’ that identifies how council will address these issues in a coordinated and efficient manner across all council activities. It is likely the strategy will have a timeframe of 30 years (to 2050) and primarily focus on the management of freshwater given this is where most issues arise in Taitokerau and it is the focus of mandatory policy direction from central government.

Council recognises water and its sustainable integrated management is a key concern for Maori. Council therefore wants to ensure issues of concern to Maori and Maori perspectives on water are appropriately recognised in the development of the draft Water Strategy. Approval from the TTMAC is therefore sought for staff to engage with the Maori Technical Advisory Group in developing the draft to ensure an appropriate Maori ‘lens’ is applied.

Once developed, the draft Water Strategy will be presented to TTMAC for consideration and feedback to council. 

Council is currently looking to adopt the draft Strategy by July/August to enable it to inform councils Long Term Planning process and be reflective of the newly released NPS Freshwater.

 

Nil

 

Name:	Jonathan Gibbard
Title:	Group Manager - Strategy, Governance and Engagement
Date:	7 May 2020

 

14 May 2020

 

TITLE:	Giving effect to water quality planning requirements in the National Policy Statement for Freshwater Management
ID:	A1308436
From:	Ben Lee, Strategic Policy and Planning Manager and Ben Tait, Policy Specialist - Water

 

This report provides an overview of the process for the plan change to give effect to the water quality planning requirements of the National Policy Statement for Freshwater Management.  The aim is to notify the plan change late 2021.

The report also provides a summary of the MTAG discussions on a proposed approach for engaging with iwi and hapū through the development of the plan change.

 

1.         That the report ‘Giving effect to water quality planning requirements in the National Policy Statement for Freshwater Management’ by Ben Lee, Strategic Policy and Planning Manager and Ben Tait, Policy Specialist - Water and dated 22 April 2020, be received.

Tip for writing good recommendations:

·  Recommendations should identify all decisions that are needed. 

·  If only one recommendation do not number.

·  Write the option out in full, rather than referring to an option in the report.  Set out clear options for councillors to decide between if necessary. 

·  Recommendations must be within the power of the meeting to make the decision. 

·  Avoid redundant or unnecessary statements and acronyms.

·  If a report is proposed, recommend a realistic date and state to which committee the proposed report back is to be made.

·       If it is deemed that there is high risk associated with a decision then include recognition of risk in the resolution.

Council is in the early stages of preparing a plan change to give effect to the water quality planning requirements of the National Policy Statement for Freshwater Management^[1]. The plan change is scheduled to be notified late 2021.

The NPS-FM, which was first issued in 2011 and subsequently amended in 2014 and 2017, directs regional councils to manage fresh water in an integrated and sustainable way, while providing for economic growth within set water quantity and quality limits.  The main purpose of the NPS-FM is to set enforceable freshwater quantity and quality limits so that freshwater objectives can be achieved.^[2]  Councils must include freshwater objectives and limits in regional plans as well as methods (including rules) to avoid over-allocation.

Council committed to notifying a plan change in 2021 to implement the freshwater quality planning requirements of the NPS-FM.  The commitment is set out in the council’s Progressive Implementation Programme^[3].  The freshwater quantity planning requirements of the NPS-FM are already being implemented through the Proposed Regional Plan for Northland.

At a broad level, the water quality plan change is comprised of the following sequential work areas (starting mid-2020 through to mid- late-2021):

1.    Understand current state of freshwater quality and associated estuarine water quality with respect to the attribute states in the NPS-FM.

2.    Develop scenarios (options) for managing activities that affect water quality (i.e. point source and diffuse discharges).

3.    Assess the social, cultural, economic and environmental consequences of the for managing activities that affect water quality.

4.    Determine the most appropriate scenario(s) and associated freshwater objectives to be achieved by the scenario(s) to advance through a plan change and potentially associated non-regulatory initiatives.

On 18 June 2019, the previous council approved a timetable for developing the plan change to implement the freshwater quality planning requirements of the NPS-FM. Key milestones are set out below:

1.    Provide the evidence base to underpin the plan change and any accompanying new non-regulatory initiatives (November 2019 – March 2021).

2.    Draft the plan change and an RMA section 32 evaluation report (July 2020 – July 2021).

3.    Notify the Proposed Water Quality Plan Change (by 31 December 2021).

4.    Engage with iwi and hapū, key stakeholders and the wider community throughout the process.

The initial stages of the work programme to prepare the plan change are on track.

Meaningful engagement and discussions with the community, including iwi and hapū, and key stakeholders is essential to developing a robust plan change that delivers sustainable integrated management of our water.

In July 2019, Te Taitokerau Māori and Council Working Party agreed that council staff should work with the Māori Technical Advisory Group “to develop recommendations on how to identify tangata whenua values and interests in wai Māori, how to reflect tangata whenua values in decision-making regarding the plan change, and to seek the MTAG’s feedback on the draft freshwater quality management units.”

On 16 April 2020, council staff met with MTAG to discuss how best to engage with iwi and hapū through the development of the plan change. A framework of an approach was agreed, and council staff were tasked with fleshing out the approach. The proposed approach will be circulated to MTAG members for comment. Assuming MTAG members support the proposed approach, it will be presented to the next TTMAC meeting (9 July 2020) for feedback, endorsement and recommending to council. 

 

Nil

 

Name:	Jonathan Gibbard
Title:	Group Manager - Strategy, Governance and Engagement
Date:	7 May 2020

 

14 May 2020

 

TITLE:	Annual Plan 2020/21
ID:	A1307976
From:	Kyla Carlier, Corporate Planning Manager

 

Council are currently in the process of developing their annual plan for the 2020/21 financial year.  This included a process of public consultation outlining changes from what was previously planned in the Long Term Plan 2018-2028. 

Te Taitokerau Māori and Council Working Party were last updated on the process and the proposals on 12 March 2020.  Since then, consultation and development of the situation with Covid-19 have occurred.  Due to the economic impacts of this, council’s considerations for the annual plan differ from what was proposed.

Council deliberations on the proposals took place on 6 May 2020. 

 

1.         That the report ‘Annual Plan 2020/21’ by Kyla Carlier, Corporate Planning Manager and dated 21 April 2020, be received.

The process of developing the annual plan for the 2020/21 year began last year, with budgetary changes considered and proposals developed for public consultation.  The proposals added an extra $1.4 million to the council’s operating budget for the year and $265,000 of capital spend, or an extra 4.6% to rates, around $13.60 per household.  These proposals were outlined in the item to TTMAC dated 12 March 2020.

Public consultation on these proposals was carried out from 26 Feb – 27 March, which coincided with the rapid escalation of the situation with Covid-19 and the declaration of a state of emergency.  Covid-19 has had a significant economic impact, resulting in the need to re-consider rate increases, and account for a loss in council revenue from other sources of over $4,000,000.

Staff carried out a re-assessment of the proposals and the budget in light of economic changes, with council deliberating on proposals that were very different from what was proposed.  This included the use of council reserves to help cover the loss of revenue, and a reviewed overall rate increase of 4.5%. 

In order to achieve the lower rate increase and account for the loss in revenue, a large number of the new proposals from right across council were put on hold.  Particular proposals relating to supporting building Maori capacity both for iwi/hapu and within council that will be put on hold include:

·    Provision of $101,000 for ongoing operational expenditure, and $4,700 of one-off capital expenditure for a new Kaiarahi Mahere Māori – Māori technical advisor.

·    Provision of $7000 of ongoing operational expenditure for Northland Māori representation on national committee ‘Te Maruata’.

·    Provision of $30,000 of ongoing operational expenditure for tangata whenua capability and capacity as detailed in the hapu based Mana Whakahono a Rohe agreement.

 

 

Should councils revenue next financial year be greater than is currently forecast then council will look to bring deferred proposals, such as those above, back on line as soon as possible.  Alternatively, should these revenue streams not pick up, then council will reconsider them as part of developing the LTP 2021/31 – due to start in August this year.

Deliberations on the proposals took place on 6 May 2020.  The meeting agenda can be found here:  http://northland.infocouncil.biz/Open/2020/05/CO_20200506_AGN_2795_AT_EXTRA.PDF

Staff are working to complete the final Annual Plan 2020/21, which is planned for final council adoption on 16 June.

With the rapid rate of change of the current circumstances the process remains subject to change.

 

 

Nil

 

Name:	Jonathan Gibbard
Title:	Group Manager - Strategy, Governance and Engagement
Date:	7 May 2020

 

14 May 2020

 

TITLE:	Update on development of an inter-regional marine pest pathway plan
ID:	A1308017
From:	Justin Murfitt, Strategic Policy Specialist; Kathryn Lister, Biosecurity Officer - Marine and Don McKenzie, Biosecurity Manager

 

The Top of the North Biosecurity Partnership (a collaboration between Waikato, Northland, Bay of Plenty, Gisborne and Hawkes Bay Regional Councils, Auckland Council, Biosecurity New Zealand and the Department of Conservation) was tasked with assessing options and for managing marine pests across the four regions and to report back to councils with a preferred option. The group has since identified the management of biofouling on vessels as the preferred option through an inter-regional marine pest pathway management plan.

On 17 March 2020, council authorised staff to develop a proposal for a marine pest pathway plan under the Biosecurity Act 1993.  The proposal would be presented to council later this year for a decision on whether to proceed. This report provides an update on the preferred option, the background rationale and next steps. It also seeks support to continue to work with the Maori Technical Advisory Group in developing the proposal.

 

1.         That the report ‘Update on development of an inter-regional marine pest pathway plan’ by Justin Murfitt, Strategic Policy Specialist; Kathryn Lister, Biosecurity Officer - Marine and Don McKenzie, Biosecurity Manager and dated 21 April 2020, be received.

2.         That TTMAC endorse ongoing engagement between staff and the Māori Technical Advisory Group

3.         That TTMAC be kept updated as to progress.

Tip for writing good recommendations:

·  Recommendations should identify all decisions that are needed. 

·  If only one recommendation do not number.

·  Write the option out in full, rather than referring to an option in the report.  Set out clear options for councillors to decide between if necessary. 

·  Recommendations must be within the power of the meeting to make the decision. 

·  Avoid redundant or unnecessary statements and acronyms.

·  If a report is proposed, recommend a realistic date and state to which committee the proposed report back is to be made.

·       If it is deemed that there is high risk associated with a decision then include recognition of risk in the resolution.

Marine pests pose a major threat to the ecological, cultural, economic and recreational values of the marine environment of the Top of the North (TON) regions.  They can out-compete, smother, predate on or otherwise adversely affect native species and impact marine habitats, with consequential impacts on ecological, cultural, economic and recreational values.  Once established, marine pests are extremely difficult to eradicate or contain and prevention methods are far more effective.

Most marine pests are predominantly introduced to New Zealand waters by ‘hitchhiking’ on incoming vessels and can be subsequently spread through domestic vessel movements.  These marine pest ‘pathways’ are typically hull biofouling (the build-up of marine organisms on hulls) and the discharge of ballast and bilge water.  Scientific evidence to date indicates that biofouling on vessels is the most common and highest risk pathway for the spread of marine pests.^[4]  For vessels coming from overseas, there are national rules in place to manage the risk of marine pests being introduced to New Zealand (under the Craft Risk Management Standards managed by Biosecurity New Zealand).  However, there are no equivalent national rules that apply to domestic vessel movements.  It is estimated that the four main TON regions are home to approximately 50% of New Zealand’s domestic ‘fleet’.  This, in combination with the wide variety of relatively benign habitats available, means the wider TON area is particularly vulnerable to marine pest incursions.

The Top of the North Biosecurity Partnership was tasked with developing a preferred option for management of marine pests across the four regions. The options considered and preferred approach with supporting rationale are discussed below.

The options assessment is summarised in Table 1 below.  Note: the inclusion of rules under the Biosecurity Act 1993 for bilge and ballast water discharges were initially considered but were not pursued on the basis of a lack of information and implementation difficulties (implementation and associated difficulties is a key consideration in the Biosecurity Act plan making process).

Table 1 - Options

Criteria	Option 1	Option 2	Option 3	Option 4
	Status quo – each council continues with its own programmes	Develop consistent inter-regional pathway rules requiring biofouling thresholds for craft be met at all times	Develop consistent inter-regional pathway rules requiring biofouling thresholds for craft be met when moving*	Develop consistent inter-regional pathway rules requiring biofouling thresholds for craft be met when moving into / between designated places
Consistency	X	üü	üü	üü
Efficiency (including compliance costs)	ü	x	üü	ü
Effectiveness (across regions)	X	üü	üü	ü
Ability to implement, monitor and enforce	ü	ü	üü	ü

*moving = when not moored or berthed at a structure designed and authorised for that purpose

Initial cost / benefit analysis indicates that options 3 and 4 are likely to have net benefits. The preferred approach recommended by the project partners is: a joint marine pest pathway plan applying within the coastal marine area of all four regions that sets a requirement for all craft to meet biofouling standards when moving (i.e., when they are not moored or berthed).  The rationale for this recommended approach is:

·    The movement of biofouled craft / vessels is the primary mechanism for the spread of marine pests. 

·    Requiring craft to comply with a specified level of fouling is proactive in that it manages risk without relying on detecting pest species on craft / vessels (i.e., compliance action can be taken in relation to fouled craft / vessels without needing to confirm the presence of marine pests which can be costly / problematic in many cases).

·    The four regions of Northland, Auckland, Waikato and Bay of Plenty have a high proportion of New Zealand’s vessel fleet and therefore face the greatest risk from this pest pathway.

·    The approach is generally consistent with the controls that already apply to craft / vessels entering New Zealand under the international craft risk management standards.  

·    There is a precedent established through the Fiordland and Northland marine pest pathway plans and the Biosecurity Act 1993 provides for pathway plans to be jointly prepared and implemented by councils.

·    Requiring vessels to meet a biofouling standard at all times is likely to be cost-prohibitive (Option 2 is likely to have very high compliance costs).

·    Tracking vessel movements between designated places can be problematic (Option 4 relies on establishing a vessel has moved between places).

·    The status quo will not lead to consistency and is complex for boat owning public (with different rules / standards in each region).

At the meeting of 17 March 2020, council authorised TON to develop a formal proposal for an inter-regional marine pest pathway plan under the Biosecurity Act 1993 to manage the spread of marine pests in a consistent manner across the Northland, Auckland, Waikato and Bay of Plenty regions. Auckland Council has also authorised the development of the proposal (Waikato and Bay of Plenty regional councils will consider this decision in May). At that meeting council approved development of a pathway plan based on the above and that staff undertake targeted engagement with Maori and stakeholders in the process. Staff have since presented the preferred option to the Maori Technical Advisory Group on 16 April 2020 and would like to continue to engage with this group in developing the proposal further to ensure their views are appropriately recognised.

Next steps

·    Staff / project partners will undertake targeted engagement with Māori partners and key stakeholders (including TON partnership agencies, marinas and haul-out facilities, regional harbourmasters, science partners in further developing the proposal and preferred option. 

·    Staff will provide further material to MTAG as requested for their input and advice in developing the proposal and the approach to consultation with tangata whenua.

·    Provide regular updates to TTMAC and seek TTMAC endorsement of the approach to consult with tangata whenua.

·    Once the proposal has been developed it will be presented to council (with supporting information required under the Biosecurity Act 1993) for consideration later in 2020.  Council (and the other partner councils) would then consider the proposal against six key steps in the Biosecurity Act 1993. 

If the proposal is endorsed by council(s), the consultation and decision making requirements of the Biosecurity Act 1993 would apply.

 

Nil

 

Name:	Bruce Howse
Title:	Group Manager - Environmental Services
Date:	7 May 2020

 

14 May 2020

 

TITLE:	Updates from other working parties
ID:	A1308035
From:	Sally Bowron, Strategy, Governance and Engagement Team Admin/PA

 

The purpose of this report is to present a summary of the record of discussion and agreed actions of council’s other working party meetings (that have occurred since the last TTMAC meeting).  This paper provides an opportunity for working party Chairs, and TTMAC Māori members appointed onto those working parties, to provide a verbal update to TTMAC, and for TTMAC members to ask any follow up questions.

 

1.         That the report ‘Updates from other working parties’ by Sally Bowron, Strategy, Governance and Engagement Team Admin/PA and dated 21 April 2020, be received.

Tip for writing good recommendations:

·  Recommendations should identify all decisions that are needed. 

·  If only one recommendation do not number.

·  Write the option out in full, rather than referring to an option in the report.  Set out clear options for councillors to decide between if necessary. 

·  Recommendations must be within the power of the meeting to make the decision. 

·  Avoid redundant or unnecessary statements and acronyms.

·  If a report is proposed, recommend a realistic date and state to which committee the proposed report back is to be made.

·       If it is deemed that there is high risk associated with a decision then include recognition of risk in the resolution.

Biosecurity and Biodiversity Working Party* (Chair: Cr Jack Craw)

(TTMAC representatives: Juliane Chetham, Georgina Connelly, Barb Elboz, Nora Rameka)

The Biosecurity and Biodiversity Working Party met on Wednesday 11 March 2020.  The topics for discussion included:

Ÿ  Options to address gaps in Biosecurity and Biodiversity Programmes

Ÿ  Operational Plan 2020/2021

Ÿ  National issues.

Following discussion, the Biosecurity and Biodiversity Working Party provided advice on the following next steps:

Ÿ  Confirm funding with MfE regarding wetland mapping and FIF Dune Lakes

Ÿ  Further examine Biosecurity and Biodiversity programmes for proposed funding options and staging of programme expansions.

*This meeting was prior to TTMAC nominating members onto working parties.

 

Climate Change Working Party* (Chair: Cr Amy Macdonald)

(TTMAC representatives: Hadyn Edmonds, Toa Faneva, Thomas Hohaia, Rowan Tautari)

The Climate Change Working Party met on Wednesday 11 March 2020.  The topics for discussion included:

Ÿ  NRC’s climate change focus

Ÿ  NRC’s climate change work programmes

Ÿ  Joint climate change adaptation committee

Ÿ  National issues

Ÿ  Climate change declaration.

Following discussion, the Climate Change Working Party provided advice on the following next steps:

Ÿ  Develop a communications strategy

Ÿ  Review resourcing and priorities needed for future work programmes.

*This meeting was prior to TTMAC nominating members onto working parties.

 

Water and Land Working Party (Chair: Cr Justin Blaikie)

(TTMAC representatives: Janelle Beazley, Georgina Connelly, Victor Holloway, Mira Norris, Alan Riwaka)

The Water and Land Working Party met on Wednesday 29 April.  The topics for discussion included:

·        Terms of Reference

·        Overview of existing work programmes

·        Physiographics and erosion in relation to NESPF erosion classification

·        Non-Regulatory Land and Water Programmes – Future Thinking

·        Taranaki Riparian Planting

Following discussion, the Water and Land Working Party provided advice on the following next steps:

·        Approach NIWA and Land and Water Science to present an update on their water quality modelling.

·        To create a strategic road map for erosion management.  Provide update to Policy and Regulation Working Party.

·        MPI/Government to advise that NESPF erosion classification is not a good reflection of erosion risk in Northland and asking that the NESPF be reviewed in this regard.

 

Planning and Regulatory Working Party                                                          

(Chair: Cr Joce Yeoman, Juliane Chetham, Mira Norris, Rowan Tautari, Pita Tipene)

The Planning and Regulatory Working Party was scheduled to meet on Wednesday 25 March 2020, however, the meeting was cancelled due to the COVID-19 response.  This working party meeting was reconvened on 29 April however the unconfirmed record of actions was not available at the time of writing this report.

 

Nil

 

Name:	Jonathan Gibbard
Title:	Group Manager - Strategy, Governance and Engagement
Date:	7 May 2020