Kaipara Moana Remediation Joint Committee Monday 11 April 2022 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)

 

Tame Te Rangi (Chair), Te Runanga o Ngāti Whātua

Penny Smart (Deputy Chair), Northland Regional Council

Amy Macdonald, Northland Regional Council

Cherie Povey, Ngā Maunga Whakahii o Kaipara

Daniel Newman, Auckland Council

Danielle Hancock, Auckland Council

Georgina Connelly, Te Uri o Hau

Greg Sayers, Auckland Council

Jane Sherard, Ngā Maunga Whakahii o Kaipara

Joce Yeoman, Northland Regional Council

Malcolm Welsh, Te Uri o Hau

Virginia Warriner, Te Runanga o Ngāti Whātua

 

KARAKIA / WHAKATAU

 

RĪMITI (ITEM)                                                                                                      Page

1.0      Housekeeping

2.0      NGĀ WHAKAPAHĀ (apologies)   

Danielle Hancock, Auckland Council

3.0      NGA WHAKAPUAKANGA (declarations of interest)

4.0      Whakāe Ngā Miniti (Confirmation of Minutes)

4.1      Confirmation of Minutes - Kaipara Moana Remediation Joint Committee 21 February 2022                                     4

5.0      Whiwhinga Mahi (Receipt of Action tracker and forward workplan)

5.1      Action Tracker - April 2022                                                  10

5.2      Forward Workplan - 2022                                                   13

6.0      Ngā Rīmiti (Items)

6.1      Year 3 Annual Work Plan (Draft)                                        15

6.2      Kaipara Moana Remediation COVID-19 Settings             42

6.3      Review of Members' Allowance Policy                             46

6.4      A Spatial View of the Kaipara Moana Remediation Programme (Presentation)

The presentation that will be presented to Kaipara Moana Remediation Joint Committee.

Attachment 1       A Spatial view of then KMR Programme (Presentation)                  52

6.5      Kaipara Moana Remediation Pricing Review                   82

6.6      Pou Tātaki Update                                                              101

6.7      Correspondence                                                                 106

11 April 2022

 

TITLE:	Confirmation of Minutes - Kaipara Moana Remediation Joint Committee 21 February 2022
From:	Sandra Harris, Administrator Kaipara Maurikura
Authorised by Group Manager/s:	Justine Daw, Pou Tātaki, on 31 March 2022

 

That the minutes of the Kaipara Moana Remediation Joint Committee meeting held on 21 February 2022, be confirmed as a true and correct record.

 

Attachment 1: Kaipara Moana Remediation Joint Committee Minutes 21 February 2022 ⇩   

11 April 2022Attachment 1

11 April 2022

 

TITLE:	Action Tracker - April 2022
From:	Sandra Harris, Administrator Kaipara Maurikura
Authorised by Group Manager/s:	Justine Daw, Pou Tātaki, on 06 April 2022

 

This report tables to the meeting an Action Tracker, which records actions still to be resolved from previous Joint Committee meetings.  It is a helpful record for both the Kaipara Maurikura and the Joint Committee to have visibility of outstanding actions, including to inform development of a forward schedule of work for the Joint Committee.  The Action Tracker complements the formal Joint Committee papers and minutes, both of which are published on the KMR website.

 

That the Action Tracker be received.

 

Attachment 1: Action Tracker - April 2022 ⇩   

11 April 2022Attachment 1

11 April 2022

 

TITLE:	Forward Workplan - 2022
From:	Sandra Harris, Administrator Kaipara Maurikura
Authorised by Group Manager/s:	Justine Daw, Pou Tātaki, on 06 April 2022

 

This report tables to the meeting an indicative forward Joint Committee Workplan, which sets out a high-level view of expected discussions and papers to be tabled over the calendar year 2022.  It serves as a helpful record for both the Kaipara Maurikura and the Joint Committee, and will be refreshed on a monthly basis to reflect any new minuted Resolutions for which report-backs are required, new items for discussion, and any changes in timeframes.

 

That the Forward Workplan be received.

 

Attachment 1: Indicative Forward Workplan ⇩   

11 April 2022Attachment 1

 

11 April 2022

 

TITLE:	Year 3 Annual Work Plan (Draft)
ID:
From:	Stephanie Versteeg, Amo-Rautaki Pākihi | Strategic Business Manager and John Hutton, Interim Strategic Business Manager
Authorised by Group Manager:	Justine Daw, Pou Tātaki, on 06 April 2022

 

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

This report summarises key elements of the draft Year 3 Annual Work Plan (the Work Plan) for the 2022-23 financial year.  The draft Work Plan is organised around six work programmes. It is focussed on a sustainable scale up of the KMR programme, in line with the KMR Vision and four key investment objectives identified in the Kaipara Moana Remediation Memorandum of Understanding. The draft Work Plan is appended (Attachment 1).

The proposed KMR budget for Year 3 is $16.584 million in total programme budget value (i.e including cash and in-kind contribution value). This estimate includes funding for new projects as well as for current projects that will continue in 2022/23. On current estimates, KMR will not need to draw down additional grants funding from MfE in the first half of 2022/23.

Direction is sought from the Joint Committee on the draft Work Plan. The draft will be further refined in response to feedback from the Joint Committee before  submission to MfE for feedback by 30 April. The budget and Key Performance Indicators will also be refined, as staff refine modelling and get a progressively more accurate view of actuals under the current (Year 2) 2021-22 budget and funding that will need to roll over into Year 3.

A delegation is sought from the Joint Committee for the Chair and Deputy Chair of the Joint Committee to approve a final draft Work Plan for provision to MfE. Staff will update the Joint Committee on progress in May, and provide a final Work Plan for consideration and approval in June.

1.        That the report ‘Year 3 Annual Work Plan (Draft)’ by Stephanie Versteeg, Amo-Rautaki Pākihi | Strategic Business Manager and John Hutton, Interim Strategic Business Manager and dated 6 April 2022, be received (Attachment 1).

2.        Note the KMR work programme is now structured across six key areas and, while many Year 2 projects are continuing in Year 3, budget project codes now align to the new work programme structure (refer Table 5 in this report).

3.        Note the draft Year 3 Work Plan budget totals $16.584 million (total programme value excluding GST).

4.        Note the Year 3 Annual Work Plan budget and KPIs will continue to change as modelling is refined and it becomes clearer what Year 2 budget needs to carry over into Year 3.

5.        Note there are inherent challenges in modelling uptake of remediation activity, as KMR is a voluntary programme, and uptake can be highly variable depending on human capacity, economic settings and weather.

6.        Note that given the uncertainties in KMR’s operating environment, we have taken a moderate approach to estimating uptake in Year 3, which can be revised as the year progresses, if required.

7.        Note a draft Year 3 Annual Work Plan needs to be submitted to the Ministry for the Environment by 30 April, and the Ministry can request any reasonable modifications within 20 working days.

8.        Agree to delegate approval of a revised draft Year 3 Annual Work Plan for submission to the Ministry for the Environment to the Joint Committee Chair and Deputy Chair.

9.        Note the Joint Committee will receive a progress update on the Year 3 Annual Work Plan in May and a final draft for approval in June.

 

1.    The draft Year 3 Annual Work Plan must be submitted to the Ministry for the Environment by 30 April for their feedback. The Ministry has 20 working days following that to request any reasonable modifications to the plan.

2.    In the Joint Committee workshop on 14 March 2022, KMR staff sought feedback from the Joint Committee on high level direction for the Year 3 Annual Work Plan. The draft Work Plan in Appendix One is consistent with this direction.

 

1.    The draft Work Plan adopts the new work programme structure, which has been previously tested with the Joint Committee and which forms the basis of the Pou Tātaki’s regular reporting. The Work Plan is drafted in the same template as used in earlier years. MfE has previously agreed to the use of this template.

2.    In summary, the Year 3 work plan:

a.    is focussed on scaling up delivery of Sediment Reduction Plans and associated remediation activity.

b.   includes new initiatives that will enable implementation of Kōrero Tuku Iho (KMR’s Mātauranga Māori Strategy) and its alignment within the KMR programme, enable effective long-term monitoring and evaluation, and support development of partnerships that bring in third party contributions to reduce costs to those taking action in the KMR programme.

c.    provides operational funding for the Kaipara Maurikura, the Joint Committee and the development of Digital Tools in line with previous Work Plans, and allocates a major proportion of the communications budget for targeted outreach and engagement with communities, Kaipara Uri, iwi/hapū, marae and landowners.

3.    The draft Work Plan will be further refined prior to provision to MfE, to take account of any feedback from the Joint Committee.

4.    Project budgets in the draft Work Plan represent the estimated quantum required to achieve the identified outcomes. They also include an initial estimate of the quantum of grant funding that will need to be rolled over from the current Year 2 (2021-2022) financial year.

5.    These budgets are not final. Modelling of assumptions for remediation activity will be further refined during April. Although individual project budgets will be agreed in June, full management of the budget for the 2022-2023 financial year (FY2022/23) is only possible after the current financial year has concluded, and we have a firm view of actuals and the amount of funding that needs to roll over.  This is particularly the case for projects that run between financial years.

6.    As staff monitor actual and expected expenditure, it will become clear whether the programme needs to draw down additional funding from MfE in the first half of the next financial year. Current budget estimates suggest that additional grants funding may need to be drawn down from the Ministry in the second half of FY2022/23.  We will keep both MfE and the Joint Committee closely in the loop on this issue.

7.    A key requirement in the Deed of Funding is for Crown contributions to be matched (i.e. at least one-to-one) by ‘other’ contributions, which include council funds, landowner contributions, and industry, philanthropic and community contributions.  It is important this balance of funding is maintained over each financial year both consistency of approach and to ensure the Crown retains confidence funding obligations are met.  The draft Work Plan sets out a proposed apportionment of funding sources for each project area.

8.    In the Joint Committee workshop on 17 March 2022, discussion was had on how the Year 3 Work Plan should include a ‘strategic korowai’ to signal KMR direction beyond Year 3.  Although this thinking is informing the approach being taken in the Year 3 Work Plan, the strategic korowai will be presented in a separate, high-level strategic document, which includes a summary of the Annual Work Plan, and contextualises it in ways that make sense for a public audience.

9.    There is an opportunity to review KMR programme phasing in the middle of this year, aligned to the MfE mid-term review. This review will not impact on what we consider to be a sustainable rate of scale up for Year 3. Regardless of phasing, the rate of delivery of remediation works KMR programme needs to scale up in a way that is ambitious, achievable and sustainable.

10.  Table 1 below summarises the six KMR work programme areas. Likely budget and apportionment between funding sources is identified. 

11. The draft Work Plan has a simplified structure this year, with 12 line items across the six KMR work programme areas. Within these work programme areas, in particular Remediation Grants and Partnerships, and Workforce and Capability Development, staff will manage a number of project level contracts and budgets (including the Catchment Reference Groups’ $1.160 million allocation), Fonterra partnership (estimated at $2.812 million), and the programme of digital tools development). Some of these projects are already committed to, while others will be developed over the year.

 

Work programme area	Proposed Year 3 funding			Summary of budget area, in particular key changes or additions relative to Year 2
	Crown	Council/ Landowner /other	Total
Programme delivery – sediment reduction	4.954	5.233	10.187	1.    Remediation grants and partnerships: Scale up of remediation through Landowner Grants and the Whenua Whānui Fund, and the development of Catchment Reference Groups, and continuation of key partnerships with Kaipara Uri, Fonterra and The Forest Bridge Trust. 2.    Workforce and capability development: Increased focus, including Field Advisor training and mentoring, nursery support, and Employment Hub implementation.
Thriving Maurikura	0.717	1.587	2.303	3.    Thriving Maurikura: Likely a slight increase to Kaipara Maurikura budget.
Governance, planning & reporting	0.075	0.305	0.380	4.    Governance: No change to Joint Committee costs 5.    Programme monitoring: New project to develop a programme monitoring and evaluation framework, expected to kick off in early 2023, to support outcome reporting
Digital tools	1.687	0.458	2.145	6.    System development and maintenance: Continuation of existing projects with some additional budget for Phase 2 of digital tools, as well as ongoing maintenance. 7.    System governance and improvements: Finalising digital improvements for sediment risk and wetlands, and ongoing hosting of a Technical Reference Group.
Engagement & partnerships	0.120	0.120	0.240	8.    Communications: Budget reduced (with corresponding increase in 9 below) 9.    Community outreach: New budget area focused on community/iwi/hapū outreach to build awareness of and participation in KMR.
Strategy & opportunities	0.457	0.223	0.680	10.  Soil Conservation Strategy: Budget rolls over to develop, test and roll out Strategy 11.  Korero Tuku Iho: New two-year implementation project (to be refined following detailed project planning and costing) 12.  New opportunities and partnerships: Small new budget to seek new opportunities.
TOTAL	8.367	8.218	16.584

11 April 2022

12.  Draft Key Performance Indicators are set out below. These will be updated as modelling is refined during April.

 

Table 2: Key Performance Indicators

Focus Area	Metric	Six-month target	Total Year 3 target	% change from Year 2
Sediment reduction activities	Number of Farm Environment Plans completed (total) ·     Sediment Reduction Plans ·     Tiaki FEPs	175   105 70	350   210 140	+41%   +9% +150%
	Area (ha) of land covered by Farm Environment Plans completed	35,994	71,988	+48%
Freshwater restoration	Number of plants planted in riparian, lake, or wetlands areas	107,459	608,934	-6%
	Area (ha) of riparian, lake, or wetlands planting completed[1]	22	122	-16%
	Length (km) of new fencing constructed	122	225	+34%
Other soil conservation measures	Area (ha) of afforestation, space planting or biodiversity planting not in riparian, lake, or wetlands margins completed	0	Up to 150 (TBC)[2]
Nature based employment	Number of people-hours worked in each reporting period	41,499 (26.6 FTE)	109,886 (70.4 FTE)	+48%
	Number of people undertaking training in each reporting period	TBC	TBC	TBC

 

Budget by funding source

13. As noted, Crown funding of the KMR programme requires that there is matching (i.e. one-to-one) co-funding from a range of sources including councils, landowners, industry associations and philanthropic funders, and others, over the whole of the programme’s life.

14.  The KMR programme endeavours to achieve this funding split in each Annual Work Plan. The split in the proposed budget is as follows:

 

Table 3: Funding split by sources (rounded)

 

Contrasting Year 2 and 3 budgets

15.  Table 4 compares the final Year 2 budget with the draft Year 3 budget. The overall Year 3 budget is less than in Year 2, reflecting that staff have taken a moderate approach to estimating level of delivery in Year 3. Based on current progress through Year 2, delivering the level of remediation proposed for Year 3 would likely be a significant scale up.

 

Table 4: Comparison of Year 2 (final) and Year 3 (estimated) budgets

Funding parties	Contribution ($ million)	% of total Year 2 budget	Estimated contribution ($ million)	% of total Year 3 budget
Auckland Council/ Northland Regional Council	3.327	17	3.400	20
Industry/NGO	0.450	2	0.497	3
Landowners/Other	5.893	30	4.321	26
Maximum Crown contribution approved for the year	10.276	52	8.367	50
Total cost of programme	19.945	100	16.584	100

 

Remediation activity, including potential new soil conservation measures

16.  At its core, the KMR programme funds the development of Sediment Reduction Plans and the priority works identified in those. Different delivery mechanisms target different landowner groups or interests:

a.    Sediment Reduction Plans (or equivalent) are delivered via KMR Field Advisors, or third party advisors such as Fonterra Sustainable Dairy Advisors.

b.    Remediation activity can be funded via Landowner Grants, Whenua Whānui Funded projects, Catchment Reference Group projects, Fonterra Tiaki projects, and potentially other third parties in future.

17.  It is inherently challenging to model programme delivery, and project the rate of scale up, for a number of reasons, including:

a.    The programme is still scaling up: FY22/23 will only be the first fully operational year of KMR programme activity, the Maurikura has only recently come up to capacity, and newly trained Field Advisors are still getting up to speed;

b.   Diverse delivery models with growing understanding of cost-effectiveness: The programme has a range of delivery mechanisms and funding types, and knowledge of the cost of working with landowners to develop and deliver sediment remediation activities through the variety of mechanisms and funds is still developing;

c.    Uncertainty about:

i. External policy and economic factors, and how these will influence KMR delivery and landowner decision-making;

ii. KMR policy settings that will result from the forthcoming Soil Conservation Strategy, and how this will impact uptake; and

iii.  the prevalence of COVID-19 in the community, its impact on uptake, and future policy settings in place to manage risks from the pandemic.

18. Given this, KMR has taken a moderate (middle-of-the-road) approach to estimating the level of scale up in Year 3 of the programme, taking into account:

a.    Existing SRPs and ongoing engagement with landowners on these

b.    Key contracts and projects already underway or in development (e.g. Fonterra, Catchment Reference Groups);

c.    The number of KMR Field Advisors likely to be in place and rate of delivery over the coming year; and

d.    Available evidence about the rate and cost of interventions to date

19.  KMR has assumed that the Soil Conservation Strategy is operational by early 2023, and that up to 10% of remediation value will be on soil conservation measures. The average cost of implementing soil conservation measures on one hectare of hill country will impact on the area that can be treated with this proportion of remediation spend. For example, if the average cost is $5,000/ha then around 140 hectares could be treated. Whereas if the average cost were equivalent to the cost of one hectare of riparian planting ($20,000/ha) then around 35 hectares could be treated for the same level of investment.

Mapping Year 2 and Year 3 work programme areas

20.  As noted, the KMR Programme is structured around six work programme areas.  Within each are a number of projects. Many of the projects are a continuation of existing Year 2 projects, or in some instances come from a reconfiguration or modification of them.

21.  The table below summarise the status of Year 2 projects and whether they are proposed to be closed, or continue as Year 3 projects.

Key

Closed or completed

Funding carried over to enable project completion (no new activity or funding).

Project continues or is extended under different project code

Significantly reconfigured

Continues

 

Table 5: Year 1 projects mapped into Year 3 work programme areas

Year 2 workstreams	Year 3 work programme areas
Remediation
K2021-001 Sediment Reduction Plans – Remediation Grants Funding	Project continues, but reconfigured into K2022-001 Remediation grants
K2021-002 Kaipara Uri Partnership	Project continues, with funding allocated from K2022-001 Remediation grants.
K2021-003 Catchment Reference Group Projects	Project continues, with funding allocated from K2022-001 Remediation grants.
K2020-005 NRC (North Kaipara) Grants Funding	Project completed. This was only intended as a stopgap while KMR processes were put in place.  However, further eligible activity can be funded under K2022-001 Remediation grants.
K2020-006 Fonterra Tiaki Partnership	Project continues, with funding allocated from K2022-001 Remediation grants.
K2020-007 Waiotū Catchment Care Group	Project closed, but further eligible activity can be funded under K2022-001 Remediation grants.
K2020-008 Waterway Wetland Remediation – Forest Bridge Trust	Further contract likely, with funding allocated from K2022-001 Remediation grants.
Advocacy and influence
K2021-004 Communications Strategy Implementation	Continued under K2022-008 Communications
Governance, Management & Planning
K2021-005 Kaipara Maurikura	Continued
K2021-006 Governance Costs	Continued
K2021-007 Digital tools for Sediment Reduction Plans and grant funding administration	Project continues, with funding allocated from K2022-005 System development and maintenance
K2020-011 Digital tools – design, preparation and procurement	Project completed, as the Digital Tools projects are now underway with funding allocated from K2022-005 System development and maintenance.
K2020-012 Fresh Water Management Tool – Kaipara	Project continues, with funding allocated from K2022-005 System development and maintenance
K2020-015 Land Features – Highly Erodible Land Delineation	Project near completion, with funding carried over into K2022-006 System Governance and Improvements
K2020-016 Wetland Features – Mapping, delineation, and prioritisation	Project closed – the KMR-funded component of this collaborative project will be paid out by the end of FY2021/22, and budget to operationalise this within KMR will be allocated from K2022-006 System Governance and Improvements.
K2020-009 Advisor Training and Accreditation	Project completed and reconfigured under K2022-003 Capability and Workforce Development
K2020-002 Kaipara Nursery Strategy (Stage 2)	Project completed and reconfigured under K2022-003 Capability and Workforce Development
K2020-004 Te Paiaka – Native Root Project	Project closed – KMR contribution to this work will conclude by the end of FY2021/22. Auckland Council is finalising project outputs, which KMR will integrate within the programme approach to riparian management.
K2020-14 Korero Tuku Iho (Mātauranga Māori Strategy)	Project continued under K2022-009 Korero Tuku Iho (Mātauranga Māori) project development and implementation
K2020-014 The South Kaipara Streams Project – Stage 1	Project completed – the KMR-funded component of this work has concluded and Auckland Council will take the work forward.
K2021-008 Soil Conservation Strategy	Continued

 

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 3 Annual 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 deliver financial contributions to the KMR Programme in line with commitments in their Long Term Plans, 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 hiranga me ngā hononga / 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.^[3]

4.        Ngā tūraru me ngā mauru / Risks and mitigation

Risks and mitigations will be managed across Year 3 Work Plan projects. Ongoing risk identification and management will be required, particularly in projects where further strategy and delivery specification is required.

5.        Ngā whāinga mō āmuri / Next steps

If approved, then the Chair and Deputy Chair will have delegated authority to approve a revised paper for provision to the Ministry for the Environment by 30 April. The Ministry will then 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 Hui on 13 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 2 Work Plan expenditure at the end of the 2021-22 financial year, and any associated carry-over of Year 2 funds into Year 3, will be available in June/July, and the estimates provided in the Year 3 Work Plan will be updated to reflect this.

 

 

Attachment 1: Kaipara Moana Remediation Programme Year 3 Annual Work Plan (Draft) ⇩   

11 April 2022Attachment 1

11 April 2022

 

TITLE:	Kaipara Moana Remediation COVID-19 Settings
ID:
From:	Justine Daw, Pou Tātaki
Authorised by Group Manager:	Justine Daw, Pou Tātaki, on 06 April 2022

 

On 2 December 2021, New Zealand adopted the COVID-19 Protection Framework (Traffic Light system). On 6 December 2021, the Kaipara Moana Remediation (KMR) Joint Committee considered and agreed an interim approach to how the Framework would apply to KMR as per Item 5.3 held 13 December 2021 at Kaipara Moana Remediation Joint Committee Meeting. 

The Joint Committee sought an update on KMR COVID-19 settings in March 2022 given the likelihood of changes to the COVID-19 Protection Framework, and the desirability of resuming KMR meetings in person, both with the community and at the governance level, as soon as it was safe to do so.

This report responds to that request and proposes an approach to how forthcoming changes to the COVID-19 Protection Framework could apply to KMR, including a recommendation for management of Joint Committee meetings.

 

1.        That the report ‘Kaipara Moana Remediation COVID-19 Settings’ by Justine Daw, Pou Tātaki and dated 6 April 2022, be received.

2.        Note that Kaipara Maurikura staff, secondees and contractors working directly for Kaipara Moana Remediation remain subject to the Northland Regional Council’s COVID-19 policy, and that this is evolving in line with changes to Government COVID-19 settings

3.        That the the recommended approach for applying the Traffic Light system to Kaipara Moana Remediation activities as set out in Attachment 1 be adopted from Tuesday 26 April, subject to any additional Northland Regional Council requirements

4.        That a further report on KMR COVID-19 policy settings be provided to the Joint Committee by August 2021.

 

At midnight on 2 December 2021, New Zealand adopted the COVID-19 Protection Framework (Traffic Light system), with three colours (Red, Orange, Green) determining the public health measures that apply.  The Framework aims to manage risks from COVID-19 in the community. Each colour in the Traffic Light sets out requirements for businesses, marae, households and individuals across New Zealand. 

Initially, vaccination status was a key determinant of each Traffic Light colour, and there were a suite of actions required at each level.  Given the high levels of vaccination in New Zealand, the Government has recently announced significant simplification of the Traffic Light system.  At midnight on 4 April 2022, the revised COVID-19 Protection Framework will take effect, with a narrow focus on what actions are needed under each colour (viz. face masking; venue capacity limits; self-isolation if sick). 

It is therefore timely for KMR to revise its COVID-19 settings, subject to any additional or more stringent NRC policy settings, to reflect the new Traffic Light system. We propose that the new KMR policy settings will come into effect from Tuesday, 26 April (i.e. after Easter and the ANZAC Day long weekend).

 

As staff in the Kaipara Maurikura are Northland Regional Council (NRC) employees or are seconded to the NRC, they are bound by NRC COVID-19 policies when working for KMR.  Auckland Council secondees are also subject to Auckland Council COVID-19 settings KMR Field Advisors and other contractors working directly for the KMR are also subject to the NRC’s policy settings for COVID-19.

Both NRC and Auckland Council are in the process of considering revision to their COVID-19 policy settings given the changes to the COVID-19 Protection Framework.  Communications from both agencies indicate an easing of the current settings is likely, including possibly in respect of vaccination passes.

Attachment 1 sets out the Government’s COVID-19 Protection Framework at each Traffic Light colour, alongside a recommended approach to applying the revised Framework to KMR activities.  Subject to any additional NRC policy settings, we propose new KMR policy settings take effect on Tuesday, 26 April.

Current KMR COVID-19 policy settings

Under the current (graduated) NRC Red Traffic Light policy settings, all Kaipara Maurikura staff are working from home and when they return to the office (once the Omicron outbreak has peaked), they will do so in work ‘bubbles’ to minimise risks to KMR business continuity.  While some vaccinated staff are returning to the office from 4 April for well-being or efficiency reasons, most will continue to work flexibly, with a mix of office-based work and working from home.  In the office, all staff are required to socially distance and wear masks when moving around.  No external visitors are permitted into the office at present.  External meetings are recommended to be online if possible, and community-facing work is recommended to be either online or deferred unless small-scale and essential.  

Joint Committee meetings and workshops are held online (remotely) in both the Red and Orange Traffic Light settings, and the stricter of the settings apply should Auckland and Northland be in different settings.  All KMR staff and Joint Committee members must be fully vaccinated to attend in person, and all meeting attendees must have a negative COVID-19 test result.

Proposed changes to KMR COVID-19 policy settings

For now, we do not propose to change current KMR Red Traffic Light policy settings, as they continue to make sense, and because any changes should reflect the forthcoming revised NRC policy settings. 

Even under the current graduated NRC Red settings, Maurikura staff are likely to be back in the office, in two distinct ‘work bubbles’, by late April.  From the information we have received, it is possible that vaccination passes may no longer be required for entry to the office.  We also expect to continue to be able to engage with externals, in small numbers.  For now, until new NRC policy settings are known, we recommend retaining the current Red settings for Joint Committee meetings.

However, we are recommending several changes under the KMR Orange policy settings, as follows:

·    Under Orange, Joint Committee meetings and workshops may be held in person, subject to any further NRC rules under the Orange Traffic Light setting.  As previously, all Joint Committee members must have a negative COVID-19 (RAT) test result before attending any in-person KMR hui, workshops or other public events.  Vaccination passes are not required to attend.

·    In Green, all Joint Committee meetings and workshops may be held in person, subject to further clarification of NRC rules under the Green Traffic Light setting. Vaccination passes are not required to attend.

It is expected that, in line with the revised COVID-19 Protection Framework, that vaccination passes will no longer be required for those attending Joint Committee meetings in person.

For all Joint Committee meetings and workshops in 2022, a back-up online meeting option will continue to be provided for, with the Chair and Pou Tātaki able to make a final decision on the meeting or workshop format based on levels of risk at the time.

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

Effectively managing risks to the KMR programme, Kaipara Maurikura staff, KMR partners, and the communities with whom we engage, is a foundation value for KMR.

2.        Ngā ritenga take pūtea / Financial implications

There are no foreseeable financial implications, other than an associated uplift in travel costs for all online meetings and workshops (these have been budgeted for).

3.        Ngā hiranga me ngā hononga / 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.^[4]

4.        Ngā tūraru me ngā mauru / Risks and mitigation

The risk of COVID-19 remains significant. Not only are there legal obligations in respect of health and safety, but reputational risks from not taking expected care in reducing risks from an outbreak.

5.        Ngā whāinga mō āmuri / Next steps

KMR staff will identify possible marae hosts for Joint Committee meetings after 26 April, subject to NRC policy settings.  We will work with marae to ensure all meetings can be undertaken safely.

 

Attachment 1: Attachment 1 - Proposed Revised COVID-19 Protection Framework ⇩   

11 April 2022Attachment 1

11 April 2022

 

TITLE:	Review of Members' Allowance Policy
ID:
From:	Justine Daw, Pou Tātaki
Authorised by Group Manager:	Justine Daw, Pou Tātaki, on 31 March 2022

 

On 4 December 2020, the Kaipara Moana Remediation Joint Committee (the Joint Committee) adopted a Members’ Allowance Policy to enable reimbursement for the time and costs borne by Joint Committee members in undertaking Joint Committee business. 

The Policy was reviewed and minor modifications made in April 2021.  The review also requested that the Members’ Allowance Policy be reviewed annually.  This report responds to that request and proposes one minor modification in respect of Members’ allowances (sign-off of allowance claims).

 

1.        That the report ‘Review of Members' Allowance Policy’ by Justine Daw, Pou Tātaki and dated 31 March 2022, be received.

2.        Note that the present Members’ Allowance Policy continues to mirror current settings for mileage rates, local government committees, and the Fees Framework for members appointed to bodies in which the Crown has an interest

3.        That the the recommended minor modification to the Members’ Allowance Policy review set out in Attachment 1 be approved with immediate application

 

On 4 December 2020, the Kaipara Moana Remediation Joint Committee (the Joint Committee) adopted a Members’ Allowance Policy which sets out how Kaipara Uri members of the Joint Committee are reimbursed for the time they spend on Joint Committee business [ID A1383340].

A review of the Members’ Allowance Policy was undertaken in April 2021, with minor wording changes approved by the Joint Committee in May 2021 [ID A1437672] to provide clarity over when allowances can be claimed. The decision also requested that the Policy be reviewed again in April 2022. 

This paper responds to that request and proposes one minor modification to the Policy to devolve sign-off of claims to the Pou Tātaki (currently this is the Chair). This paper responds to that request and proposes one minor modification to the Policy to devolve sign-off of claims to the Pou Tātaki (currently this is the Chair).

 

It is good practice in both local and central government, and for commercial boards, to review members’ allowance policies on an annual basis.  Typically, the broad scope and technical provisions described in such policies do not change very often once they have been established and clarified.  Given the relatively recent timeframes for the Policy’s initial development and approval, and the further comprehensive review and revision nine months ago, we are not recommending any change to the Policy scope or technical provisions at the present time.

It is common for annual reviews of members’ allowance policies to assess the fee levels.  Generally, specific considerations such as mileage rates and daily fees rates are the primary aspects subject to change.

Mileage rates in the current Joint Committee Members’ Allowance Policy continue to mirror Inland Revenue norms (0.79c per kilometre), as this rate has not changed since the last Policy revision.  Likewise, the Policy continues to mirror current settings in respect of daily fee equivalents for local government (Joint Committee daily rates echo the Northland Regional Council Hearings rates when summed up from hourly rates). The daily rates also align to the Fees Framework for members appointed to bodies in which the Crown has an interest for both the Chair and for members.

Proposed changes to Members’ Allowance Policy

At this time, we are only recommending one minor procedural modification to the current Members’ Allowance Policy (see Attachment One) to change the current sign-off of member claims from the Chair to the Pou Tātaki.  All claims are assessed against the Policy provisions by the Joint Committee Secretary and the Pou Tātaki in any case, and it is an operational matter to then approve the claim for payment.

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

The Joint Committee is charged with acting in accordance with a genuine partnership approach.  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

Nil, as we are not proposing to make any changes to the fees in the Members’ Allowance Policy.  We have budgeted for Joint Committee costs, including reimbursement of associated attendance costs.

3.        Ngā hiranga me ngā hononga / 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.^[5]

4.        Ngā whāinga mō āmuri / Next steps

If the recommendations of the Committee are adopted, the Members’ Allowance Policy will be updated as per the tracked changes.

 

Attachment 1: Members Allowances Policy draft update ⇩   

11 April 2022Attachment 1

11 April 2022Attachment 1

11 April 2022

 

TITLE:	Kaipara Moana Remediation Pricing Review
ID:
From:	Lisette Rawson, Amo - Rauora Kōawa  |  Catchment Remediation Manager and Darren van Beek, Pūtahi – Tira Mahi, Whanake, Auaha | Workforce, Business Growth, and Innovation Advisor
Authorised by Group Manager:	Justine Daw, Pou Tātaki, on 06 April 2022

 

The Kaipara Moana Remediation (KMR) schedule of prices sets the price of payments to accredited contractors who supply spraying/site preparation, fencing and planting services to KMR.  The Joint Committee previously acknowledged that prices are subject to change and agreed ‘a price review occurring each year to keep up with changing market conditions’.

Fair price points are key to ensuring a sufficient contractor workforce to scale up remediation activities in the coming year, including in support of the imminent Foundation Planting campaign in winter 2022.

This report provides an assessment of current (2021) KMR price points for contractor activities against market benchmarks and recommends some revisions to the 2022 KMR schedule of prices.

 

1.        That the report ‘Kaipara Moana Remediation Pricing Review’ by Lisette Rawson, Amo - Rauora Kōawa  |  Catchment Remediation Manager and Darren van Beek, Pūtahi – Tira Mahi, Whanake, Auaha | Workforce, Business Growth, and Innovation Advisor and dated 6 April 2022, be received.

2.        Note that the Joint Committee has previously agreed to an annual review of contractor prices to keep up with changing market conditions.

3.        Note that fair price points are key to scaling up Kaipara Moana Remediation (KMR) activities, including to support the imminent Foundation Planting campaign in winter 2022.

4.        Note the recommended revisions to 2021 price points will be operationalised through the 2022 KMR schedule of prices, and inform revised KMR programme modelling.

 

The KMR schedule of prices sets the price of payments to accredited contractors who supply spraying/ site preparation, fencing and planting services to KMR. 

As KMR is not the only purchaser of contractor services, fair price points are key to ensuring that currently accredited contractor suppliers remain engaged and willing to participate in the KMR Kaupapa. As the KMR scales up, human resource (capacity) is expected to be an ongoing limiting factor, particularly given the current tight labour market.

Current (2021) KMR pricing for fencing, planting, site preparation and maintenance was determined through a mixture of inputs including:

·    the Kaipara Harbour Sediment Study (2018) which included a set of assumptions for fencing costs (2017-2018) which were then ‘sense-checked’ during the development of a forecasting model by Grant Thorndon (March 2021). 

·    a review by GWE Consultants (2021) on pricing work undertaken by members of the Interim-Kaipara Maurikura team, following consultation with subject matter experts (local fencers, planting and spraying managers that are well known to the KMR Programme) to establish pricing across the activities and different types of terrain

 

The Joint Committee has previously acknowledged that prices are subject to change and agreed to an annual review of prices: ‘including, but not limited to, a price review occurring each year to keep up with changing market conditions’.

This direction for an annual review acknowledged that KMR prices reflect a suite of inputs such as labour, fuel, freight and materials that are typically subject to increase over time.  As recognised in the Strategic Risk Register tabled to the Joint Committee (December 2021), there are additional cost increases and supply chain disruptions at present due to the impacts of COVID-19, which have flow-on time and cost implications for KMR.

 

Increased material and labour costs to undertake sediment remediation works is an operational reality and recognised in both of KMR’s Annual Work Plans to date.  Estimated cost increases are also factored into the Year 3 Annual Work Plan and associated budget (see accompanying report), based off the benchmarking activity undertaken as preparation for this report.

 

To undertake the review of the current (2021) price points, KMR consulted with a suite of trusted contractors to benchmark against market norms, and also compared pricing with the ‘Review of Actual Forestation costs 2021’ prepared for Te Uru Rākau, the New Zealand Forest service.

 

Proposed changes to 2021 schedule of prices

Attachment 1 sets out a small number of proposed changes to the current price points.  These will be operationalised through the 2022 KMR schedule of prices.  In brief, the benchmarking found that:

·    Generally, current KMR pricing for spraying/site preparation, planting and maintenance of easy-to-access areas was set at about the right levels

·    Increases in prices are needed for spraying/site preparation and planting costs for areas with moderate or difficult terrain and/or increasing difficulty in access

·    Pricing needs to reflect adequate recognition of freight costs for plant orders

·    Current KMR fencing prices were largely in line with market prices, particularly for easy fences, but pricing increases are recommended for some fences on difficult terrain (e.g. electric fences).

·    Pricing needs to reflect the cost of fencing strainers and stays

·    Pricing needs to reflect increases in materials costs (namely fenceposts)

·    Pricing needs to reflect legislated changes in the minimum wage from 1 April 2022 (from $20ph to $21.20ph)

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

Fair pricing for our accredited partners is central to achieving KMR’s economic and local capability development goals, and is also important if KMR is to secure sufficient contractor resource to scale up in the coming year as planned.

2.        Ngā ritenga take pūtea / Financial implications

KMR budgets and previous (i.e. Grant Thornton) programme projections have factored in price increases, based on estimates of cost-of-living increases.  However, COVID-19 impacts have shifted norms.  In May, KMR will be re-modelling the cost, timing and mix of remediation activities. A key input to this work will be up-to-date price points.

3.        Ngā hiranga me ngā hononga / 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.^[6]

4.        Ngā whāinga mō āmuri / Next steps

The new price points will be operationalised through the 2022 KMR schedule of prices.  In May, to inform the planned mid-term contract review, KMR will be updating previous Grant Thornton modelling of KMR remediation activities. A key input to this work will be up-to-date price points.

 

 

Attachment 1: Kaipara Moana Remediation Pricing Review Presentation ⇩   

11 April 2022Attachment 1

11 April 2022

 

TITLE:	Pou Tātaki Update
ID:
From:	Justine Daw, Pou Tātaki
Authorised by Group Manager:	Justine Daw, Pou Tātaki, on 06 April 2022

 

This report updates the Kaipara Moana Remediation (KMR) Joint Committee on progress in the KMR work programme in the six weeks since the last Joint Committee Hui.

 

1.        That the report ‘Pou Tātaki Update’ by Justine Daw, Pou Tātaki and dated 6 April 2022, be received.

 

The Joint Committee last met in formal hui on 21 February 2021.  This update report provides information on developments in the KMR programme and the Kaipara Maurikura since then. 

Overview

KMR continues to accelerate programme delivery, with ongoing progress in growing the pipeline of Sediment Reduction Plans, Field Advisors, and external contractors.  A major focus has been preparing for the winter 2022 Foundation Planting campaign. External communication and engagement is lifting, despite COVID-19 impacts, with key engagements resuming in late April. 

In the next quarter, we will continue to focus on winter planting, external engagement and getting back out into the community, workforce development and preparing for the coming contract review.

 

Thriving Maurikura	Like most agencies, the Kaipara Maurikura has been affected by the COVID-19 Omicron outbreak, with over half of our staff affected either directly or in their whanau. From 4 April, some staff will transition from working fully from home to working part time in the office to better manage well-being and business continuity.  We expect to move back to working in the office more consistently, probably in two work bubbles, from around late April. Good progress is being made in developing and implementing some key internal systems (e.g., health and safety, document management, financial reporting - see also Appendix 2).
Governance, Planning and Reporting	Development of the Annual Work Plan for Year 3 is well underway. We are testing elements internally and with key partners. The Ministry for the Environment has signaled that the scheduled contract mid-term review will take place in May/June.  Terms of reference will be co-developed, but are likely to focus on programme delivery and learnings with application beyond KMR.  As part of this work, KMR will re-model programme delivery to identify an optimal phasing of sediment remediation activity and associated expenditure beyond the current six-year view.
Programme Delivery	Sediment Reduction Plans In the last quarter, we have seen excellent progress in the delivery of Sediment Reduction Plans, and associated remediation works (see Appendix 1) We have developed the workflows for the winter 2022 Foundation Planting campaign and are now promoting the opportunity and building a landowner pipeline. Field Advisor training & development  Two more Field Advisor training courses were run in February and March (37 people are now trained, 15 of whom are Kaipara Uri, with 4 affiliating to other groups in the catchment).  30 people are awaiting training when COVID settings allow. In February, we also ran a 1-day Field Advisor introductory hui to engage hapū kaitiaki, some of whom attended the March Field Advisor training. Further introductory hui are planned across the catchment, once COVID-19 settings allow.  However, contracting Field Advisors is proving more difficult than anticipated, with only six people currently able to directly deliver Sediment Reduction Plans (SRPs) for KMR.  A focus now is to develop a mentoring process for Field Advisors, including ‘communities of practice’, interviews with trainers, and up to 2 site visits with trainers. Nursery accreditation & development  We ran three engagement hui with the 16 nurseries accredited to KMR, with good attendance. Briefings were provided on winter Foundation Planting, the KMR Planting Plan, plant supply and seed sourcing in Year 3, and workforce development initiatives. Contractor accreditation & development  Two more contractors were accredited, one of which affiliates to Kaipara Uri.  This brings the number of KMR accredited contractors to 21, with four of the 21 Kaipara Uri owned/operated. We are also engaging with 2 further potential suppliers. Workforce Development  Early work is underway to recognise KMR’s Field Advisor training courses as a formal qualification. This is the start of wider work to develop career pathways for Field Advisors, for example, as Freshwater Farm Plan Advisors in support of expected future regulations. We are also exploring with Te Haa Oranga (Te Rūnanga o Ngāti Whātua subsidiary) a scheme (Tuia) to develop rangatahi in environmental restoration and build an employment pipeline. With MSD and Kaipara Uri, we continue to progress an Employment Hub, with a new West Coast Hub presenting a possible model to align employment and skills development. We are also exploring potential linkages between KMR and Te Purunga Ki Te Raki, to ensure Regional Skills Leadership Groups factor in KMR needs to future Regional Workforce Plans. Grant-related engagement and activity  We now have an active pipeline of 197 Landowner Grant applicants, 139 directly managed by KMR or our delivery partners, and 58 engaged through Fonterra. Engagement continues with 9 potential Whenua Whānui Fund groups, one of which has submitted an Expression of Interest (EOI). Projects continue to evolve as Whenua Whānui Fund groups wānanga with KMR. Three groups (Tinopai, Waimarie, Tapora) are working with a Field Advisor to develop a Sediment Reduction Plan.  One group has withdrawn its EOI.
Digital Tools	Development of key digital tools continues with progress this month as follows: ·     A KMR pipeline tool has been developed to better track progress in Sediment Reduction Plans, Field Advisor training and contracting, and winter Foundation Planting projects.  ·    Work is in train to improve spatial (locational) identification of high-risk Eroding Land Features and Wetland areas with high remediation potential. The MediaSuite contract to enable a spatial view of KMR and support Farm Planning is progressing well, with prototype and user interface processes in development.
Engagement & Partnership	Work to lift KMRs’ external presence and impact continues, with progress as follows: ·     The KMR Mana Relations Lead has met or engaged online with 4 marae, 1 Landcare group, 3 PSGEs, 2 catchment reference groups and with the Crown. ·     Engagement continues with 9 potential Whenua Whānui Fund groups ·     Engagement continues with a number of potential Landowner Grant applicants ·     Discussions with EnviroSchools are in train on possible participation in winter planting. ·     Building on IKHMG models, KMR is resuming Partnership Forum meetings, and online public engagement hui, in April.  In-person engagement will follow as COVID-19 allows. ·     A further Pānui was issued, with further positive feedback on the newsletter. ·     New brochures on grants opportunities and Foundation Planting have been developed. ·     A video showcasing KMR’s work, and vision is in the final editing stages. ·     Work continues to develop a KMR social media presence with a launch due in late April. ·     A new, more complete version of the website is in development, due in late April.  ·    We are developing ‘KMR in action’ signage in project areas to profile KMR and partners ·    We are working with Fonterra to identify ‘hero’ sites for joint communications.
Strategy & Opportunities	Strategy Development is recommencing in the reporting period as follows: ·     Kōrero Tuku Iho – As presented at the March Joint Committee workshop, this is a priority for KMR, to be undertaken initially through the Te Uri o Hau contract with KMR. Environs Holdings Ltd has held discussions with Reconnecting Northland (RN) and is presently waiting for a scoping report which is due this month. The scoping report is RN contribution to KMR Korero tuku Iho project. ·     Soil Conservation Strategy:  Early work has begun to scope the Strategy, with discussions in train on purpose, scope, priority and timing.  As Northland Regional Council (NRC) is also developing a Soil Conservation Strategy, we will need to reflect, not duplicate this. Given the need to accelerate KMR delivery and build key systems, opportunities are not a focus for KMR.  However, we are exploring a small number of likely benefit: ·     Possible partnership with QE2 Trust to reduce fencing costs and protect biodiversity. ·     Possible Auckland Council pilot to reduce fencing costs and protect biodiversity. ·     Possible pilot with Auckland Council to develop carbon credit revenue on coastal land. ·     Possible partnership with Silver Fern Farms, NZ Landcare Trust, Living Water Partnership and Bio-Heritage National Science Challenge to reduce costs and protect biodiversity. ·     Possible partnership with Auckland Council to develop ‘3 Waters’ workforce scheme. ·     Possible partnership with Coastal Peoples, Southern Skies Centre of Research Excellence. ·     A seaweeds expert is due to visit Northland on 4 May to showcase pilots in other regions. We will invite Senior Officials and NIWA and will share information as the visit firms up.

 

Quarterly update on KMR Key Performance Indicators (Quarter 3 view)

Key Performance Indicator	Metric	1 Jan -31 March 2022 actuals (comparison to Dec 2021 totals)
Sediment reduction activities	Number of Sediment Plans agreed and underway (total)	130 Plans (+52)
	Area (ha) of land covered by Sediment Plans completed	24,096.4 hectares (+14,449)
Freshwater restoration	Number of plants planted in riparian, lake, or wetlands areas	315,069 stems (+~2,000)
	Area (ha) of riparian, lake, or wetlands planting completed	70 hectares (~)
	Length (km) of new fencing constructed	191.47 kms (+54.47)

 

Financial overview for KMR (March 2022 view)

From now on, we will be reporting KMR financials in each Pou Tātaki report.  Below is the March report, which demonstrates good uplift in granting activity since we last reported in October 2021 as the programme develops and grows.  In the last month alone, we have made remediation activity payments of ~$314k. However, we remain significantly underspent compared to the original budget this year, and it is unclear at this point how much the Foundation Planting campaign this winter will resolve this, as planting typically spans May-August, and therefore falls across two financial years.   As KMR enters the last quarter of the year, we will need to discuss and reconcile the contribution by the two Councils so as to meet obligations for in-kind contributions.

 

KMR Financials to 31 March 2022
Funding received
Northland Regional Council	0
Auckland Council	0
MfE	9,121,600
Interest earned on unspent funds	13,897
Sub Total	9,135,497
Total KMR Opex costs	2,963,967
Funding Remaining	6,171,530
NRC in kind labour	182,444
NRC in kind Opex costs	436,571	Note: this includes salaries
AC in kind labour*	227,619
AC in kind Oex costs*	983,395
Total in kind expenditure	1,830,028
Total Expenditure	4,793,995

 

*AC data as at 28 February 2022

Nil

11 April 2022

 

TITLE:	Correspondence
From:	Sandra Harris, Administrator Kaipara Maurikura
Authorised by Group Manager/s:	Justine Daw, Pou Tātaki, on 31 March 2022

 

<<enter text>>

 

That the report ‘Correspondence’ by Sandra Harris, Administrator Kaipara Maurikura and dated 31 March 2022, be received.

 

Not applicable

 

Attachment 1: Conflict of Interest ⇩   

11 April 2022Attachment 1