Kaipara Moana Remediation

Joint Committee
Kaipara Moana Remediation Joint Committee

Monday 17 May 2021 at 09:30am

 

 

AGENDA
RĀRANGI TAKE

 

 


Kaipara Moana Remediation Joint Committee

17 May 2021

Rārangi Take O Te Kāhui Māori O Taitokerau

(Kaipara Moana Remediation Joint Committee Agenda)

 

Meeting to be held in the Ōruawharo Marae

2 Oruawharo School Road

on Monday 17 May 2021, commencing at 09:30am

 

Recommendations contained in the agenda are NOT decisions of the meeting. Please refer to minutes for resolutions.

 

NGĀ MANA WHAKAHAERE

(MEMBERSHIP OF THE Kaipara Moana Remediation Joint Committee)

 

Te Rūnanga o Ngāti Whātua Tame Te Rangi

NRC Chair Penny Smart

NRC Councillor Amy Macdonald

Auckland Council Councillor Daniel Newman

Ngā Maunga Whakahī o Kaipara, Cherie Povey

Auckland Council, Rodney Local Board Chair Phelan Pirrie

Auckland Council Greg Sayers

Ngā Maunga Whakahī o Kaipara, Jane Sherard

Te Rūnanga o Ngāti Whātua Virginia Warriner

Te Uri o Hau Malcolm Welsh

Te Uri o Hau Willie Wright

NRC Councillor Joce Yeoman

 

 

KARAKIA / WHAKATAU

 

RĪMITI (ITEM)                                                                                                                                                                Page

1.0       Housekeeping

2.0       NGĀ WHAKAPAHĀ (apologies)   

3.0       NGA WHAKAPUAKANGA (declarations of interest)

4.0       Whakāe Ngā Miniti (Confirmation of Minutes)

4.1       Confirmation of Minutes                                                                                                                          3

5.0       Ngā Rīmiti (Items)

5.1       Draft Kaipara Moana Remediation Programme Year 2 Work Plan                                         12

5.2       Communication Plan Update                                                                                                                30

5.3       Members Allowance Policy Review                                                                                                    69

5.4       Kaipara Moana Remediation Joint Committee Year 2 Meetings and Workshops             78


Kaipara Moana Remediation Joint Committee                                                                                                          item: 4.1

17 May 2021

 

TITLE:

Confirmation of Minutes

ID:

A1441333

From:

Leah Porter, PA/Administrator Environmental Services

Authorised by Group Manager:

Jonathan Gibbard, Group Manager - Environmental Services, on 06 May 2021

 

Recommendation

That the minutes of the Kaipara Moana Remediation Joint Committee meetings held on 22 March 2021 and 19 April 2021 be confirmed as a true and correct record.

 

Attachments/Ngā tapirihanga

Attachment 1: Kaipara Moana Remediation Joint Committee - 22 March 2021

Attachment 2: Kaipara Moana Remediation Joint Committee - 19 April 2021   


Kaipara Moana Remediation Joint Committee  ITEM: 4.1

17 May 2021Attachment 1

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Kaipara Moana Remediation Joint Committee  ITEM: 4.1

17 May 2021Attachment 2

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Kaipara Moana Remediation Joint Committee                                                                                                          item: 5.1

17 May 2021

 

TITLE:

Draft Kaipara Moana Remediation Programme Year 2 Work Plan

ID:

A1437942

From:

John Hutton, Auckland Council Management Representative

Authorised by Group Manager:

Jonathan Gibbard, Group Manager - Environmental Services, on 11 May 2021

 

He Rāpopoto hautū / Executive summary

The Kaipara Moana Remediation Programme Deed of Funding with the Ministry for the Environment (MFE) requires the Kaipara Moana Remediation Joint Committee (Joint Committee) to prepare a draft Annual Work Plan for each Financial Year of the programme, and submit this draft to the Ministry for the Environment for review and comment.  

This report sets out a draft Year 2 Annual Work Plan (Year 2 Work Plan) for consideration by the Joint Committee, organised around three work-streams: Remediation; Governance, Management & Planning; and Advocacy & Influence.

The draft Year 2 Work Plan comprises a mixture of new projects, including a focus on provision of landowner grants funding through Sediment Reduction Plans to deliver remediation works, and establishing the proposed Kaipara Maurikura operations unit to drive the programme.  Year 1 projects are identified that will run past 30 June 2021 and which can be incorporated into Year 2.  Variation to project timeframes for a number of Year 1 projects is sought.  Four Year 1 projects are also proposed to be discontinued, with budget from them being transferred as a credit into the Year 2 budget.

In total, a draft budget for Year 2 of $16.838 million is recommended for approval.  When combined with forecast actual programme spend in Year 1 of $2.317 million, this would result in a total spend of $19.155 million over Year 1 and Year 2 (or around 18 months).  The proposed approach includes cancellation of four Year 1 projects with unspent Crown grant funding of $1.707 million being credited to the Year 2 budget.

In preparing the draft Year 2 Work Plan, assumptions made in the 2019 Kaipara Moana Remediation Indicative Business Case (IBC) have been reviewed, and a revised model of how the Kaipara Moana Remediation Programme might proceed has been developed.  This is both for the longer 10 year timeframe and for the 6 year timeframe in which Crown funding has been committed.

Notable challenges have been identified in meeting a 6 year timeframe with the $200 million budget if it is assumed the project will cease at the end of six years.  A Year 6 ‘wind down’ is required to be planned for; but it is also recommended the KMR Programme continues to plan across the assumed 10 year timeframe for the project.  The mix of remediation work that will be achieved on the ground over 6 years will also be different to that originally assumed in the IBC, with a greater focus on riparian and wetland fencing in initial years through to highly erodible land management and riparian planting in later years.

It is also recommended the high ‘peak’ of spending the IBC suggested for Years 5-7 is changed to a plateau of sustained remediation works through to Year 9.  This is considered more realistic to meet workforce capacity and the ability of landowners to contribute, but it also requires a faster build up to the plateau across Year 2 and 3.  Achieving the latter will be a challenge for the KMR programme and will require rapid uptake of grant funding by landowners.

The proposed draft Year 2 Work Plan also recommends an apportionment of funding sources for projects – between Crown, councils and land-owner/other contributions.  This approach demonstrates the Deed of Funding requirement for Crown grant funding to be matched by ‘other’ sources can be met.

Once approved by the Joint Committee, the draft KMR Year 2 Work Plan will be provided to MFE for review and comment, with a final KMR Year 2 Work Plan being presented to the 25 June Joint Committee meeting for adoption.

 

Recommendation(s)

1.         That the report ‘Draft Kaipara Moana Remediation Programme Year 2 Work Plan’ by John Hutton, Auckland Council Management Representative and dated 27 April 2021, be received.

2.         That the Joint Committee approve the draft Year 2 Work Plan and budget totalling $16.838 million (excluding GST), and covering 8 new projects and 19 projects continuing from Year 1, as set out in Attachment 1 to this Agenda report, and including the following new budget lines:

a.         Sediment Reduction Plans - Remediation Grants Funding

b.        Kaipara Uri Partnership

c.         Catchment Reference Group Projects

d.        Communications Strategy Implementation

e.        Kaipara Maurikura - Operating Costs

f.         Governance Costs

g.         Digital tools for Sediment Reduction Plans and Grant Funding Administration

h.        Soil Conservation Strategy.

3.         Note that under the Year 2 Work Plan, four Year 1 projects will be discontinued with unspent Crown grant funding of $1,706,500 being credited to the Year 2 budget.

4.         Note that the draft Year 2 Work Plan will be provided to the Ministry for the Environment for review and comment, with a final Year 2 Work Plan anticipated to be considered at the Kaipara Moana Remediation Joint Committee meeting scheduled for 25 June 2021.

Tātari me ngā tūtohu / Analysis and advice

Approach to planning Year 2 – general comments

The proposed draft Year 2 Work Plan has evolved from the approach taken in the Year 1 Work Plan, approved on 16 November 2020 as a precondition of the Deed of Funding.

The Year 1 Work Plan was organised around six work-streams: – Remediation Implementation; Capability & Workforce; Engagement & Communications; Digital Systems & Tools; Mātauranga / Science & Monitoring; and Governance, Management & Administration.

The proposed draft Year 2 Work Programme is organised around the three work-streams, as identified in the Partner and Stakeholder Engagement Strategy, approved on 22 March 2021:

·    Remediation

·    Governance, Management & Planning

·    Advocacy & Influence

The budget proposed for the Kaipara Maurikura operational unit will cover staff work in all three work-streams, but is recorded solely under ‘Governance, Management & Planning’.

The Year 1 Work Plan was built up from individual projects undertaken by a combination of council staff and contractors, with management oversight provided by the Interim Management Team and Group Manager Environmental Services (NRC).

The draft Year 2 Work Plan contrasts this, with a focus on provision of landowner grants funding through Sediment Reduction Plans to deliver remediation works.  A significant number of contractors and third party service providers are anticipated to be used to undertake engagement with landowners and remediation work at a farm level.  The support required to do this is provided primarily through the Kaipara Maurikura operational unit. 

A number of individual projects are recommended to be budgeted for separately, particularly if they require clear timeframes for delivery and the use of contracted services. 

Nineteen Year 1 projects have been identified that will run into Year 2 and 8 new Year 2 projects are proposed.

 

KMR Programme planning for 6 year and 10 year timeframes

The 2019 Kaipara Moana Remediation Indicative Business Case (IBC) proposed a 10 year programme of coordinated planting, fencing and targeted works to stabilise highly erodible land (HEL), wetland restoration, and riparian fencing and planting in high-impact areas.  An estimated budget of $284 million was provided, which is now generally referred to as being a ‘$300 million, 10 year programme’.

Underpinning the IBC’s budget estimate were assumptions on the cost of fences, plants, farm environment plans, and the new joint entity to deliver the programme.  These assumptions drew on the 2017 Kaipara Harbour Sediment Study and were generally tested against 2019 information.

The IBC recommended a final mix of mitigations would be further refined and developed through a full business case (recommended to be developed during ‘Year 0’ of the programme), and that mitigations and funding would be allocated on an adaptive-management approach over the life of the programme.

Under the Covid-19 environment in 2020, and the relatively rapid move to agree the KMR Programme late in 2020 and move to negotiate a Deed of Funding, a full business case exercise was not undertaken to revise these assumptions and provide a more fine-tuned definition of delivery approaches.  Rather the Year 1 Work Plan took the IBC assumptions as a starting point, then moved to an adaptive approach where the first 18 months looked to a dual focus of achieving early wins for environmental remediation on the ground with associated job creation outcomes, while establishing systems and processes to ensure the successful delivery of the remediation programme over its envisaged 10 year life-span.

In preparing the draft Year 2 Work Plan, the IBC assumptions have been reviewed and a revised model of how the KMR Programme might proceed has been developed. 

There are notable challenges to meeting a 6 year timeframe with the $200 million budget if it is assumed the project will cease at the end of 6 years.  Specifically, a Year 6 ‘wind down’ is required to be planned for, noting that under the Deed of Funding the KMR Project is deemed to have a commencement date of 8 February 2021 and a corresponding end date of 8 February 2027, meaning the programme is not strictly following financial years. 

As shown in Graph 1 below, a more rapid build-up to a ‘plateau’ of remediation works is recommended, rather than the approach described in the IBC which had a more gradual build-up and higher mid-programme peak.

On review, the high mid-programme peak in the IBC is unrealistic because of workforce and material constraint, as well as affordability to landowner: more of a ‘plateau’ for delivery is desirable.  The approach charted below maintains the same rate of programme growth to FY24 whether the 10 year or the 6 year approach is taken. 

Other factors have been identified and built into the remodelled delivery approach, including:

·    Costs of fencing and planting are higher than originally assumed and are likely to increase further over time

·    Cost of the organisation and management of remediation works at the scale required by landowners and contractors was not fully accounted for, but needs to be

·    The cost of staffing the Kaipara Maurikura operations unit plus associated costs for engagement and communications, digital tools, and Mātauranga Māori / Science and monitoring, is broadly similar to that in the IBC (i.e., average of around $3 million per annum). 

The original IBC also assumed the same ratio of different types of remediation work would take place each year (i.e., a set annual percentage of HEL planting, fencing, riparian planting).  A revised approach is recommended, with the following assumptions being seen as more realistic:

·    Riparian fencing and fencing for wetlands needs to be a major focus of the first 4-5 years of the programme

·    Riparian fencing needs to precede riparian planting and will often have a lag-time from when orders for plants are placed with nurseries, and therefore riparian planting will have a slower start

·    Stabilisation of highly erodible land (HEL) requires further strategic direction to be set in FY2021-2022 and, if approved, relevant plant species will need to be grown.  This means such work can only take off from Year 4, which has the effect of increasing spend somewhat across Year 7 to Year 9

·    Support for drystock landowners to complete full Farm Environment Plans (FEPs) needs to wait until there is certainty of central government regulations for FEPs.  (Dairy landowners can progress with the Fonterra Tiaki platform, which Fonterra will modify and adapt depending on the outcome of national regulation).  This means FEPs will be more a focus from late in Year 2 or Year 3, with grant funding being delivered in the interim through ‘Sediment Reduction Plans’ (these can be incorporated into or adapted as FEPs at a later date), with the aim of completing all FEPs by 2025.

 

Significant uncertainty remains on the speed at which remediation work can be undertaken in Year 2.  While signs of landowner interest are positive, it is unknown how quickly grants funding may be taken up, and the extent to which landowners can meet a 50-50 contribution.

Time is also required to recruit staff for Kaipara Maurikura, particularly to establish a team of Remediation Project Advisors to coordinate contractor engagement with landowners and manage grants funding processes.

The recommendation is that the Joint Committee should plan for a 10 year timeframe for the KMR programme, on the assumption budget will be secured at a later date to allow for this.  At the same time the programme should continue to model what is required if funding is not secured to extend beyond 6 years. 

While it must be noted that the more rapid ‘build up’ over the first three years than what was suggested in the IBC will be a significant challenge, it also highlights the ongoing importance for the programme to remain flexible.  There will be an ongoing need to adapt the work programme based on reforecast deliverables, informed by an ever-improving understanding of the practical realities of delivering such a large and unprecedented programme of this nature at pace and scales.

 

Graph 1: KMR Programme Proposed Revised Overall Programme Spend Profile

Please note the ‘Business Case’ line (i.e., the IBC) is based on a fully 12 months of work in FY20/21, whereas the proposed KMR Programme line for FY20/21 is based on 5 months of work which is the actual period Crown funding has been available to the Programme within the FY20/21.

 

Tracking co-funding contributions

Under the Deed of Funding, Crown funding must be matched by co-funding sources, including funding from councils and contributions by land-owners (and other third party sources). The assumption to date is that a 50% contribution by land-owners will be required for remediation works, with the KMR contributing 50%, and with a range of approaches to achieve this.

The Year 1 Work Plan assumed the first 18 months the KMR programme would require budget to put systems and processes in place to support the life of the programme.  This means land-owner contributions and remediation work outcomes are proportionately lower through this period but will grow over time.

The table below sets out the anticipated apportionment between different funding sources for project expenditure in the Year 2 budget.  As discussed later, a number of Year 1 projects will extend into Year 2 and 3 (as was always envisaged).  These Year 1 projects are also accounted for in the table below.  Importantly, the proposed Year 2 budget is meeting the 50-50 overall funding model required by the Deed of Funding.

Project Budget to end of Year 2: Crown, Council and Third Party/Landowner by Workstream

 

Total $ 000

Crown

% of Crown total

Council

% of Council Total

Third Party /

% of Third Party / Landowner Total

Landowner

Remediation

12.395

5.575

45%

1.251

10%

5.568

45%

Advocacy & Influence

0.374

0.142

38%

0.232

62%

0

0%

Governance, Management & Planning

6.386

3.787

59%

2.599

41%

0

0%

 

 

 

 

 

 

 

TOTAL

19.155

9.505

50%

4.082

21%

5.568

29%

 

Proposed Year 2 work-stream projects and budgets

A summary of the proposed projects under the three work-streams is provided below, with distinctions given between Crown, councils and land-owner funding contributions.  Year 1 projects that will extend into Year 2 and must be incorporated within a Year 2 budget are also identified.

It should be noted that forecasts have been used to determine total spend under the Year 1 Work Plan to 30 June 2021 and that those forecasts are likely to be revised prior to a final Year 2 Work Plan proposal being considered for approval by the Joint Committee on 25 June 2021.

1. Remediation

(a) Remediation Grants through Sediment Reduction Plans

To meet KMR Programme objectives of remediation ‘at pace and scale’, a significant level of grants funding needs to be provided to landowners in the Kaipara Moana catchment to drive completion of remediation works that reduce sediment loss from land and streams.

The 22 March 2021 report ‘Landowner Grants through Sediment Reduction Plans’ (ID A1423057), set out an approach of allocating remediation grant funding to landowners, which was supported in principle by the Joint Committee.  As described in that report, Sediment Reduction Plans are essentially an interim approach, which can be upgraded to or incorporated within a full Farm Environment Plan (FEP) when central government provides certainty on requirements for FEPs.  Each Sediment Reduction Plan would ideally identify and contract for 3 years of remediation works on a property (including grant funding), although a longer spread of works would be possible.  Face to face engagement will be required with landowners and this should primarily be undertaken by contractors.  Clear funding criteria are required for consistency (i.e., 5 metre woody buffer for riparian planting) as well as standardised costings.

Under the Year 2 Work Plan, budget is sought to implement this approach.  The identified $6 million would be made up of a 50-50 mix between landowner contributions and KMR programme funding (the latter being mostly Crown grant funding with some council funding).  Some of this budget is required for face to face engagement between landowners and approved contracted advisors.

The overall management of the grants process, including contracting and training approved KMR advisors, engagement with hapū and community groups where possible, and the administration and processing of grant payments, would be undertaken by Kaipara Maurikura staff.  Budget for this would be provided separately through the Kaipara Maurikura budget.

 

 

Key principles underpinning the ‘Sediment Reduction Plan’ approach include:

·    Remediation works undertaken at a relatively modest scale on each property, but in a targeted manner, will produce the best engagement and sediment reduction results at this early phase of the KMR Programme

·    Landowners require individual funding agreements (i.e., contracts), taking the form of a Sediment Reduction Plan – this will be the case even if a landowner is part of a more local collective arrangement such as a land-care group, since landowner contributions need to be contracted, accounted for and money paid

·    Payment of grant funding by KMR will require confirmation that remediation work is completed

·    Engagement and funding processes need to work for the farming year, and therefore work will run across financial years.

With the principle that landowners require choice in how remediation work might be undertaken, four delivery approaches to drive the uptake of Sediment Reduction Plans have been considered:

1.      Landowner led.  Once a Sediment Reduction Plan is agreed, the landowner largely undertakes the remediation work themselves.  This can be by a combination of their own labour and contractors they organise as they think best.  All work would nevertheless be done with clearly defined criteria, specifications, and budget.

2.      Landowner led with KMR Programme preferred providers.  This approach is a variation on a ‘Landowner led’ approach, with the difference that the KMR Programme would proactively recommend service providers to undertake much of the remediation work, and would assist the landowner in arranging this.

3.      Hapū and Community Partnerships. Grants funding to support hapū, marae, land-care groups, schools and other community bodies to work in partnership with landowners, mana whenua groups, and other partners to undertake remediation works.  The principle of a 50-50 contribution would remain, as would criteria on what remediation work will be funded (i.e., fencing at 3 metre minimum from stream edge).  However, options would be provided on how contributions are met.  For example, if a community or marae-based group wishes to organise remediation works and labour for it, such in-kind contributions would be recorded and recognised to help match KMR grant funding; equally if philanthropic or other third-party funding is provided, this should be recorded and recognised.  

4.      Service provider led.  This approach would involve a rural services provider (approved by the KMR Programme) leading remediation work on a property, including undertaking the logistics and organisation of sub-contractors that a landowner would otherwise normally do.  It would be possible under this approach for multiple years of remediation work to be undertaken at the same time on a property, rather than spreading work out at a pace that can be managed by the landowner.  This would come at an increased cost, but it would also bring efficiencies as a property would not need to be revisited multiple times.

Further strategic work is required to define the ‘Service provider led’ approach, including the potential for funding agreements to allow a landowner to meet their 50-50 contribution over a longer period.  This work can be undertaken and reported back to the Joint Committee for guidance and decision-making.

What is clear is that the pace and scale of remediation work required by the KMR Programme will be hampered if only a ‘Landowner led’ approach is available.  Growth and professionalising of an agri-remediation construction and consultant sector is required, including potentially by a Kaipara Uri owned business, and other businesses.

Policy will also be needed to provide clear criteria and guidance for hapū and community groups who wish to undertake remediation works and have their contributions recognised under (3) above.

Total budget (FY2021-22)

$6,000,000

Crown grant contribution

$2,700,000

Council contribution

$300,000

Third party/Land-owner contribution

$3,000,000

Note – values identified above are exclusive of GST

 

(b) Kaipara Uri Partnership

Budget is proposed to engage a Kaipara Uri environmental entity (or entities) to deliver KMR services to landowners.  At this stage two key areas have been identified, as described in the 19 April 2021 report to the Joint Committee, ‘Response to Te Uri o Hau Settlement Trust’ (ID A1433476):

·    Achieving nursery service outcomes identified in the Kaipara Nursery Strategy, including production of Taonga species, hosting a database and seedbank for plants for use by landowners and other groups participating in the KMR programme, and acting as a hub to provide technical assistance, oversight and quality for satellite nurseries that may wish to establish

·    Engaging with landowners to complete Sediment Reduction Plans to facilitate provision of remediation grants, helping facilitate the formation of landowner groups to drive uptake of grant funding, engagement with Māori landowners to contribute to the KMR Programme efforts, and assistance to carry out community and partners forums to promote engagement with the KMR Programme and support uptake of KMR grants funding.

At present it is unknown what the exact scope and budget is required.  Joint Committee resolutions on 19 April 2021 requested the Interim Management Team and Group Manager Environmental Services (NRC) to engage with the Te Uri o Hau Trust to develop a business case and forecast for these services, and present this back to the Joint Committee for consideration and budget approval.  Stage 2 of the Kaipara Moana Nursery Strategy also needs to be completed.

At this stage it is proposed $600,000 is budgeted for this project, subject to further project definition and decision-making by the Joint Committee.  The assumption is that nursery service outcomes will require an establishment cost followed by a more modest annual cost, but this also needs to be determined and mapped over later years as required.

Total budget (FY2021-22)

$600,000

Crown grant contribution

$300,000

Council contribution

$300,000

Third party/Land-owner contribution

None

Note – values identified above are exclusive of GST.

 

(c) Catchment Reference Group Projects Fund

This proposed project identifies budget to achieve remediation outcomes by hapū and marae communities residing in upper Kaipara Moana catchments who are not represented by Kaipara Uri entities. These groups are often involved in and lead local remediation efforts and may wish to participate in KMR-supported remediation work.

If groups wish to work through a collective ‘Catchment Reference Group’ in each of the three main upper-catchment river systems, then the proposed budget can be used to fund remediation projects in these areas, consistent with KMR investment objectives and grant funding principles.  One possibility is for hapū and marae groups to help mobilise landowners in their respective area to take up grant funding in the same way as for Remediation Grants through Sediment Reduction Plans.

Some budget will be required to support the development of remediation projects and is unlikely to attract a 50% landowner contribution.  It is recommended $100,000 is set aside for this purpose.

It is also recommended staff within Kaipara Maurikura are tasked to engage with hapū and marae communities residing in upper Kaipara Moana catchments.  Budget for this would be covered from the Kaipara Maurikura budget.

At this stage budget of $1,100,000 is proposed for this project, subject to further project definition and decision-making by the Joint Committee.  If remediation grant funding for projects is required above the $500,000 identified, with approval by the Joint Committee this could be made available through the Remediation Grants through Sediment Reduction Plans funding.

It is possible remediation work undertaken through Catchment Reference Groups will extend into Year 3 or later, particularly as work often needs to be undertaken across the calendar year rather than financial year.  Exact timeframes will only be known if the approach proceeds and when landowners indicate they are keen to proceed in this way.

Total budget (FY2021-22)

$1,100,000

Crown grant contribution

500,000

Council contribution

100,000

Third party/Land-owner contribution

500,000

Note – values identified above are exclusive of GST .

 

(d) Year 1 Remediation projects extending into Year 2

There are four Year 1 Work Plan projects that fall under the Remediation work-stream and which are anticipated to extend into the 2021-2022 financial year.  The unspent budget from these projects needs to be accounted for as part of the Year 2 Work Plan.

All projects look to provide remediation works on properties and otherwise facilitate the uptake of such work.  Two projects require an extension to timeframes for completion.

For the Waiotu Catchment Care Group project, planning required to commence the project has taken longer than anticipated.  Initial projects are being scoped and priced at present and the KMR funding criteria is being tested and socialised with the lead farmer group.  Farmer-led discussion has recognised the project can be delivered over a 3 or 4 year period in a manner that better suits the priorities of the landowners.

For the Waterway Wetland Remediation – Forest Bridge Trust project, an extension to April 2022 is sought to better complete riparian fencing work over the summer months.

Project ID

Project Name

Project Timeframe

Extension Sought

K2020-005

NRC Grants Funding

November 2020 to November 2021

No extension

K2020-006

Fonterra Tiaki Partnership

May 2021 to December 2022

No extension

K2020-007

Waiotu Catchment Care Group

November 2020 to December 2021

June 2023

K2020-008

Waterway Wetland Remediation – Forest Bridge Trust

November 2020 to December 2021

April 2022

Two minor variations within project budgets are sought to better account for the anticipate mix of Crown funding and council cash and in-kind contributions:

·    K2020-007 (Waiotu Catchment Care Group).  Increase council’s contribution by $60,000, and decrease Crown grant funding contribution by the same

·    K2020-008 (Waterway Wetland Remediation – Forest Bridge Trust).  Increase council’s contribution by $20,000, and decrease Crown grant contribution by the same.

The table below records how these Year 1 project budgets are proposed to spread across financial years.

Project ID

Project Name

FY20 ($m)

FY21 ($m)

FY22 ($m)

K2020-005

NRC Grants Funding

0.049

0.629

 

K2020-006

Fonterra Tiaki Partnership

0.295

1.753

0.877

K2020-007

Waiotu Catchment Care Group

0.115

0.648

0.942

K2020-008

Waterway Wetland Remediation – Forest Bridge Trust

0.413

0.792

 

Total

 

0.952

4.884

1.819

Note that $1.819 million of Remediation project spend is proposed to extend into FY2022-23.  This reflects the timeframes for the Fonterra Tiaki Partnership and the extension proposed for the Waiotu Catchment Care Group.

 

2. Governance, Management and Planning

(a) Kaipara Maurikura

Budget is required for Kaipara Maurikura (the operations unit).  If approved for establishment within the Northland Regional Council (NRC), Kaipara Maurikura would be comprised of staff dedicated to the KMR Programme, filling the leadership, engagement, communications, project management, strategic and administrative roles required to drive remediation work through landowner grants and other approaches.  Recruitment can be a mixture of direct employees and secondment arrangements.  Staff would also lead engagement with the Ministry for the Environment and with programme partners, including Kaipara Uri entities, Northland Regional Council and Auckland Council.

The budget identified for Kaipara Maurikura includes costs of salaries for an estimated 16 FTE, recruitment, office space, IT, and related costs required for the unit to operate.  Budget for consultant, legal and sundries for the Pou Tātaki to draw on has also been identified ($350,000 in establishment year; $250,000 in subsequent years).

Some additional cost in the establishment year for the unit are anticipated, particularly recruitment costs, furniture and IT licences.

The roles identified for Kaipara Maurikura should provide a significant lift to the delivery of the KMR Programme in a way that has not been possible to date.  This includes engagement with government departments such as the Ministry for Economic Development to support workforce development required to service and undertake remediation works.

Total budget (FY2021-22)

$2,200,000

Crown grant contribution

$1,100,000

Council contribution

$1,100,000

Third party/Land-owner contribution

None

Note – values identified above are exclusive of GST.

 

(b) Governance costs

Budget is recommended to run the Kaipara Moana Remediation Joint Committee, including Kaipara Uri member meeting fees, venue hire, catering, koha, travel, and other associated costs.  It is anticipated an administrator position within Kaipara Maurikura will provide for logistical and administrative support for the Joint Committee.  The cost of administration is not included in the below budget.

Total project budget

$200,000

Crown grant contribution

None

Council contribution

$200,000

Third party/Land-owner contribution

None

Note – values identified above are exclusive of GST.

 

(c) Digital tools for Sediment Reduction Plans and grant funding administration

Through the Year 1 Work Plan project ‘Digital tools – design, preparation and procurement’ a recommendation has been made that the KMR Programme would benefit from three related digital tools.  The three recommended tools would provide for:

·    Storing high-quality catchment-specific environmental data to identify and communicate areas of sediment risk on properties

·    Generating Sediment Reduction Plans – able to act as a basic digital Farm Environment Plan (FEP) platform if farmers do not have one and able to be extended as regulatory definitions of FEPs become clear

·    Managing the application, approval and administration of KMR grant funding.

Steps are currently being considered by the Interim Management Team and Group Manager Environmental Services (NRC) on a procurement approach to develop these tools in a timely and cost-effective manner.  More detailed information on the proposed digital tools can be provided to Joint Committee members as required.

An estimated budget is sought to undertake this work, with price decisions to be made after a detailed proposal and development plan is developed and contract(s) negotiated.

This digital build cost will be a one-off cost for the programme.  In later years modest licensing and maintenance costs will be required.

Total project budget

$700,000

Crown grant contribution

$500,000

Council contribution

$200,000

Third party/Land-owner contribution

None

Note – values identified above are exclusive of GST.

 

(d) Soil Conservation Strategy

Due to competing priorities and a lack of staff resource the Year 1 Work Plan project ‘Soil Conservation Nursery - Stage 1 - Strategy and Scoping’ (Project ID K2020-011) has not been commenced.  It is recommended the project is discontinued.

In its place it is recommended a reconfigured ‘Soil Conservation Strategy’ project for Year 2 be approved.  This strategy would recommend the KMR Programme’s approach to the management of highly erodible land and soil conservation across the catchment, including options for commercial (plantation) forestry and space planting to manage highly erodible land in pasture, and alternative land use activities that generate alternative incomes while providing soil conservation benefits.   

The strategy would consider the impacts of current and changing land use trends and present land management options.  Options open to the KMR and partner organisations might include financial incentive packages, agreeing more sustainable harvesting techniques, better forest design and management measures for sediment control specifically in the Kaipara.

Total project budget

$100,000

Crown grant contribution

None

Council contribution

$100,000

Third party/Land-owner contribution

None

Note – values identified above are exclusive of GST.

 

(e) Year 1 projects to support the KMR Programme extending into Year 2

There are seven Year 1 Work Plan projects that fall under the ‘governance, management and planning’ work-stream and which are anticipated to extend into the 2021-2022 financial year.  The unspent budget from these projects needs to be accounted for as part of the Year 2 Work Plan.

All projects look to provide a mixture of technical information and improved systems, processes and capacity to ensure the successful delivery of the remediation programme over its envisaged 10 year life-span.

Most projects require an extension to timeframes for completion.  The reason for this varies between projects, but is largely made up of delays in project commencement, unanticipated complications, and a shortage of human resource to undertake and manage work.

Project ID

Project Name

Project Timeframe

Extension Sought

K2020-004

Te Paiaka - Native Root Project

November 2020 to May 2021

October 2021

K2020-009

Advisor Training & Accreditation

February 2021 to February 2023

No extension

K2020-012

Digital tools – design, preparation and procurement

December 2020 to June 2021

September 2021

K2020-013

FEP Accounting Framework - Fresh Water Management Tool

December 2020 to July 2022

December 2022

K2020-014

Matāuranga Māori Strategy

February 2021 to April 2021

October 2021

K2020-015

South Kaipara Streams - Stage 1

December 2020 to March 2021

September 2021

K2020-017

Eroding Land Features

December 2020 to August 2021

November 2021

K2020-018

Wetland Features

December 2020 to August 2021

November 2021

No variation to project budgets approved as part of the Year 1 Work Plan is sought.  The table below records project budgets that are proposed to move into the 2021-2022 financial year.

Project ID

Project Name

FY20 ($m)

FY21 ($m)

FY22 ($m)

K2020-Admin

Management, accounting & audit

0.565

-

 

K2020-004

Te Paiaka - Native Root Project

0.113

0.061

 

K2020-009

Advisor Training & Accreditation*

0.001

0.308

0.331

K2020-012

Digital tools – design, preparation and procurement

0.122

0.058

 

K2020-013

FEP Accounting Framework - Fresh Water Management Tool

0.074

1.007

0.463

K2020-014

Matāuranga Māori Strategy

0.000

0.103

 

K2020-015

South Kaipara Streams - Stage 1

0.071

0.032

 

K2020-017

Eroding Land Features

0.100

0.138

 

K2020-018

Wetland Features

0.100

0.138

 

Total

 

1.331

1.856

0.794

* Project requires further design and Joint Committee approval.

Note that $0.794 million of Governance, Management & Planning project spend is proposed to extend into FY2022-23.  This reflects timeframes for Advisor Training & Accreditation, and the completion of the FEP Accounting Framework (Fresh Water Management Tool) digital build.

 

3. Advocacy and Influence

(a) Communications Strategy Implementation

Under the Year 1 Work Plan $500,000 was committed to implement recommendations of the Engagement & Communications Strategy (Project K2020-003b).  It is recommended $240,000 is retained from this budget and carried into the Year 2 Work Plan to provide a ‘Communications Strategy Implementation’ project, with the balance being credited to the Year 2 budget.  This budget will cover the cost of developing communications material for the KMR Programme with a focus on establishing website-based and associated material.

It is anticipated a Communications Lead will be employed under Kaipara Maurikura, with the role to provide communications advice and content, manage communication platforms, provide media statements from Joint Committee, and otherwise respond to media requests and support the promotion of the KMR Programme.  The cost of that role will be covered by budget for Kaipara Maurikura, set out above, not this proposed budget.

Total project budget

$240,000

Crown grant contribution

$130,000

Council contribution

$130,000

Third party/Land-owner contribution

None

Note – values identified above are exclusive of GST.

 

Year 1 Projects proposed to be removed

Four projects approved as part of the Year 1 Work Plan are proposed to be removed, for reasons summarised below.  Two projects have modest levels of budget approved for related work and this needs to be accounted for.  Two projects are proposed to be amended into a similar, but new Year 2 projects.

·    Nursery Partnerships – plant propagation and supply (Project ID K2020-010).  This project originally assumed the KMR Programme should support the purchase of plants for riparian planting, and supply these directly to landowners.  A budget of $2 million was proposed to achieve this ($1 million Crown; $1 million Landowner).  However, the Nursery Strategy has recommended this approach is not taken, and that plants are ordered directly by landowners to provide certainty for supply, and this project and its budget is no longer required.  Note too that on 19 April 2021 budget of $35,000 was approved for "Kaipara Moana Nursery Strategy Stage 2" from this budget (A1433891).  If the project is removed, $965,000 of Crown grant funding can be credited to the Year 2 Work Plan budget.

·    Catchment Group Project Support (Project ID K2020-003b).  Budget in this project was intended to progress remediation work up to the end of Year 1, depending on opportunities and the development of systems and capacity.  On 22 March 2021, $30,000 was approved for ‘HR contract assistance for Kaipara Maurikura roles’ (A1423057).  The remaining $470,000 of Crown grant funding can credited to the Year 2 Work Plan budget.

·    Soil Conservation Nursery - Stage 1 - Strategy and Scoping (Project ID K2020-011).  This project, with budget of $62,000, is proposed to be cancelled.  A Year 2 project ‘Soil Conservation Strategy’, described earlier in this report and with a wider scope and focus on forestry outcomes for sediment reduction, has been recommended instead.  $44,000 of Crown grant funding will need to be credited to the Year 2 Work Plan budget.

·    Engagement & Communications Strategy Implementation (Project ID K2020-003a).  This project had a budget of $500,000 (solely Crown funding).  A new project described above, ‘Communications Strategy Implementation’, is proposed with a budget of $260,000 ($130,000 Crown; $130,000 councils).  In addition, on 22 March approval was given for $12,500 for content writing for the interim communication actions (A1429167).  This will leave $227,500 of Crown grant funding to be credited to the Year 2 Work Plan budget.

 

If approved, $1,706,500 million of Crown grant funding can be credited to the Year 2 Work Plan:

Year 1 Projects proposed to be removed from Work Plan

Year 2 credit - Crown grant funding

Nursery Partnerships – plant propagation and supply (Project ID K2020-010)

$965,000

Catchment Group Project Support (Project ID K2020-003b)

$470,000

Soil Conservation Nursery - Stage 1 - Strategy and Scoping (Project ID K2020-011)

$44,000

Engagement & Communications Strategy Implementation (Project ID K2020-003a)

$227,500

 

$1,706,500

 

 

Considerations

1.         Aromātai whāinga haumi mō te oranga / Wellbeing Investment objectives and assessment

Projects within the Year 2 Work Plan have been assessed as contributing to meeting the wellbeing investment objectives of the KMR programme.

2.         Ngā ritenga take pūtea / Financial implications

Year 2 Work Plan costs are anticipated to be met through a combination of Crown grant funding, cash and in-kind contributions by councils, and third party and land-owner contributions.

The assumption is that Auckland Council and Northland Regional Council will confirm financial contributions to the KMR Programme through their Long Term Plan processes, and that Ministers will accept the programme will meet its co-funding obligations and therefore confirm Crown grant funding to the 6 years specified in the Deed of Funding.

3.         Ngā tūraru me ngā mauru / Significance and mitigation

Risks and mitigations will be managed across Year 2 Work Plan projects.  Ongoing risk identification and management will be required, particularly in projects where further strategy and delivery specification is required.

4.         Ngāhiranga me ngāhononga/Significance and engagement

In relation to section 79 of the Local Government Act 2002, the decisions arising from this report are considered to be of low significance when assessed against Northland Regional Council’s significance and engagement policy.  This does not mean that this matter is not of significance to tangata whenua and/or individual communities, but that the joint committee is able to make these decisions without undertaking further consultation or engagement.[1]

5.         Ngā whāinga mō āmuri / Next steps

If approved the draft Year 2 Annual Work Plan will be provided to MFE, who will have 20 working days to review and either accept it, or request ‘reasonable modifications’.  If modifications are sought the Joint Committee will, ‘as it reasonably considers appropriate update the draft Annual Work Plan accordingly and resubmit’.

The approach proposed is for the Joint Committee to reserve time at the meeting scheduled for 25 June to consider any requested modifications from MFE, or other adjustments that may be required after further consultation with MFE.  It should be noted that better information on Year 1 Work Plan expenditure at the end of the 2020-21 financial year will be available in June and the estimates provided in this report will be updated to reflect this.

Attachments/Ngā tapirihanga

Attachment 1: Kaipara Moana Remediation Programme Draft Year 2 Work Plan   


Kaipara Moana Remediation Joint Committee  ITEM: 5.1

17 May 2021Attachment 1

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Kaipara Moana Remediation Joint Committee                                                                                                          item: 5.2

17 May 2021

 

TITLE:

Communication Plan Update

ID:

A1437947

From:

Penny Pirrit, Northland Regional Council Management Representative

Authorised by Group Manager:

Jonathan Gibbard, Group Manager - Environmental Services, on 06 May 2021

 

He Rāpopoto hautū / Executive summary

In February, the Joint Committee approved the Partner and Stakeholder Engagement Strategy and set up a working group to progress a Communications Plan – the companion document to the Engagement Strategy.

Katy Mandeno from Level was engaged to develop the Communications Plan with input and guidance from the working group. Several meetings and discussions have occurred, and a Proposed Communication Plan has been developed which is attached to this report.

The Communications Plan provides a framework for the communication activities of the KMR Programme. It identifies communication objectives and goals, key messages for the five cohort groups (previously identified in the Engagement Strategy) and itemises implementation actions to achieve the communication objectives.  These implementation actions will require budget in the Year Two Work plan and in future years. Some of these actions are already underway including work to identify potential concepts for the identity and branding of the KMR Programme. A workshop in June will discuss these concepts with the Joint Committee prior to a formal adoption of the preferred concept at a Joint Committee meeting.

It is recommended that the proposed Communications Plan in Attachment 1 of this report be approved.

 

Ngā tūtohu/Recommendation(s)

1.         That the report ‘Communication Plan Update’ by Penny Pirrit, Northland Regional Council Management Representative and dated 27 April 2021, be received.

2.         That the Proposed Kaipara Moana Remediation Communication Plan, set out in Attachment 1 to this report, be approved.

3.         That the Chair and Deputy Chair be delegated to work with staff on any minor wording amendments arising from feedback at the Joint Committee meeting.

 

Horopaki / Context

The proposed Communications Plan (the Plan) attached to this report is a companion document to the Partner and Stakeholder Engagement Strategy (the Engagement Strategy) adopted by the Joint Committee on the 22 March 2021. 

The Plan builds on the Engagement Strategy by outlining a framework for the KMR Programme’s communications, communication specific objectives and goals, a KMR Programme voice and identity, key messages and channels, risks and opportunities and what is needed to implement the Plan – resources and actions.

Katy Mandeno from Level was engaged by the KMR Programme to develop a draft Communications Plan which built on the work of the Engagement Strategy. At the 22 February meeting the Joint Committee also set up a working group of Members to work with Katy on the development of the Plan. Those Members (Yeoman, Wright, Te Rangi and Welsh) have provided input via an initial workshop and follow up zoom meetings and emails to provide input and guidance.

 

Tātari me ngā tūtohu / Analysis and advice

The Engagement Strategy divided the KMR Programme’s partners and stakeholders into five cohorts– landowners and land managers, advisory services, providers, participants and supporters and partners. That Strategy identified who should be engaged by the KMR Programme to ensure its longevity and success and gave ideas on how best to engage with those different cohorts.  The Communications Plan provides more detail about the what (the key messages), the when (the next critical steps to developing the Programme’s communication) and by what means (the channels). 

Central to the Plan are the Communication Objectives and Goals which the working party developed, and which provide a solid foundation for all communications going forward.

Proposed Communication Objectives

·        Kaipara Uri and communities understand the vision and purpose of the KMR Programme and the importance of reducing sediment in the harbour.

·        Kaipara Uri feel their story is being told through the KMR Programme and that they are being appropriately acknowledged as Treaty partner, mana whenua and kaitiaki.

·        Kaipara Uri and communities feel everybody is contributing to the reduction of sediment and understand how they can contribute themselves.

·        Kaipara communities understand they have a direct and personal connection to the harbour.

·        Kaipara Uri and communities understand that both the problem, and the solution, lie with the whole community, and that everybody needs to play their part.

·        Kaipara Uri and communities feel their views, concerns and opinions are listened to, respected and acknowledged.

·        Kaipara Uri and communities trust and respect the KMR Programme and believe that the KMR Programme will deliver on its operational plan.

·        Kaipara landowners understand how their land connects to Kaipara Moana and the wider ecosystem.

·        Kaipara Uri and communities understand the social, environmental and economic benefits of the programme.

Communication Goals

·        Project partners, key stakeholders and the wider community are kept up-to-date with regular, timely communications.

·        Information about the project is readily available through designated channels and is regularly updated.

·        Information distributed about the programme is simple, consistent and authentic.

·        Communities and individuals understand how they can connect and engage with the programme, including key contacts.

·        All communication on behalf of the programme is made by appointed spokespeople.

 

 

Programme Identity

A key communication outcome is the development of an identity/brand story that shares the aspirational vision of the Programme. Once confirmed that enables the creation of a brand identity and visual standards guidelines (VSG) for the Programme, including logo, design elements, fonts, colours, language and imagery.

To date this work has involved listening to the history, the stories and learning about the mahi that has already occurred across the Kaipara Moana catchment. Through the working party meetings, a sense of what the KMR Programme is and isn’t has started to emerge.

All of this information is helping Level to develop some visual concepts for a Programme identity and brand. These concepts will be discussed at the June workshop of the Joint Committee before being formally reported to the Joint Committee for adoption.

The Plan expresses the KMR Programme Identity verbally as:

We are:

·        representative of – and from – the community

·        a voice for Kaipara Moana

·        capable, qualified and committed to delivering on the plan

·        unwavering in our commitment to the long term vision

·        willing to work through the challenges this programme will face

·        supporting a small step in a much longer journey

·        helping to bring together shared knowledge, history and learnings

·        presenting opportunities to change the way we do things

·        wanting to learn from local knowledge (past and present)

·        grateful for the willingness of many to share our vision and to collaborate with us

·        open to new ideas and new ways of thinking and working

·        lean, efficient and effective at both governance and operational levels

·        focused on achieving real change in both the short and long term

 We are not:

·        NRC or AC

·        Iwi

·        engaging on / representing Treaty claims.

Implementation Actions

The Plan identifies several implementation actions required to achieve the communications objectives and goals. Some of the actions are already being progressed whilst others will need to be implemented once the Kaipara Maurikura is up and running.

Budget for these implementation actions will be required in the Year Two Work Plan, and for future years.

It is recommended that the Joint Committee approved the attached Communications Plan noting that work on the Programme’s identity and brand will be reported at a later date once a workshop has been held to discuss concept options.

Considerations

1.         Aromātai whāinga haumi mō te oranga / Wellbeing Investment objectives and assessment

Achieving the four wellbeing investment objectives of the KMR Programmes relies heavily on working with many parties who are either already delivering remediation actions or are keen to be involved.  Clear consistent and regular communication is key to ensuring that all partners and stakeholders know what the KMR Programme is about and are kept informed of progress, opportunities and milestones. The proposed Communications Plan provides guidance to the Joint Committee and the Kaipara Maurikura on how best to ensure that occurs.

2.         Ngā ritenga take pūtea / Financial implications

The Joint Committee approved the budget for developing this Communication Plan at its meeting on the 30 October 2020.

Budget to undertake the implementation actions within the Plan have been included in the Year Two Work Plan which is subject to a separate report on the agenda.

3.         Ngā tūraru me ngā mauru / Risks and mitigation

A key risk to the success of the KMR Programme is confused or limited communications to its partners and stakeholders. This Plan provides clear guidance on what is required to avoid that risk including ensuring all people working in the KMR Programme (staff, advisors and contractors) are clear of the importance of keeping to message and of directing media and other communication requests to the Chair or Pou Tātaki.

4.         Ngāhiranga me ngāhononga/Significance and engagement

In relation to section 79 of the Local Government Act 2002, the decisions arising from this report are considered to be of low significance when assessed against Northland Regional Council’s significance and engagement policy.  This does not mean that these matters are not of significance to tangata whenua and/or individual communities, but that the Joint Committee is able to make these decisions without undertaking further consultation or engagement.

5.         Ngā whāinga mō āmuri / Next steps

The Communication’s Plan will inform how the Joint Committee and the Kaipara Maurikura will communicate with the KMR Programme’s partners and stakeholders.

Once approved work can progress on several of the implementation actions with the majority being undertaken once the Kaipara Maurikura is established.

A workshop is planned in June to discuss several concepts for the Programme’s identity and brand.

 

Attachments/Ngā tapirihanga

Attachment 1: KMR Programme Draft Communications Plan - 4 May 2021   


Kaipara Moana Remediation Joint Committee  ITEM: 5.2

17 May 2021Attachment 1

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Kaipara Moana Remediation Joint Committee                                                                                                          item: 5.3

17 May 2021

 

TITLE:

Members Allowance Policy Review

ID:

A1437672

From:

Penny Pirrit, Northland Regional Council Management Representative

Authorised by Group Manager:

Jonathan Gibbard, Group Manager - Environmental Services, on 11 May 2021

 

He Rāpopoto hautū /Executive Summary

At the 4 December 2020 meeting the Kaipara Moana Remediation Joint Committee (the Joint Committee) adopted the Members Allowance Policy which sets out how Kaipara Uri members of the Joint Committee can be reimbursed for the time they spend on Joint Committee business. The decision also requested that the Members Allowance Policy be reviewed in April 2021.

 

The subcommittee that developed the Members Allowance Policy reconvened in late March 2021 to undertake the review. The subcommittee has identified some wording changes to provide clarity over when allowances can be claimed, to reflect the work of subcommittee members and the Joint Committee Chair.

 

This report covers the report back from the subcommittee and recommends that the proposed changes to the Members Allowance Policy be adopted.

 

Ngā tūtohu/Recommendation(s)

1.         That the report ‘Members Allowance Policy Review’ by Penny Pirrit, Northland Regional Council Interim Management Team Representative dated 27 April 2021, be received.

2.         That the memo (Attachment 1) from the Members Allowance Policy review subcommittee be received.

3.         That the amendments to the Members Allowance Policy shown in the tracked change version attached to this report (Attachment 2) be adopted.

4.         That the amended Members Allowance Policy be applied from the date of adoption.

OR

That the amended Members Allowance Policy be applied retrospectively from October 2020 (when the first Joint Committee meeting was held).

5.         That the members Allowance Policy be reviewed annually with the next review occurring in April 2022.

Horopaki/Context

The Joint Committee adopted the Members Allowance Policy (the Policy) in December 2020 and requested that it be reviewed again in April 2021. The original subcommittee (Members Warriner, Welsh, Sayers and Smart) have met during April to discuss the Policy and how it may be improved. The findings and recommendations of the subcommittee are attached to this report (Attachment 1.). This report summarises the findings.

At the first meeting of the reconvened sub-committee it was agreed that the review should focus on;

a)  ensuring the wording around the number of days that could be claimed per meeting and workshop is clear;

b)  considering how the work and time spent as a member of a sub-committee/working group (set up by the Joint Committee) could be recognised,

c)   considering how the work of the Chair, outside of meetings and workshops can be recognised.

 

The wording of the Policy was reviewed, and amendments have been proposed by the subcommittee (refer Attachment 2 Policy with tracked changes). Specifically, the amendments make it clear that

a)    members may claim an additional day for every separate joint committee meeting and workshop held, and

b)    a day may be claimed for the work entailed in being a member on a subcommittee or working group set up by the Joint Committee, and

c)    the Chair of the Joint Committee may claim a day per month in recognition of the additional work the Chair spends on communication, correspondence and relationship management.

 

The subcommittee also proposes that the Policy be reviewed annually to ensure it keeps current with the work of the Joint Committee. 

 

Considerations

1.         Aromātai whāinga haumi mō te oranga / Wellbeing Investment objectives

The Joint Committee is charged with ensuring the wellbeing investment objectives are achieved through the implementation of the work programme. This requires an integrated partnership approach by the Joint Committee.  To be successful the Joint Committee needs to ensure that the financial impact of their members participation does not act as a disincentive for fully participating in the business of the committee.

2.         Ngā ritenga take pūtea/Financial implications

The proposed amendments to the Policy will require additional budget (to the budget in Year One) of approximately $15,000 to be provided for governance through the Year Two Work Plan.  This will take the total annual governance allowance budget to $80,000.

3.         Ngāhiranga ma ngāhononga/Significance and Engagement

In relation to section 79 of the Local Government Act 2002, the decisions arising from this report are considered to be of low significance when assessed against Northland Regional Council’s significance and engagement policy.  This does not mean that these matters are not of significance to tangata whenua and/or individual communities, but that the Joint Committee is able to make these decisions without undertaking further consultation or engagement.

4.         Ngā whāinga mō āmuri/Next steps

If the recommendations of the subcommittee are adopted the Policy will be updated as per the tracked changes. 

Guidance and direction is sought from the Joint Committee as to whether the amended Members Allowance Policy be applied retrospectively from the time of the first Joint Committee meeting held in October 2020 or from the date the policy is adopted.

 

Attachments/Ngā tapirihanga

Attachment 1: Memo to the Joint Committee from the Members Allowance Policy Review Subcommittee

Attachment 2: Proposed Amendments to Members Allowance Policy   


Kaipara Moana Remediation Joint Committee  ITEM: 5.3

17 May 2021Attachment 1

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Kaipara Moana Remediation Joint Committee  ITEM: 5.3

17 May 2021Attachment 2

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Kaipara Moana Remediation Joint Committee                                                                                                          item: 5.4

17 May 2021

 

TITLE:

Kaipara Moana Remediation Joint Committee Year 2 Meetings and Workshops

ID:

A1437904

From:

Penny Pirrit, Northland Regional Council Management Representative

Authorised by Group Manager:

Jonathan Gibbard, Group Manager - Environmental Services, on 06 May 2021

 

He Rāpopoto hautū/Executive summary

The Kaipara Moana Remediation Joint Committee (the Joint Committee) has formal business meetings scheduled until July 2021. A schedule for the rest of the 2021 calendar is required. In developing that schedule there is an opportunity to review the rhythm of formal meetings, and to address some of the issues raised by Members including workshop frequency, and the provision of adequate time to consider issues.

 

The report recommends a change to a bi-monthly formal meeting schedule with a workshop and a two hour on-line meeting being held in the intervening month.  

 

Ngātūtohu/Recommendation(s)

1.         That the report ‘Kaipara Moana Remediation Joint Committee Year 2 Meetings and Workshops’ by Penny Pirrit, Northland Regional Council Management Representative and dated 27 April 2021, be received.

2.         That from July to December 2021 the Joint Committee’s formal meetings occur every two months and that in the intervening months a day-long workshop plus a two hour  on-line workshop be scheduled.

3.         That the venues for the formal meetings continue to be marae located within the Kaipara Moana catchment.

4.         That a report be prepared for June which sets out the dates and venues for the formal meetings and day-long workshops.

 

Horopaki/Context

A schedule of Joint Committee formal meeting and workshop dates is required for the second half of 2021. At the inaugural meeting of the Joint Committee it was resolved that the formal meetings would be held monthly until April 2021, at which time a decision would be made by the Joint Committee on whether the meetings should occur less frequently.  The Joint Committee also resolved that formal meetings should be generally held on marae within the Kaipara Moana catchment.

At its December 2020 meeting the Joint Committee resolved to amend the original schedule of meetings to include workshop days and to adopt meeting dates until the end of July 2021.  With only 3 more Joint Committee meetings scheduled in 2021, the Joint Committee must decide on the frequency and form of future formal meetings and workshops so that dates and venues can be identified for the rest of the calendar year.

Tātari me ngā tūtohu/Analysis and Advice

Since the beginning of 2021 the Joint Committee has held three formal meetings (two of them were followed by workshops on the same day), three daylong workshops and several two hour on-line workshops. There has been little rhythm to when the formal meetings and workshops occur while the  on-line meetings have been used to cover issues that require informal discussion.

Feedback from members of the Joint Committee has indicated a desire for regular workshops, and fewer days where formal meetings and workshops are combined. Some concerns have been expressed over the amount of pre-reading required when a workshop and formal meeting are held close together or on the same day and the limited time available to consider and discuss important issues. Concerns have also been raised about the distances and time that Members require to travel to attend meetings and workshops, particularly when both a workshop and formal meeting are held on different days in the same month. The Interim Management Team is also conscious that agenda timeliness and report detail could be improved.

 Several options have been considered

A.        retain the status quo – formal business meetings every month with workshops whenever there is a need to hold informal discussions on issues.

B.         hold formal meetings every six weeks with a separate workshop day in the third week after a formal meeting.

C.         hold formal meetings every two months with a workshop day in the intervening month and a separate two hour on-line workshop scheduled two weeks before the formal meeting.

Retaining the status quo (option A) does not address the issues raised by Members.  Options B and C both create a regular rhythm of three weeks (option B) or four weeks (option C) between a formal meeting and a workshop. Option C is recommended as it will:

·        ensure regular formal meetings for decision making

·        provide regular workshops for informal discussions on important issues

·        give adequate time between formal meetings and workshops to allow Members to canvas and discuss positions with relevant people from Member Parties, and

·        provide an additional on-line workshop option to update Members if required two weeks before a formal meeting.

Once the Joint Committee has approved an option work will start on finding suitable dates and venues. As per the current arrangement formal meetings will be held on marae around the Kaipara Moana catchment and workshops will be held in a central location like Wellsford or Kaiwaka.

Considerations

1.         Aromātai whāinga haumi mō te orange/Wellbeing Investment objectives and assessment

The operational matters discussed in this report do not have a direct impact on achieving the investment objectives of the Kaipara Moana Remediation Programme. However, having an agreed schedule of future meeting and workshop dates ensures the efficient and effective operation of the Joint Committee essential to meeting its obligations regarding the investment objectives.

2.         Ngā ritenga take pūtea/Financial implications

The cost of holding Joint Committee business meetings and workshops will be provided for in the Year Two Work Plan budget.

3.         Ngāhiranga me ngāhononga/Significance and Engagement

In relation to section 79 of the Local Government Act 2002, the decision (i.e. approving a schedule of meeting and workshop dates for August – December 2021) arising from this report is considered to be of low significance when assessed against Northland Regional Council’s significance and engagement policy.  This does not mean that this matter is not of significance to tangata whenua and/or individual communities, but that the joint committee is able to make these decisions without undertaking further consultation or engagement. [2]

4.         Ngāwhāinga mō āmuri/Next steps

Once an option for meetings and workshops has been adopted work will occur on finding dates and venues. A report will be tabled in June seeking Joint Committee approval of those dates.

 

Attachments/Ngā tapirihanga

Nil



[1] This joint committee operating under the Local Government Act which requires a significance and engagement policy (which identifies when matters require special consultation with tangata whenua and the community) and to have regard to that policy when making decisions.  As the administrative support for the joint committee is provided by the Northland Regional Council, it’s that councils Significant and Engagement Policy that will apply to joint committee decision making.

[2] This joint committee operating under the Local Government Act which requires a significance and engagement policy (which identifies when matters require special consultation with tangata whenua and the community) and to have regard to that policy when making decisions.  As the administrative support for the joint committee is provided by the Northland Regional Council, it’s that councils Significant and Engagement Policy that will apply to joint committee decision making.