coromandel liaison zone subcommittee · 2016. 11. 24. · coromandel liaison zone subcommittee ....

COROMANDEL LIAISON ZONE SUBCOMMITTEE

Notice is hereby given of a meeting of the Coromandel Liaison Zone Subcommittee of the Waikato Regional Council to be held at Oceans Resort, Eyre Street, Whitianga on Thursday 21 August 2014 commencing at 10.00am.

VRJ Payne Chief Executive Officer

RECOMMENDATIONS contained in reports are NOT to be construed as COUNCIL DECISIONS. Please refer to Council minutes for RESOLUTIONS.

MEMBERS: Waikato Regional Council Councillor CW Graf Councillor TH Bramley Councillor ST Husband Ex-officio: Councillor PA Southgate or Councillor TS Mahuta

Land Owner and Community Representatives A Bridson C Nanning K Robinson J Sanford B Wilson A Hinds R Robinson

Territorial Authority Representatives Mayor G Leach (Thames/Coromandel District Council)

Iwi Representatives J Davis (Hauraki Maori Trust Board) H Renata (Hauraki Maori Trust Board)

Department of Conservation G White

Forestry Representative S Couper

STAFF: Chief Executive (V Payne), Deputy Chief Executive (C Crickett), Division Manager, Hauraki/Coromandel (J Beaufill), Area Manager, Coromandel (E O’Donnell), and Committee Administrator (D Thurlow).

APOLOGIES J Sanford

Opening Karakia

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1 Confirmation of Agenda

2 Disclosures of Interest

Any disclosures of interest relating to the business at this meeting.

3 Introduction of New Members

SECTION B: (FOR RECOMMENDATION TO COUNCIL)

4 Appointment of Chair and Deputy Chair File: 03 02 35 (Doc # 3129735)

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This report seeks a recommendation for the appointment of Chairperson and Deputy Chairperson of the Coromandel Liaison Zone Subcommittee.

SECTION A: (UNDER DELEGATION FOR THE INFORMATION OF COUNCIL)

5 Public Forum

A period of up to 30 minutes where individual members of the public may speak for up to three minutes on items relevant to the Terms of Reference for the Coromandel Liaison Subcommittee.

6 Minutes of Previous Meeting File: 03 02 35 (Doc # 2975249)

Minutes of the meeting of the Coromandel Liaison ZoneSubcommittee meeting held on 20 February 2014.

Extract from the Integrated Catchment Management Committeemeeting held on 16 April 2014.

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Matters Arising from Previous Meeting

Subcommittee to address matters arising from the Subcommittee meeting held on 20 February 2014.

7 Deputation by Wendy Pond from the Manu Waiata Restoration & Protection Society

Wendy Pond from the Manu Waiata Restoration and Protection Society will present a deputation on flooding, soil loss and fish passage requirements in the Whangarahi and Waiau catchments.

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8 Members’ Reports

The Chairman and Members will provide written and verbal reports on matters within the Zone.

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9 Coromandel Zone End of Year Report File: Z21 068 (Docs # 3075179)

This report outlines the end of financial year status for Coromandel Zone activities and work programmes, covering the period from 1 July 2013 to 30 June 2014.

23-36

SECTION B: (FOR RECOMMENDATION TO COUNCIL)

10 Disaster Recovery Fund Application – Northern Coromandel Flood Event – June 2014 File: Z21 068 (Docs # 3125364)

This report provides a summary of the damage caused as a result of the 10/11 June 2014 flood event in the northwest of the Coromandel Zone and seeks funding assistance for subsequent works from the Waikato Regional Council’s Disaster Recovery Reserve Fund.

37-44

SECTION A: (UNDER DELEGATION FOR THE INFORMATION OF COUNCIL)

11 Coromandel Zone Status Report – August 2014 File: Z21 068(Docs # 3075048)

This report provides the status of activities and expenditure undertaken in the Coromandel Zone up to 31 July 2014.

45-57

12 Briefing on Regional Pest Management Plan File: 03 02 35 (Docs # 3129741)

This report provides an update on the content of the Regional Pest Management Plan.

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13 2015 Long Term Plan – Coromandel Zone File: Z21 068 (Docs # 3126483)

This report provides an overview of the Long Term Plan process and an opportunity for further discussion on the development of the Long Term Plan.

59-66

14 Waikato Regional Council’s Strategic Direction File: 03 02 35 (Docs # 3133000)

This report informs the Coromandel Liaison Zone Subcommittee of the Council’s strategic direction for this triennium.

67-83

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Upcoming Agenda Items 2014/15 File: Z21 068 (Docs # 3133940) This report provides an opportunity to discussion items identified to date for Subcommittee meetings in 2014 as well as identify any other matters to be reported or considered by the Subcommittee.

84-85

Doc # 3130428

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Doc # 3129735

Report to Coromandel Liaison Zone Subcommittee

File No: 03 02 35

Date: 30 July 2014

From: Deputy Chief Executive Officer

Subject: Appointment of Chair and Deputy Chair

Section B B (For recommendation to Council)

1 Purpose

The purpose of this report is to seek a recommendation for the appointment of Chairperson and Deputy Chairperson of the Coromandel Liaison Zone Subcommittee (“the Subcommittee”).

2 Recommendation

1. That the report “Appointment of Chairperson & Deputy Chairperson” (Doc# 3129735 dated 30 July 2014) be received, and

2. Recommended that ____ be appointed as the Chairperson of the Coromandel Liaison Zone Subcommittee.

3. Recommended that ___ be appointed as the Deputy Chairperson of the Coromandel Liaison Zone Subcommittee.

3 Background

Appointments made to the Catchment Liaison Zone Subcommittees (“the Zone Subcommittees”) are linked to the three year term of Council (current triennium being 2013 – 2016). Community representatives for each of the Zone Subcommittees are appointed on a three year term that ends at the conclusion of the financial year in which the triennial election occurred, with the previous term ending 30 June 2014. Council typically appoints chairpersons and deputy chairpersons for Committees and Subcommittees, when it confirms its Committee Structure and Terms of Reference. However, given the potential for the most significant change to membership, the chairpersons and deputy chairpersons of the Zone Subcommittees are appointed following the community representative/s appointment process.

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Doc # 3129735 Page 2

4 Method

Schedule 7 of the Local Government Act 2002, Clause 25 [Standing Order 2.6.1] prescribes the voting systems for certain appointments, including the election or appointment of the Chair and Deputy Chair of each of the Standing Committees. At the Triennial meeting Council resolved [WRC13/247.1] that: Pursuant to Clause 25 (4) of Schedule 7 of the Local Government Act 2002, Waikato Regional Council adopts System A as the voting procedure for the election of the Chairperson and Deputy Chairperson of Council, and Chair and Deputy Chairs of the Standing Committees, and that in the event of a tie, the selection by lot shall be by way of toss of a coin. For the Zone Subcommittees, a chairperson and deputy chairperson is recommended for appointment by the Integrated Catchment Management Committee, and confirmed by Council. A nomination for chairperson or deputy chairperson requires a mover and a seconder and can be any appointed member of the Subcommittee. Should more than one nomination be received for chairperson or deputy chairperson, an ordinary single round/majority voting regime operates. In the case of an equality of votes, voting will be resolved by way of toss of a coin (the convenor does not have a casting vote).

5 Other Considerations

The constitution of the Integrated Catchment Management Committee includes the Chairperson of each of the Zone Subcommittees with the Deputy Chairpersons of each Zone Subcommittee as alternate with full voting rights in the absence of the respective Subcommittee Chairperson. As a member, there is an expectation that the Chairperson (or the Deputy Chairperson as the alternate) will attend Integrated Catchment Management Committee meetings (meeting frequency two monthly or as required). Policy Considerations To the best of the writer’s knowledge, this decision is not significantly inconsistent with nor is anticipated to have consequences that will be significantly inconsistent with any policy adopted by this local authority or any plan required by the Local Government Act 2002 or any other enactment. Conclusions The current round of Zone Subcommittee meetings follows the recent confirmation of the community representatives; therefore, the appointment of a Chairperson and Deputy Chairperson is required. Maureen Poole Manager: Statutory Processes

Clare Crickett Deputy Chief Executive

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COROMANDEL LIAISON ZONE SUBCOMMITTEE Report of the Coromandel Liaison Zone Subcommittee of the Waikato Regional Council held at the Lakes Resort, 100 Augusta Drive, Pauanui on Thursday 20 February 2014 at 10.11am. MEMBERS: Waikato Regional Council

Councillor TH Bramley Councillor ST Husband Land Owner and Community Representatives A Bridson K Robinson J Sanford (Chairperson) B Wilson A Hinds Territorial Authority Representatives Mayor G Leach (Thames/Coromandel District Council) Iwi Representatives J Davis (Hauraki Maori Trust Board) Forestry Representative S Couper

STAFF: Division Manager, Hauraki/Coromandel (J Beaufill), Biosecurity Officer

(B Lockhart) and Committee Administrator (D Thurlow).

IN ATTENDANCE:

Councillor J Wells (Thames Coromandel District Council)

APOLOGIES Councillor CW Graf, Councillor TS Mahuta and Councillor PA Southgate, Community representative C Nanning, Department of Conservation representative G White, and Hauraki Maori Trust Board representative H Renata.

Accepted

The Chairperson and Division Manager introduced both the new members and staff. J Davis opened the meeting with a karakia. SECTION A: (UNDER DELEGATION AND FOR THE INFORMATION OF COUNCIL)

Confirmation of Agenda Agenda Item 1

B Wilson moved/K Robinson seconded

CLSc14/1 RESOLVED

THAT the agenda for the Coromandel Liaison Zone Subcommittee of 20 February 2014 be confirmed as the business for the meeting.

The motion was put and carried (CLSc14/1).

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Coromandel Liaison Zone Subcommittee Minutes - 20 February 2014

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Disclosures of Interest

Agenda Item 2 K Robinson declared an interest in all matters associated with Te Mata forestry. Public Forum

Agenda Item 3 There were no members of the public wishing to speak in the public forum.

Minutes of Coromandel Liaison Zone Subcommittee meeting Agenda Item 4 (Doc # 2781465)

J Sanford moved/Cr Husband seconded

CLSc14/2 RESOLVED THAT the minutes of the meeting of the Coromandel Liaison Zone Subcommittee held on 27 August 2013 and the extract from the Catchment Services Committee meeting of 12 September 2013 be received for information.


Matters Arising from Previous Meeting

Members outlined the following matters arising from the meeting held on 27 August 2013:

- At the request of members at the previous meeting, the Chairperson

advised that he had provided members with an email update on matters of interest in the zone given the large time intervals between meetings. The Secretary undertook to co-ordinate the emails on behalf of the Chairperson to ensure all members receive the updates.

- Staff advised that the Whangapoua Harbour and Catchment Management Plan is being drafted.

- B Wilson, who was nominated as the Subcommittee representative on the Stakeholder Group for the district-wide consent for mangrove seedling removal, advised that at this stage he had nothing to report as the group had not yet met.

- In respect to the letter from F Buchanan, members were in agreement that the working relationship between the Department of Conservation and the Waikato Regional Council is essential for the success of the Peninsula Project.

- A member expressed concern at the statements made by Councillor Briljevich regarding possum control on Moehau noting that these were not an accurate reflection on what actually occurred.

2014/2015 Annual Plan – Coromandel Zone Agenda Item 5 (Doc # 2962314)

Division Manager, Hauraki/Coromandel (J Beaufill) provided background on the requirements for Council to prepare an Annual Plan, an outline of progress made to date and the associated timelines for the adoption of the Plan and an opportunity for members to discuss any zone specific issues.

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The Draft 2014/2015 Annual Plan budgets for the Coromandel Zone (Doc # 2979138) were tabled at the meeting. A key point of note was the likely increase of $100,000 in total operating expenditure which primarily relates to: - Depreciation – due to the provision for depreciation expense in

anticipation of asset revaluation to be undertaken this year; and - Interest expense on the reserve balance – this rises next year due to the

impact of capital expenditure relating to Te Puru coming through to the reserve.

During questions, answers and related discussion the Subcommittee raised or noted the following matters: - The Long Term Plan is a 10 year plan which is reviewed every three

years. - Independent people undertake the surveys for the asset revaluation

process. - The increased budget for new works is in anticipation of the design and

consent work associated with Graham’s Creek. - Staff suggested that the information, advice and monitoring activity should

be reviewed as part of the Long Term Plan process given that this budget has not been spent over the last two years.

- Discussion ensued on Te Puru, specifically the length of time it will take to pay for the scheme works.

- It was suggested that staff present a report to the Subcommittee as part of the Long Term Plan development on options for debt and reserve management.

- Members were advised that the pest control component in the budget reflects labour only. Actual operations are funded through the Regional Biosecurity Rate.

A Hinds moved/J Davis seconded

CLSc14/3 RESOLVED THAT the report ‘2014/2015 Annual Plan – Coromandel Zone’ (Doc #

2962314) dated 10 February 2014 be received.


Upcoming Agenda Items 2014

Agenda Item 6 (Doc # 2962909) Division Manager, Hauraki/Coromandel (J Beaufill) provided members with an opportunity to discuss items identified to date for subcommittee meetings in 2014 as well as any other items they wished to have reported or considered by the Subcommittee. The Subcommittee suggested the following agenda items for 2014: - Pest control options in and around catchment areas of settlements,

specifically the possibility of using local inputs for trapping as opposed to using 1080. It was acknowledged that the Coromandel is unique in the fact that it has some of the highest biodiversity values in New Zealand that have to be protected.

- A report on the expansion/future of riparian planting in relation to water quality improvement, including sediment management. Specifically distances away from waterways and the impacts of planting in 20 to 30 years time. o Members acknowledged that water is a key issue going forward and

therefore requested the report to include the long term plan for freshwater conservation and clarity on drinking water standards.

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- Consideration should be given by the subcommittee to the prioritisation of projects within the work plan for the Coromandel Zone. Members used the example of water management compared to mangrove removal and where the cost/benefit lay.

- A report on the Whangapoua Harbour and Catchment Management Plan prior to it being put forward to the Subcommittee for approval.

- The Subcommittee were in support of a forestry field trip, to be hosted by Ernslaw One.

J Sanford moved/A Hinds seconded

CLSc14/4 RESOLVED THAT the report ‘Upcoming agenda items 2014’ (Doc # 2962909) dated 16 January 2014 be confirmed as setting out indicative agenda items for meetings during 2014.


At this point in the meeting all members introduced themselves detailing their backgrounds.

Sea Change – Tai Timu Tai Pari: Hauraki Gulf Marine Spatial Plan Agenda Item 7 (Doc # 2943569)

Senior Policy Advisor (E O’Donnell) provided an overview on Sea Change – Tai Timu Tai Pari and highlighted opportunities for the ongoing participation of the Subcommittee in Sea Change. J Davis, as a member on the Stakeholder Working Group, emphasised the importance for the Subcommittee to provide input into this work. Members were encouraged to visit the website (www.seachange.org.nz) to register and participate in the survey. During questions, answers and related discussion the Subcommittee raised or noted the following matters: - Staff were commended for their enthusiasm, passion and drive on this

project. - Discussion centred on the decision making ability of the Governance

Group. Staff advised that the Stakeholder Working Group will put forward recommendations to the Governance Group for decisions. Members expressed their concern that the Waikato region encompasses a large area and to only have one representative at a governance level is dismal.

- The enormity of the project was acknowledged as were the conflicts that will arise with competing interests from the different users.

J Davis moved/K Robinson seconded

CLSc14/5 RESOLVED THAT the report ‘Sea Change – Tai Timu Tai Pari: Hauraki Gulf Marine Spatial Plan’ (Doc # 2943569) dated 3 February 2014 be received for information.


With the consent of the meeting Item 9 was considered at this time.

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http://www.seachange.org.nz/


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Integrated Catchment Management Committee Terms of Reference and Community Representative Reappointments

Agenda Item 9 (Doc # 2973363) Division Manager, Hauraki/Coromandel (J Beaufill) advised the Subcommittee on the Terms of Reference for the new Integrated Catchment Management Committee and of the process for the reappointment of community representatives to the liaison subcommittees. During questions, answers and related discussion the Subcommittee raised or noted the following matters: - Drainage Advisory Subcommittees report directly into the Integrated

Catchment Management Committee. - In respect to the fit for purpose review staff advised that staff submissions

closed on 12 February 2014 and that a decision is due out on 3 March 2014 on Phase 1 which looks at tiers 2 and 3.

J Sanford moved/A Bridson seconded

CLSc14/6 RESOLVED THAT the report ‘Integrated Catchment Management Committee Terms of Reference and Community Representative Reappointments (Doc #

2973363) dated 12 February 2014 be received for information.


With the consent of the meeting Item 10 was considered at this time.

Coromandel Zone Status Report – February 2014 Agenda Item 10 (Doc # 2959054)

Division Manager, Hauraki/Coromandel (J Beaufill) took the report as read and presented a number of pictures showing activities undertaken in the Coromandel Zone since September 2013. During questions, answers and related discussion the Subcommittee raised or noted the following matters: - Tests undertaken by Landcare Research indicate that Lace bugs do not

present a risk to other vegetation. - Members questioned where staff are at with the burning of mangrove

waste at Whangamata. Staff advised that the conditions of consent required that the mangrove debris be removed within a certain period. As this was unable to be met, due to the moisture content in the mangrove debris and inability to burn it, an extension was applied for and granted. It is anticipated that the material will be dry enough to burn at the end of March.

- Discussion centred on the funding proposals for Graham’s Creek from both a Waikato Regional Council and Thames Coromandel District Council perspective. Mayor Leach advised that the Thames Coromandel District Council does not see the bridge option as a high priority because it simply does not meet the cost benefit criteria, but rather would like to see the size of the causeway dropped in height and capped. As another option for the Tairua residents, the Mayor suggested that the causeway be dug up. Mayor Leach advised that whilst the Thames Coromandel District Council is still open to options, it is questioning whether it spends $1.2 million. Waikato Regional Councillors advised Mayor Leach that the Tairua

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community is of the understanding that Thames Coromandel District Council has in fact put $1.2 million aside for the work that they don’t have to pay for. In response the Mayor informed the Subcommittee that Thames Coromandel District Council has set aside $500,000 in the 2014/15 Annual Plan, and should the residents agree to pay for the floodway improvement works proposed by the Waikato Regional Council by way of a targeted rate, the Thames Coromandel District Council would set aside an additional $600,000 for the following year. Mayor Leach advised that the Waikato Regional Council needed to go to the community and get agreement from them on the floodway improvement works and funding those works and then come back to the Thames-Coromandel District Council. The Thames Coromandel District Council would consider a range of options to fund the causeway upgrade; including using the same targeted rating area as the Waikato Regional Council for the floodway works. The Subcommittee emphasised the importance that Waikato Regional Council and Thames Coromandel District Council get their stories straight prior to meeting with the Graham’s Creek residents on 23 March 2014.

Cr Bramley moved/K Robinson seconded

CLSc14/7 RESOLVED THAT the report ‘Coromandel Zone Status Report – February 2014’ (Doc #

2959054) dated 27 January 2014 be received.


Members’ Reports

Agenda Item 8 Members provided a verbal report noting the following: J Sanford - The Subcommittee was in support of the suggestion that Members’

Reports appear at the front end of agendas. - Two items that arose from the Integrated Catchment Management

Committee meeting held on 13 February 2014 included: increases in leases for stop banks on the Waihou River; and Kauri dieback.

- Staff resourcing is thin for the Coromandel Zone. Staff advised members that the Waikato Regional Council is in the process of recruiting for an Area Manager.

- In respect to Te Mata forestry it was unfortunate that private land owners were not given the opportunity to run their own possum control schemes.

J Davis left the meeting at 12.15pm.

Cr Bramley - There was general consensus at the Integrated Catchment Management

Committee to keep Kauri Dieback out of the Waikato region and on that basis approved regional funding of $722,000 over the next 10 years. Staff undertook to provide further detail to members on the regional funding of the joint project.

A Bridson - Attended a meeting with G White from the Department of Conservation

regarding the removal of pine trees in the Wharekawa harbour.

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- The Wharekawa Catchment Care Group has agreed to assist the Department of Conservation to replant the sand dunes in the area.

- Meetings have been held in respect to the wetland restoration on the Kapakapa stream.

- In respect to seedling mangrove removal, the consent has another two years to run.

- Recently two top dressing air strips (Morrison’s air strip and another north of Whangamata) have been closed because the planes take off and fly over schools. The closure of the air strips has been devastating for these small communities.

B Wilson - The cost and progress of mangrove removal at Whangamata is a concern

to the local community. - Mangrove seedlings are regenerating at an alarming rate in the

Whangamata harbour.

A Hinds - The excellent work undertaken by Ian Baggaley was recognised and

acknowledged.

S Couper - Provided an update on forestry in the Coromandel Zone specifically the

recent changes from intensive predator control programme to operation nest egg, a catch and release kiwi programme.

General Business

Peninsula Plan – Phase 3 Staff advised that in 2004-2008, the Waikato Regional Council and Department of Conservation worked together on an intensive animal pest programme up the Thames Coast. The area is now in a maintenance phase; therefore operations are done approximately every four years. The next phase of work will take place in the Kauaeranga Valley and is scheduled for the next financial year. Kararehe Kino Members were encouraged to visit the Landcare Website to view the magazine, Kararehe Kino, which covers a number of interesting topics.

The meeting closed at 12.35pm. Doc # 2975249

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Coromandel Liaison Zone Subcommittee File: 03 02 35 (Agenda Item 11.3) J Sanford presented the Coromandel Liaison Zone Subcommittee minutes and noted that: Members appreciated the attendance and support of Mayor Glen Leach

who was now a member of the zone subcommittee. Progress had been made on mangrove removal however due to mud

content in the stockpiles the waste was not drying and able to be quickly burnt as planned.

There had been ongoing issues with ratepayer approval for funding of works at Graham‟s Creek, however the Regional Council does need to finalise proposals to undertake works. The Regional Council‟s funding was contingent on Thames-Coromandel District Council providing their funding and in turn that was dependent on ratepayers.

Kauri dieback disease had been discovered in the Coromandel and as well as research, prevention of the spread of the disease should receive funding. A local walking path used by thousands of visitors did not have any preventative measures.

The Council had been unable to attract staff with the right skills, which left the zone short of staff.

A possum control programme at Te Mata had incorporated nails being driven into pine trees which had resulted in extra repair costs for the Regional Council. The problem highlighted the sensitive local issue regarding landowners being allowed to undertake possum control and monitoring on their own land. It was suggested that there should be flexibility to allow landowners to make their own choices with regard to their own land.

It was suggested that the report regarding community representative “reappointments” should refer to “appointments” in future documents.

J Sanford moved/R McGuire seconded

ICM14/23 THAT the report of the Coromandel Liaison Zone Subcommittee meeting held on 20 February 2014 (Doc # 2975249) be received, and 1) the following decisions made at that meeting be noted and 2) the following recommendations made at that meeting be adopted THAT the report „2014/2015 Annual Plan – Coromandel Zone‟ (Doc # 2962314) dated 10 February 2014 be received. THAT the report „Upcoming agenda items 2014‟ (Doc # 2962909) dated 16 January 2014 be confirmed as setting out indicative agenda items for meetings during 2014. THAT the report „Sea Change – Tai Timu Tai Pari: Hauraki Gulf Marine Spatial Plan‟ (Doc # 2943569) dated 3 February 2014 be received for information.

THAT the report „Integrated Catchment Management Committee Terms of Reference and Community Representative Reappointments‟ (Doc # 2973363)

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dated 12 February 2014 be received for information. THAT the report „Coromandel Zone Status Report – February 2014‟ (Doc # 2959054) dated 27 January 2014 be received.

The motion was put and carried (ICM14/23)

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Docs # 3113931

Report to Coromandel Liaison Subcommittee August 2013 – To be received

File No: Z21 068

Date: 18 July 2014

To: Chief Executive Officer

From: Group Manager – River and Catchment Services

Subject: Chair's Report

Section: A (Committee has delegated authority to make decision)

1 Purpose

This report provides an update on activities from the subcommittee Chair for the previous term, John Sanford.

2 Recommendation

That the report ‘Chair's Report’ (Doc #3113931dated 18 July 2014) be received for information.

Welcome A warm welcome to all those present today, please accept my apologies for my absence but the meeting clashed with a long ago planned family holiday. It is great that all members have chosen to stand again, that the selection committee have endorsed the previous committee and added an additional member being Reihana Robinson. I believe this a true reflection of members feeling there is a value in our Regional Council Coromandel Zone Committee and that these committees are making a difference. The committee and staff come with a range of interests, views and opinions but have worked together to achieve results for the Coromandel Zone and individual catchments. Having different views should not be an obstacle, but healthy, as long as an end result can be achieved and less significant issues do not cloud the big picture. Staff have been under resourced, but have still managed to work within the many catchments and produced action plans in Tairua, Wharekawa (Opoutere) Whangamata with Whangapoua underway. I drive past Te Puru/Waiomu Flood works nearly every day, a credit for those involved. They have functioned really well in the recent rains, but discontent over the rates charged concerning the Te Puru Motor Camp (the decision made by Hamilton councillors) remains.

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Recent Flood Event Flooding at the top of the Peninsula recently, around Port Jackson and Sandy Bay resulted in devastation over whole valleys, whole hillsides coming down and dropping silt and forest cover over the flats and roads. Small streams filled with thousands of tons of rocks and spilled their load across the farmer’s most profitable farmland, houses, stockyards and fencing. I was invited to fill a seat in the helicopter with Waikato Regional Council project engineer Kerry Smith as part of the inspection to get a handle on the amount of damage. It was of interest that in one catchment the forest and hills was untouched, no damage at all, where as the next catchment one kilometre away was total devastation. I have had lots of contact with the Ward’s as a friend, R&C chairman, Hauraki Coromandel Federated Farmers and the Waikato/Hauraki Coromandel Rural Support Trust. The Wards are gradually working through the properties preferring not to have a host of people helping that they need to organise, instead of getting their gear working and fixing their farms. The offer is there to send help up if requested. Comment has been made about the fast response of Waikato Regional Council staff getting up there to talk to locals, assess the damage and get machinery up there immediately to start work. The mental lift of locals having a 30 ton digger arrive was amazing as they felt the futility of 12 ton diggers scratching the surface and not being able to move many of the huge rocks. Small decisions can make such a difference. This was a 1 in 150 year flood with 400mls to 600mls in six hours. The support from Clyde Graf and Stuart Husband has also been acknowledged and since the reconstruction of this area will take years, not months. The funding of this needs to be supported regionally, as I understand it the scale of this disaster fits into regional funding criteria. Workshop of the Integrated Management Committee: Hamilton 8 Zones I found this workshop to be a thought provoking and worthy of discussion at a future zone meeting. Main observations to consider;

1) Our zone operates as several catchments, some zones are integrated e.g. Waikato River.

2) Zone meetings need time to allow for good discussion, ability for members to get local issues discussed, reports concise and taken as read – meaning members have a responsibility to read the agenda beforehand.

3) Relationship between council and zones, especially in reference to recommendations forwarded by zones for approval. Feedback to zones from council is needed.

4) Community/zone – Does the community know who we are? Staff and councillors attend catchment meetings with the community, discuss catchment plans and resolve issues. Should the Chair and the whole subcommittee be more involved and attend? How much time have members got to give to their communities and the zone? Should Waikato Regional Council fund extra contact?

5) Do we need public information meetings, a press newsletter? Julie and the team do weekly radio reports, catchment plans are preceded by public meetings, proposal newsletters sent out and for the catchment an advisory group set up, as well as annual newsletters in Harbour and Catchment Plan areas. I believe we are doing things well but many zones little.

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6) Our present role is advisory subservient to Council. Do we want more responsibility? This will involve more time commitment and legal question of culpability for decisions made.

7) What do you consider the role and purpose of our subcommittee is? Your role? 8) How do we reconcile differing views e.g. mangroves, Graham Creek? There is

always the wish list but agreeing on paying and how much an issue. Not everyone is happy with final decisions made.

My thanks Thanks to the committee for their contributions, for the staff who have always been accessible and helped me through the last three years. The last term has seen big changes in our zone with assets such as the Te Puru/Waiomu Schemes and big in roads being made into planning and implementing catchment plans. I have implemented Public Forum which has given the public the opportunity to voice any concerns, even though it has not been widely taken up, and attempted to give more discussion time to members and reducing reports. I am a listener and thinker. Re-election I am happy to put my name forward to do another term as Chairperson as I have now a better understanding of the role. I believe the role we play in improving the environment by consultation and working with people instead of by regulation is a successful formula and am happy to be part of that process. I hope to continue to be a part of shaping a better Coromandel. John Sanford Chair, Coromandel Liaison Subcommittee

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Doc # 3132253

Report to Coromandel Liaison Subcommittee Date: August 4, 2014 From: Reihana Robinson Subject: Issues of Community Concern

1 Purpose To provide the subcommittee with a summary of several items of concern to residents relating to council policy, to provide background on these topics, and to suggest options for advancing these topics.

2 Long-Term Plan 2015/25 Funding for Coromandel Zone Activities and Works Funding for catchment works on the peninsula is guided in part by the “Peninsula Project (Coromandel Zone) Revenue and Finance Policy (as amended 2005/06)” and other departmental allocations. Peninsula Project funding for various activities, such as oversight, river management, works in the coastal zone, and pest control is sourced from both regional and targeted local rates in various ratios, primarily locally targeted rates and a small regional contribution. Additionally, harbour management planning on the Coromandel, recently budgeted at approximately $400,000 per annum, is currently funded primarily by locally targeted (80%) and regional (20%) rates. This was not always the case. Previous to 2009/10, funding for harbour and catchment management plan development, as well as works in the coastal marine area, were funded by the regional general rate under the Works and Services in the Coastal Marine Area (CMA) budget. The harbours, coastal marine environment, rivers, and diverse catchments of the Coromandel Peninsula are widely recognised as a national treasure and tourist destination. Direct and indirect economic impact from tourism alone is estimated in the hundreds of millions of dollars over the course of the plan period, all being dependent on sound environmental management. Waikato Regional Council continues to fund “headline” activities including the cleanup of Lake Taupo, the Cambridge velodrome, and the Maungatautari reserve on a regional basis. Although staff has identified local benefits to these communities, council has taken the position that these activities have a general benefit to the region and should therefore be funded regionally.

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It is clear that the Coromandel Peninsula rivers, harbours and coastal marine areas generate an equal, and arguably much greater, benefit to the entire Waikato region, as well as the nation. Funding policy for management and works should reflect this wider benefit.

2a Recommendation

That the Subcommittee request, as part of the 2015/25 Long-Term Plan process, council to review and alter its funding and revenue policies (including the Peninsula Project) for all Coromandel harbour, catchment, and coastal marine area planning, and management, and to restore the previous full regional funding for these activities as appropriate and consistent with its funding practice for other major regional assets.

3 Enviroschools Support for Project Possum High school administrators in Thames, Coromandel, and Mercury Bay, as well as South Waikato and Huntly, have expressed interest in participating in an Enviroschools Project Possum programme wherein students are able to earn NCEA Level 2 and 3 credits for wilderness skill development. In Northland, by example, Northland Regional Council and Enviroschools Northland, joined forces to offer students an opportunity to gain hands-on knowledge of possum trapping and fur and pelt recovery. The programme is seen to provide direct benefit to the environment, as well as skill development and job training for individuals. During the last term, the Coromandel community approached the Enviroschools coordinator staffed at Waikato Regional Council seeking to establish a programme similar to that in Northland. After an initial expression of interest and support by both the coordinator and our local Councillor, the Enviroschools coordinator advised that WRC did not support the Northland programme model, as it was not the policy of WRC to treat possums as “a resource” (according to WRC’s biosecurity group manager) and that the project would therefore not be advanced. Regardless of staff opinion, at no time has council made a decision as to any formal policy relating to support for a project such as Project Possum. It would appear that staff has simply pre-empted any such policy determination, thereby ruling out its participation. Given community and school support, potential benefits to the environment and local economy, as well as Enviroschools interest, participation by Waikato Regional Council would be a positive development.

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3a Recommendation

That the Subcommittee express its support for establishment of an Enviroschools Project Possum programme in Coromandel schools and that it request the full cooperation of council staff in implementing same.

4 Wild Animal Control Subcommittee members are well aware of community concerns regarding the safety, environmental impacts, human health risks, and ethics associated with certain animal control methods. While there are differences of opinion as to preferred control options, there is wide support on the peninsula for control to be undertaken by hunting, trapping, and cyanide only. This view has been formally supported by resolution of the Coromandel-Colville Community Board during both of its last two terms, as well as by Thames-Coromandel District Council. The use of certain poisons in our bush for animal control continues to attract adverse publicity, including internationally, and represents an increasing threat to the local tourist economy and other primary sector interests. In recent months, there have been informal discussions at council regarding a change to operational policy whereby council possum control would be undertaken solely by means of hunting, trapping and cyanide. Such a policy would find broad public support and would serve as further stimulation to the local economy. In the past, WRC has diverted all funding for possum control on the peninsula to other parts of the region due to lack of community support for its choice of poison. This has resulted in negative consequences for both the environment and council’s relationship with the community. The recent flooding disaster around Moehau illustrated the very real and severe risk associated with aerial operations on steep terrain. Had the May/June 2013 operation been carried out one year later to the day, the result would have been tonnes of highly toxic pellets washed down onto thousands of acres of paddocks, beaches, reserves, gardens and even into flooded homes and other buildings. The result would have been a massive environmental, economic, and public health disaster of enormous proportions. Only by sheer luck of timing was this avoided.

4a Recommendation That the Subcommittee express its support for a change to council operational policy whereby possum control on the Coromandel Peninsula

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funded in whole or in part by WRC be conducted by means of hunting, trapping and cyanide only; and that, furthermore, full funding for such control operations be provided on the same per-hectare basis with comparable areas elsewhere in the region. Respectfully Submitted Reihana Robinson, Subcommittee Member

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Doc # 3075179

Report to Coromandel Liaison Subcommittee

File No: Z21 068

Date: 8 August 2014


From:

Subject

Group Manager - River and Catchment Services

2014 End of Year Report – RCS and Biosecurity/Heritage

1 Purpose

This report outlines the end of financial year status for Coromandel Zone activities and work programmes, covering the period from 1 July 2013 to 30 June 2014. It includes an update on the activities undertaken in the zone over the last period including:

Financial performance. Non financial:

o Long Term Plan (LTP) measures. o Zone level of service targets.

2 Recommendation

That this report ‘2014 End of Year Report – RCS Biosecurity/Hertiage’ (Doc # 3075179) dated 8 August 2014 be received.

3 Financial Summary to end of June 2014

The following is a summary of the zone expenditure 1 July 2013 to 30 June 2014 as a percentage of full year expenditure. Operational (Maintenance) expenditure

Forecast Year end

100%

101%

The following graphs provide an illustration of actual expenditure over the year versus the phased (anticipated) expenditure, it also includes where the budget was re-forecasted. The table below provides the financial information for the full programme.

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Doc # 3075179 Page 2

YTD Actual FY Budget FY Budget %

(Revised) Ann Plan Spent

MAINTENANCE

Catchment Oversight 250,918 177,662 189,828 141

Information and Advice 90,185 92,844 102,694 97

Catchment Maintenance 27,784 10,484 16,984 265

Catchment New Works 379,608 359,122 359,122 106

Animal Pest Control 1,948 13,301 17,051 15

River Management 253,282 228,176 278,176 111

River Improvement 44,858 58,140 58,140 77

Flood Protection 323,146 240,601 240,601 134

1,371,729 1,180,329 1,262,596 116

Interest on reserve expense 4,738 25,000 25,000 19

TOTAL OPERATING EXP (OPEX) 1,376,467 1,205,329 1,287,596 114

CAPITAL

Expenditure 12,029 18,960 121,660 63

FUNDED BY

General Rate 326,725 326,725 326,725 (100)

Targeted Rates 1,251,794 1,252,288 1,261,387 (100)

Direct Charges 18,838 0 0 n/m

Interest 1,765 0 0 n/m

Other Income 4,050 5,814 0 (70)

TOTAL REVENUE 1,603,171 1,584,827 1,588,112 (101)

NET SURPLUS / (DEFICIT) 214,676 360,538 178,856 (60)

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Doc # 3075179

4 Coromandel Zone Programme Summary Programme Strategic Objective/Outcomes Measure/Targets Commentary Status

RCS LTP Summary

Budget management operational and capital

Manage operational and capital activities within budget. Demonstrated by monthly financial reports and end of year full result.

Operational: Target equal or less than 102% variance from budget.

Expenditure for year end was 101%. Over expenditure was predominantly as a result of the flood response in Northern Coromandel.

Complete

Catchment Management

Promote new catchment works and river management according to the agreed zone priorities:

Kilometres of new fencing (to exclude stock) in priority catchments and significant natural areas (>60km for whole region). Prepare an annual progress report that details protection measures that have commenced in the preceding 12 months.

The catchment new works and river management works programmes were fully allocated. A summary of the year’s programme is below:

60 Environmental Protection Agreements have had works implemented this financial year (22 of these are new for 2013/14)

16,000 native plants delivered through the Native Plant Supply Scheme with a total of 20’786 plants being funded through the grant scheme.

21,995m of fencing completed, predominantly in priority catchments for retirement of native bush, streams, wetlands, coastal areas and soil conservation areas.

Complete

River Management River management enquiries Percentage of river instability enquiries responded to within three days, and appropriate actions taken on a prioritised basis. Target 95%.

River instability enquiries and responses are being recorded and actioned. All enquiries were responded to appropriately.

Complete

Environmental Monitoring

Report on the outcomes of the annual zone environmental monitoring programme.

By 30 June 2013. The catchment environmental monitoring programme is being reviewed across the region. This will be reported on at a future date.

Complete (subject to written report)

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Doc # 3075179 Page 4

Programme Strategic Objective/Outcomes Measure/Targets Commentary Status

Harbour and catchment planning

Develop plans (stat and non stat) for harbours, estuaries and catchments in the Waikato region. (SR3.3 A2).

At least one new plan on the Coromandel Peninsula, subject to community processes and funding.

Information scoping was initiated for the Whangapoua harbour and catchment plan. Development of this plan was deferred due to resource requirements for Whangamata and Tairua mangrove management projects. Development is now underway.

Issues being addressed

Coromandel Zone Specific

Catchment Oversight

Servicing of catchment liaison subcommittee

Review of Peninsula Project partnership arrangements.

Three meetings per year and one field trip.

Three subcommittee meetings were held in the 2013/2014 financial year, as well as a newsletter.

Complete

Development of Zone Plan Improvement Plan (including development of mechanisms to measure Zone Plan Level of Service targets).

Zone Improvement Plan completed by early 2013.

Current review of the Lower Waikato Zone Improvement Plan (which has taken longer than anticipated) is expected to inform development of the Coromandel Zone Improvement Plan in the coming year.


Peninsula Project partnership review Peninsula Project review underway and further meetings to be held with the key agencies.


Information and advice

Respond to zone enquiries effectively Enquiries received are recorded in conquest and responded to appropriately.

Enquiries have been received for support and advice. We have prioritised these and responded to all appropriately.

Complete

Catchment New Works

Promote new catchment works in priority catchments being:

Whangamata

Otahu/Whiritoa

Wharekawa

Tairua

Whangapoua

Northern Coromandel

Kaimarama

Coromandel/Manaia

Undertake awareness raising and promotion of new works in these catchments.

Complete works programme in priority catchments within budget estimates.

The catchment new works programme was fully allocated. Key statistics as identified above.

Mail outs were sent out to properties over 5 hectares offering landowners advice and/or funding for soil conservation works within the following areas;

Northern Coromandel mail out sent to 127 landowners

Waiwawa, Whenuakite, and Hot water beach catchments.

Several catchment new works promotions on Coromandel FM were broadcast in the

Complete

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Doc # 3075179 Page 5


2013/14 financial year. Used the catchment action plans to promote catchment new works where specifically needed.

Catchment Maintenance

Implement annual inspection programme.

Property inspection programme in place by December 2012.

Maintenance works programmes undertaken on a prioritised basis.

The property inspection plan for the next 5 years is being implemented. 30 properties had inspections for prior funded works carried out for the 2013/14 financial year.

Complete

River Management Carry out routine river management activities in priority catchments, including but not limited to:

Carry out routine river management activities in priority catchments, including but not limited to:

Whangamata

Otahu/Whiritoa

Wharekawa

Tairua

Thames Coast/Coromandel

Manaia

To achieve a balance between maintaining channel capacity and stability and environmental values in the management of priority rivers and streams.

Reduce risks of localised flooding in priority catchments through removal of willow congestion and blockages.

Provide long term environmental benefits through improved water quality, denying stock access to streams, fencing and planting of stream banks to reduce bank erosion.

Several projects were completed this year including:

Pest vegetation and obstruction removal on the Opitonui.

Black Swan Stream, Tapu. Removal of obstruction and gravel management to support planting.

Erosions protection groynes installed on the Kuaotunu Stream.

Manaia River another section of river cleared of blockages and pest willow. Fenced and planted with hybrid poplars and willows with setback to stabilise river.

Maintenance completed on rock groynes on the Otahu River.

The most significant work was in response to the June flood that significantly impacted the Northern Coromandel, in June alone this resulted in almost 500 digger hours and $90,000 of expenditure across 13 streams and tributaries. More information is included in document #3125364.

Complete

Flood Protection Maintenance

Maintain and manage all flood protection assets and schemes

Implement and maintain structural audit

Reduce the risks of flooding in the following communities by carrying out inspections and works as required:

Inspections undertaken in the Thames Coast, Coromandel and Graham’s Creek communities and the following key works undertaken:

Complete

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Doc # 3075179 Page 6


programme

Undertake stream maintenance inspections and works as required.

Te Puru, Waiomu, Pohue, Tapu, Coromandel Town, Graham’s Creek.

Cross sectional surveys completed on the Te Puru, Waiomu and Tapu Streams.

As builds completed for the Tapu, Waiomu and Te Puru flood protection structures.

Re-establishment of benchmarks removed by Te Puru bridge and flood protection construction

Vegetation management (spraying and pest plant removal) undertaken in Coromandel, Waiomu, Pohue, Tapu and Te Puru.

Gradient control structure install on the Karaka stream to prevent bed degradation.

In Coromandel gravel removal on the Whangarahi Stream just downstream of the Karaka confluence and foreshore deposition completed.

Planting day help with Coromandel Area School in Albert street Coromandel to complete stream stabilisation .

Shrub willow nursery established in Albert St Coromandel

Gravel management upstream of SH25 Bridge on the Te Puru Stream and from bridge to stream mouth and foreshore deposition completed with removed material.

Maintenance to bank stabilisation planting completed in Te Puru

Tapu Stream Maintenance, gravel management completed under state highway bridge and foreshore deposition completed. Pest plant management and native planting also completed.

Capital Works Complete capital works programme as agreed and included within annual programme.

Completion of Te Puru legalisation and property matters.

Te Puru

The only outstanding matter relates to re-titling of sites within the campground as a result of adjustments made to accommodate the floodwall.

Graham’s Creek

Complete

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Following community consultation Council identified $600,000 for floodway improvement works in its 2014/15 Annual Plan. This work is dependent on a number of factors.

CMA Works and Services

Prepare 1-2 harbour and catchment management plans each year.

Undertake works to ensure the sustainable management of harbour catchments.

Continue implementation of plans as agreed with communities and subject to availability of funding.

Undertake catchment condition surveys prior to and during implementation to measure progress.

Undertake a catchment condition survey in the Whangapoua catchment.

Initiate Whangapoua Harbour and Catchment Management Plan.

Carry out stream mouth openings as required and within budget limitations.

Finalise Implementation Plans where harbour and catchment plans have been adopted and oversee and monitor progress.

Implement mangrove management in the Tairua Harbour.

Catchment Condition report of the Whangapoua to Opito area has been used to implement Catchment New Works and utilised for the development of the Harbour and Catchment Management Plan.

Whangapoua Catchment Management Plan public consultation and key stakeholder consultation has been undertaken. There were three drop in sessions for the general public, held at Te Rerenga and Kuaotunu and these were well attended. The public and key stakeholder feedback has been collated into a draft Whangapoua Harbour and Catchment Plan.

Tairua Harbour mangrove removal underway. Sought input from Volunteers (as requested by community) with very few participants showing up on the day. Contracted services will be sought to complete stage one. Monitoring programme not completed.

Whangamata mangrove removal and monitoring programme is moving into phase two. The depth of sediment at area I is causing issues with removal options having to be re assesses. NIWAs year one monitoring completed.

Contract let for sediment management investigation, awaiting findings and recommendations.

Issues being addressed. Restoration component completed. Issues with mechanical removal and disposal at Whangamata

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Scope and initiate restoration/sediment management projects in harbours and catchments where plans have been adopted.

Linkages being made with new estuarine monitoring programme, with sites being established at Tairua.

New implementation framework being developed using an existing RCS system (Conquest). This will allow for better and more accurate reporting on activities and achievements in HCMP areas.

A resource consent for the selective grass herbicide haloxyfop was applied for and granted, allowing saltwater paspalum and pampas control in the CMA at priority restoration sites.

Waikawau Bay Estuary – inaugural saltwater paspalum herbicide control was completed for the 2013/14 year. 300 native plants supplied to the community groups for a planting day. Waikawau Bay community meeting attended to inform the local community on the salt water paspalum control and to discuss any other soil conservation issues they have in the area.

Extensive weed control has been carried out at Oturu and Grahams streams, Waihitapu stream, and Papa maire island in Whangamata.

Animal pests

Provide support for small-scale community biodiversity enhancement programmes

Advise community schemes/applicants of available, contestable funding for these schemes – up to $5,000 per group, by 30 August each year.

Ten schemes supported for pest control initiatives on the Coromandel, totalling $36,000 – about half of the overall budget. Includes: Project Kiwi, Opito Bay Environmental Group, Habitat Tuateawa, Tapu Restoration Project, Kapowai Kiwi Group, Rings Beach Wetland Project, Kuaotunu Environmental Action, MEG and Mahakirau Forest Estate and discretionary funds available to EcoBalance to manage

Complete

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Peninsula Project pest control maintenance work – possums and goats

General Hauraki – Coromandel biosecurity advice and discretionary direct control – via contractor

(a) Possum control in stage 3 area, between Manaia and Coromandel towns.

(b) Goat control maintenance through the whole area, as deemed necessary.

EcoBalance contractor – Iain Baggaley Liaison with landowner groups, provision of cost price materials to some,

some specific areas. No control was carried out this year. One planning meeting was attended looking at longer term project possibilities for the zone. Possum monitoring in the stage 3 peninsula project area was underway at 30 June. This is to report back to the Coromandel Community Board, following suggestions that local trappers may work the area over the last 2 years, in lieu of any formal WRC funded work. Monitoring at Waikawau and Kereta (PP, stage 2) returned RTC figures of 16% and 8.4%, respectively. Any work for 2014/15 is undecided and is dependent on DOC aspirations and commitments for proposed work in stage 1 area, southern Coromandel.

Goat control was carried out by DOC hunters and contractors, amassing 377 goats destroyed.

Contract completed by 30th June 2014 but will not be continuing for 2014/15. Pest control priorities in the Coromandel area have changed significantly in the last year. Sabella spallanzanii, the Mediterranean Fanworm,

Not a workstream of work this year

Complete

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discretionary control where no group exists any longer.

was discovered in Coromandel harbour and council is committed at this point to attempt to eradicate and stop its spread to other harbours. However, we need to determine if it is in other places, and increased surveillance is planned this year to confirm its status. This is a new expenditure area for council and features as a business case for the LTP. Also earlier this year kauri dieback disease (PTA) was found in northern Coromandel. Council has increased funding to the national control programme as well as local operational effort. We are also investigating, as part of the upcoming 2015-2018 Long-Term Plan (LTP), how we can provide more substantial support for the larger community groups on the Coromandel and elsewhere that are involved in biodiversity enhancement work. A service will still be provided, mainly via Hamilton based Biosecurity staff, which will be in line with the service provided to the rest of the region. Sabella spallanzanii - following the decontamination of two infested barges located in Coromandel last autumn Council carried out a full detection survey around Coromandel Harbour before Christmas. Unfortunately, but not unexpectedly, sabella was located in two locations near Te Kouma. Intensive searching using divers was carried out in around these two locations and all sabella that were found were removed and destroyed. During this work a recreational launch was discovered with some sabella. This launch was hauled from the water and anti-fouled. It is likely that small infestations of sabella remain in the harbour and it is important that the surveillance and removal continues if we are to achieve the eradication

Complete

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of the pest. Currently the Council have no regulatory ability to manage the pest or recover costs from users of the marine area who are spreading the pest (knowingly or unknowingly). To address this situation staff are proposing to the ICM Committee that a Small-scale Management Programme is implemented using powers under the Biosecurity Act 1993 before the end of the calendar year.

Plant pests

Community initiatives programmes – working with community groups for localised pest plant control

Direct control measures undertaken for high threat plants

Dune care initiatives mainly - Pests include: bushy asparagus, woolly nightshade, wild ginger, climbing asparagus and bone seed.

As per annual 2013/14 business plan

As below Direct control by WRC staff was carried out for eradication pest plants present in the Coromandel zone: Sagittaria - Survey and control of historic

site in Whenuakite. Control method spraying with herbicide

Boneseed - Survey and control of

Complete

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Whiritoa, Whangamata, Ferry Landing, Cooks Beach, Whitianga, Otama, Tapu, Te Mata, Waikawau and Wyuna Bay. Control method by hand pulling and cutting and pasting with herbicide

Lantana becomes an eradication species under the RPMP once this gets ratified. Plants discovered in Waitete Bay and Whitianga have been controlled.

Mile-a-minute - Historic site in Te Mata continues to be monitored and controlled. Site in Tapu is also monitored and controlled. New sites; on the Purangi River has had two control rounds, two sites in Coromandel town have been controlled and continued to be monitored. Control method hand pulling young seedlings and cutting and pasting with herbicide.

Nassella tussock - 2 historic sites at Waitete Bay surveyed and controlled. A site in Te Puru was surveyed and one plant controlled. Control methods grubbing and spraying with Nassella specific herbicide.

Climbing spindleberry – Historic site in Tairua had previously been controlled had coppiced so this was cut and pasted with herbicide.

Evergreen buckthorn – Kuaotunu continues to be surveyed and sites controlled by cutting and pasting larger plants with small ones hand pulled. One small tree found in Whangamata.

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Discretionary direct control undertaken around the peninsula on containment species. Plants include but not limited to woolly nightshade, wild ginger, yellow flag iris, banana passionfruit and moth plant

Biodiversity Hikuai - Held a community meeting in Nov 2013

where the restoration was well supported.

- This year this site got a real boost with a large amount of weed control being carried out including large wattle, silver poplar, privet as well as other ground weeds.

- 3500 native wetland plants were also planted.

Saltwater paspalum

- The fifth consecutive year of salt water paspalum control was carried out along the Waihitapu stream in Wharekawa. This year, saltwater paspalum was much less dense than the previous year across the site.

- A trial of saltwater paspalum control techniques and herbicide options has also started. Preliminary trial results will not be available until March 2015, after the second round of monitoring has taken place.

- At the same time a saltwater

paspalum prioritisation report is underway to help determine the most ecologically beneficial places to control this weed throughout the region.

- This trial and regional prioritisation

exercise, while project managed by

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biodiversity staff will be monitored and reported by RIG.

Biodiversity Forum – Weed Workshop Day (Rangihau) A successful day was held out at Rangihou where a dozen members from various Coromandel community groups could come and learn of practices in animal and weed control, land management and biodiversity and exchange their experiences with the issues their community projects. Project Crimson 600 Coromandel eco sourced pohutukawa have been supplied to landowners through Project Crimson for coastal restoration.

On plan Issues being addressed At risk Complete

Emily O’Donnell Julie Beaufill Area Manager Division Manager – Hauraki/Coromandel

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Doc # 3125364

Report to Catchment Services Committee

File No: Z21 068

Date: 1 August 2014



Subject: Disaster Recovery Fund Application – Northern Coromandel Flood Event, June 2014

Section B (For recommendation to Council)

1 Purpose

The purpose of this report is to provide a summary of the damage caused as a result of the 10/11 June flood event in the northwest of the Coromandel Zone and to seek funding assistance for subsequent works from the Waikato Regional Council’s Disaster Recovery Reserve Fund.

2 Recommendations

1. That this report ‘Disaster Recovery Reserve Fund Application for Northern Coromandel Flood Event – June 2014’ (Doc# 3125364) dated 1 August 2014 be received.

2. That the Coromandel Liaison Zone Subcommittee request that Council transfer

$130,000 from the Regional Disaster Recovery Fund to the Coromandel Zone reserve to fund 2014 storm damage in the North west Coromandel.

3 Introduction

On 10 and 11 June 2014, a weather event that surpassed all living memories, hit the upper Coromandel’s west coast between Waiaro Bay and Port Jackson. With local reports of 300 millimetres (mm) in three hours in the lower catchment and anecdotal reporting of almost double this in the upper catchment the resulting impact was devastating for affected landowners. This same event also resulted in damage at Manaia and Port Charles. The event produced rainfall in excess of the 100 year event classification and intensities of rainfall that resulted in large debris and gravel flows. Waikato Regional Council responded quickly undertaking both ground and aerial inspections to gauge the extent of damage and the response needed. Council contractors were on-site within three days of the event. Damage included slips in upper catchments, significant sediment deposition to land, boulders and logs strewn across floodplain areas, blockages in waterways, streams jumping their banks, a bridge blow out and flooding of farm buildings and one house. The work undertaken by Waikato Regional Council has focused on clearing and re-establishing the stream and river channels through removing fallen trees, debris and gravel plus urgent erosion control work. This has involved 9 kilometres of channel works over 13 streams and tributaries and almost 900 digger hours. The main event was followed by two additional events; one of gale force winds and one

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Doc # 3125364 2

of an additional 140 mm of rain on 12 July (requiring an additional week of work for three diggers on gravel management). Connections were made with Thames-Coromandel District Council, Civil Defence, Department of Conservation and Rural Support Trust. Councillors Graf and Husband also visited the area, meeting with landowners and residents. Regular contact has been maintained with key landowners in this area throughout the response. Waikato Regional Council adopted a Disaster Recovery Policy in June 2004 that sets out how the costs from managing the consequences of storm events such as this are to be managed. The storm events within the Coromandel Zone in June and July 2014 crossed the threshold for being managed through annual operational funding and warrant consideration for funding under this policy.

4 Disaster recovery policy

The Council’s Financial Strategy, adopted through the 2012-2022 Long Term Plan, identified financial risk management as one of the strategy’s objectives. In relation to infrastructural assets the strategy states: “Given the importance of the council’s infrastructural assets to the protection of both properties and people, as well as their role in enhancing the productive capacity of the land, adequate protection against the impacts of weather events and other natural disasters is critical.” The accumulation of the zone and regional disaster reserves is achieved by placing an additional loading of 3% per annum onto the targeted rates for each catchment zone. This additional loading is allocated between the reserves as follows:

Zone disaster recovery reserve – 1% (up to 20 year event)

Regional disaster recovery reserve – 2% (exceeding 20 year event). As at 30 June 2014, the balance of the regional disaster recovery reserve was $4.4 million. The annual contribution into this reserve from the Coromandel zone is approximately $25,500. The reserves are specifically there for funding repair and restoration of the rivers and streams, and associated flood protection infrastructure. Funding from the regional disaster recovery reserve is allocated based on an assessment of costs resulting from a natural disaster event exceeding a 1-in-20 event level. The required amount that is needed for the disaster funds has been assessed on the estimated damage costs to the river and stream systems, and other funding mechanisms such as insurance. The Coromandel Zone has contributed annually to the Disaster Recovery Reserve and until now has only sought assistance from this fund on one other occasion, for Cyclone Wilma. Cyclone Wilma (January 2011) resulted in significant damage, particularly in the Waiwawa, Coromandel and Thames Coast catchments, and the Zone successfully received a grant of $65,000.

5 Cost summary

The total estimated cost to the Coromandel Zone resulting from this storm event was $187,000. The majority of this work sits in the Port Jackson area with some minor works at Port Charles, Manaia and Waiau. The Port Jackson work has already been completed, with Waiau and Manaia pending awaiting final landowner agreement. The remoteness of this part of the Peninsula, geology and the severity has contributed to cost of response. The total estimated costs of the immediate cleanup resulting from the June 2014 storm event are:

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Doc # 3125364 3

Area Damage Total cost Proposed funding source

Port Jackson Erosion and bed load deposits, blockages, debris, vegetation removal (blockages)

$165,000 Disaster Recovery / Operational budget

Port Charles Erosion and bed load deposits $4,000 Operational budget

Waiau Erosion / blockages and structures $3,000 Operational budget

Manaia Erosion and Blockages and structures $15,000 Operational budget

TOTAL $187,000

In the Coromandel Zone this work is funded via the River Improvement and River Management budgets. The funding policy for these activities requires up to a 50% contribution and an in-kind contribution respectively from landowners towards the works. At the time of the June event budgets were under allocated due to staff changes and resourcing issues (almost at year end). It is proposed that a $130,000 contribution be sought from the disaster recovery fund, with the remainder being funded by the zone’s annual operational budgets. The operational budget can be managed to accommodate this, but the reserve funding will enable existing commitments to landowners and communities across the Peninsula to be met this year via the annual works programme, and ability to support northern Coromandel landowners with an ongoing maintenance programme.

6 Additional points of relevance

6.1 Disaster recovery funding

As part of the development of the 2014/15 Draft Annual Plan, the council reviewed the level of zone disaster recovery reserves held against the strategy. The provision for establishing the zone disaster recovery reserves was removed in those zones where sufficient funds were held against the reserving levels identified. As a result, the 1% contribution to the Coromandel Zone disaster recovery reserve was removed from the annual rates requirement. This matter, and the potential to re-instate that contribution, is discussed in the subcommittee report ‘2015 Long Term Plan – Coromandel Zone’ (#3126483).

6.2 Council contribution to northern Coromandel storm event

As a result of local councillors Clyde Graf and Stu Husband expressing a desire to provide additional support to landowners in the upper Coromandel, a report was presented to council in July seeking additional funding (refer attached ‘Northern Coromandel June Storm Event Response’, #3103073). This funding was to be in conjunction with additional funding Thames-Coromandel District Council had also committed to the area. It was driven by the extremity of the event and the inability of some landowners to restore their farming operations without significant effort. The council resolved that in recognition of the exceptional circumstances faced by landowners as a result of the Northern Coromandel June storm event, a one off payment of $10,000 be made funded from the operational budget of the Coromandel Zone.

7 Assessment of Significance

To the best of the writer’s knowledge, this decision is not significantly inconsistent with nor is anticipated to have consequences that will be significantly inconsistent with any policy adopted by this local authority or any plan required by the Local Government Act 2002 or any other enactment.

8 Summary

The cost to respond to damage as a result of the June storm event that struck the north-western Coromandel exceeded the threshold for assistance from the regional disaster reserve. Some of

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Doc # 3125364 4

the cost will be covered via the Coromandel Zone operational budgets. However, $130,000 is sought for assistance with remedial works from the regional disaster reserve. Kerry Smith Emily O’Donnell River Works Manager, Coromandel Area Manager, Coromandel Julie Beaufill Division Manager, Hauraki/Coromandel

Attachment: Northern Coromandel June Storm Event Response, Doc#3103073

Report to Council July 2014 – Decision Required

File No: Z21 S480

Date: 8 July 2014



Subject: Northern Coromandel June Storm Event Response

1 Purpose

To provide a summary of the council’s response to the northern Coromandel June storm event to date and seek a decision on any further response requirements, including funding.

2 Recommendation:

1. That the report ‘Northern Coromandel Storm Event Response’ (Doc #3103073 dated 8 July 2014) be received, and

2. The recommendation is:

1. That council identify if and how they wish to proceed with respect to providing additional funding for the north Coromandel storm event response.

2. That the Coromandel Liaison Subcommittee, through the 2015 Long Term Plan process, give consideration to the reinstatement of the Coromandel zone disaster reserve contribution.

3 Background

The June storm event that hit the upper west coast of the Coromandel Peninsula, between Waiaro Bay and Port Jackson, caused significant damage to property and infrastructure. Damage included slips in upper catchments, significant sediment deposition to land, boulders and logs strewn across floodplain areas, blockages in waterways, streams jumping their banks, a bridge blow out and flooding of farm buildings and one house. While there are no official

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rainfall data recording stations that far north, landowners have told us that around 300 millimetres fell in three hours in the lower catchment (and likely well in excess of a 100 year event based on anecdotal rainfall depths). Waikato Regional Council responded quickly to the event undertaking both ground and aerial inspections to gauge the extent of damage and the response needed. Council contractors were on-site within three days of the event. Connections were made with TCDC, Civil Defence, DOC and Rural Support Trust. Councillors Graf and Husband have also visited the area, meeting with landowners and residents. On-site physical stream works carried out by council have involved:

Removing debris and blockages from streams.

Putting streams back in their channels.

Clearing debris and material 10 metres back from the bank streams.

Fencing, any further clearing and burning of debris piles is the landowners’ responsibility as part of their contribution to the works. To date council expenditure in response to this event is in the order of $100,000. This includes physical works carried out by contractors, supervision of contractors, liaison with other agencies and communications. The additional 140mm of rain the area received on 12th July has resulted in further works (estimated one week with three diggers on gravel management). The remoteness of this part of the peninsula contributes to cost. Due to the localised nature of storm events on the Coromandel Peninsula, it was fortunate that the storm was localised in the relatively undeveloped and lowly populated north-west of the zone. If the storm had been localised in some of the more developed areas of the Peninsula, then the effects (on dwellings, infrastructure and people) could have been much worse. These types of events are not ‘uncommon’ for the Coromandel as a whole and this event heightens the need to be proactive about Hazard Risks and management.

3.1 Waikato Regional Council role

Our immediate role, through the Coromandel river and catchment /Peninsula Project programmes, has been to:

Provide support for clean up and re-instatement of rivers and catchments.

Collaborate with other agencies to ensure collective and coordinated response. This initial work (particularly digger contractors) concluded on 11 July 2014. It is proposed that having completed the substantial stream re-instatement and debris removal work that we allow farmers time to then focus on re-establishing their farming operations. It is intended that we then bring contractors back to the area again in November to undertake follow up works. It is anticipated we will be working with these landowners for several years on follow up and recovery. This will include support for re-stabilisation of the catchment e.g. erosion control on stream banks and hillslopes e.g. willow and poplar planting, fencing, ongoing channel maintenance.

4 Issue

Key issues outside of the work council is currently doing to restore stream channels are the damage to and reinstatement of farmland and enterprises, and separately damage to several houses and baches. It is noted that the local Thames Valley CDEM have not engaged in this response as they do not consider there to be a CDEM/welfare issue in the area. The Rural Support Trust is engaged in the area.

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Local councillors have expressed a willingness to provide additional support to landowners in the upper Coromandel. It is understood that this is driven by the extremity of the event and the inability of some landowners to restore their farming operations without significant effort. While the plight of these landowners is acknowledged it is important that council understands any implications of providing public financial assistance above and beyond what is currently provided for in council policy. The key implication is setting a precedent of funding works to clean up private land as a result of numerous storm events across the region. In the recent Te Aroha event as a result of Cyclone Ita, for example, farmers were not given assistance by council to clear their paddocks and reinstate other farm infrastructure.

4.1 Council policy

There are two council policies relating to public funding of works as a result of storm events. In summary, council policies do not provide for funding of general works on private land – this is regarded as a landowners own responsibility: 1. The Peninsula Project Revenue and Funding Policy (#924353), which states:

Landowners have the primary responsibility for maintaining the streambanks on their property, undertaking routine maintenance works for this purpose. There is a need for co-ordination of the activities of landowners along a reach of the river and for undertaking more significant works....The main objectives of river management are to maintain river channel capacity and to ensure stability of river banks. There are two broad levels of river management. They are: Routine river management

Annual inspections of the main rivers and streams and responding to enquiries.

Removal of isolated whole trees, stumps or limbs that have fallen into the channel, or are likely to and could create an obstruction to flow or exacerbate erosion.

Assisting with fencing of eroding portions of channels.

Planting and maintaining vegetation to help prevent erosion.

Undertaking simple erosion control work within channels.

Spraying vegetation.

Small erosion control work to maintain channels in their present locality and to reduce the sediment input caused by streambank erosion.

Landowners may be involved in carrying out the works as an ‘in kind’ contribution, particularly where they receive direct protection. River Improvement River improvement entails similar activities to routine river maintenance but they are usually of a larger scale and upgrade of the river, involving a number of properties over a reach of a stream or river, and provide an increased level of protection or service.

2. The council’s Financial Strategy, adopted through the 2012-2022 Long Term Plan, which

identified financial risk management as one of the strategy’s objectives. In relation to infrastructural assets the strategy states: “Given the importance of the council’s infrastructural assets to the protection of both properties and people, as well as their role in enhancing the productive capacity of the land, adequate protection against the impacts of weather events and other natural disasters is critical.

The accumulation of the zone and regional disaster reserves is achieved by placing an additional loading of 3 per cent per annum onto the targeted rates for each catchment zone. This additional loading is allocated between the reserves as follows:

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Zone disaster recovery reserve – 1%

Regional disaster recovery reserve – 2%. As part of the development of the 2014/15 Draft Annual Plan, the council reviewed the level of zone disaster recovery reserves held against the strategy. The provision for establishing the zone disaster recovery reserves was removed in those zones where sufficient funds were held against the reserving levels identified. As a result, the 1% contribution to the Coromandel Zone disaster recovery reserve was removed from the annual rates requirement. At 30 June 2013, the balance of the regional disaster recovery reserve was $3.6 million. During the 2013/14 financial year to 30 April 2014, contributions of $794,000 had been made to the reserve, including interest income of approximately $150,000 earned on the balance held. The annual contribution into this reserve from the Coromandel zone is approximately $25,500.

Funding from the disaster recovery reserve is allocated based on an assessment of costs resulting from a natural disaster event exceeding a 1-in-20 event level. The reserves are specifically there for funding repair and restoration of the rivers and streams, and associated flood protection infrastructure. The required amount that is needed for the disaster funds has been assessed on the estimated damage costs to these systems, and other funding mechanisms such as insurance. The approval of funding to be drawn from the reserve for the stream restoration works will be addressed through the submission of a report to the relevant Zone Subcommittee/council’s Integrated Catchment Management Committee.

5 Discussion and options

5.1 Discussion

Because the funds collected from the public for the purposes of the Peninsula Project Revenue and Funding Policy and the Disaster Recovery Reserve are not for general works on private land, council will need to make a separate decision to address the issue outlined in section 4 of this report.

This storm event also highlights the emerging inadequacy of the Coromandel Zone’s river and flood funding. The zone disaster reserve contribution needs to be reinstated for the coming years and potentially increased to cover risks in these areas.

There has been positive community feedback in response to WRC’s involvement in this event and follow up. This work and ongoing work we will be doing in this part of the Peninsula has ensured a good connection with local landowners that needs to be maintained.

5.2 Options

Options for a way forward include:

1. Continue with the current river and catchment programme i.e. contractors complete their work in the area this month and return in November to carry out routine follow up works.

2. Proceed with additional funding as a one-off, clearly recognising that this is a special case where council have chosen to support providing additional services to the landowners involved. Councillor Graf (in liaison with Cr Husband) has discussed with TCDC Mayor, Glenn Leach, a figure of $20,000 from WRC (and $10,000 from TCDC). With WRC to supervise the works.

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3. Consider regional rating for the establishment of a fund to support such events as part of the 2015 Long term Plan.

4. Continue with the current river and catchment programme and provide additional support and services that are connected to that work e.g. relocating river rock back into pre-existing channels for priority areas, burning stock-piled debris ($5-10,000).

6 Policy Considerations

As indicated, the decision to proceed with additional funding, that is not part of the river and catchment programme, would be inconsistent with current Waikato Regional Council policy provisions for this activity area.

7 Summary

The north Coromandel storm event was an extreme event that caused significant damage to a number of localised properties and catchments. WRC’s response has been fast and effective with respect to providing river management works and services. Local councillors have met with landowners in the area and have expressed a willingness to provide additional support in the form of funding for on-farm clean up. Consideration now needs to be given to existing policies and the approach council might take if it wishes to provide support over and above those policies.

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Doc # 3075048


File No: Z21 068

Date: 8 August 2014


From:

Subject

Group Manager - River and Catchment Services

Coromandel Zone Status Report – August 2014

1 Purpose To provide a report on the status of activities and expenditure undertaken in the Coromandel Zone up to 31 July 2014.

2 Recommendation That this report ‘Coromandel Zone Status Report – August 2014’ (Doc # 3075048) dated 8 August 2014 be received.

3 Key projects update

3.1 Graham’s Creek Waikato Regional Council approved as part of its 2014/15 Annual Plan $600,000 for the construction of a flood protection scheme at Grahams Creek; a catchment on the northern side of Tairua. This was on the basis that: A Working Group is established involving the Waikato Regional Council’s constituent councillor

and appropriate staff, Thames-Coromandel District Council representatives and community representatives to refine and confirm the work programme with a view to reduce costs;

Targeted rating is implemented from 1 July 2015; Targeted rating is based on a 30 year loan repayment; Staff investigate the potential of a lump sum payment option for local community ratepayers. Staff investigate ratepayer submissions relating to specific property queries; Subject to TCDC’s upgrade of the Manaia Bridge causeway proceeding in accordance with the

scheme design.

More than 700 Tairua ratepayers were given the chance to share their views as part of the annual plan process through a direct mail out encouraging them to share their opinions, experiences and to assist council in their deliberations. A total of 81 submissions were received – 41 said no the work should not proceed, 33 said yes the work should proceed and seven did not indicate either way.

3.1.1 Progress to date

Two out of a possible four working group meetings have been held, with the third scheduled for 2 September. The first two meetings established a Terms of Reference and Guiding Principles for the

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group, included a floodplain inspection and commenced identification of measures to reduce the cost of the $600,000 proposal. The third meeting will focus on consideration of technical information requested for both flood mitigation and the causeway bridge, ecological considerations and refinement of a preferred work programme. The working party will also work through some key challenges in terms of the level of potential protection that could be achieved against cost and maintenance of existing aesthetic values. Focused engagement with the Department of Conservation and local iwi is also underway.

The group is aiming for agreement on a programme of work by mid September, which will allow the councils to apply for any necessary resource consents in time to commence construction of the causeway bridge upgrade and the floodway works this coming summer.

3.2 Whangapoua Harbour and Catchment Management Plan

A diverse group of landowners, Tangata Whenua, residents, volunteers and visitors make up the communities within the Whangapoua harbour and catchment management area. From these communities and agencies that support them we have begun to gather stories on the economic, recreational, historical and spiritual connection to the land and harbour. The Harbour and Catchment Management Plan (HCMP) will be a living document owned by this community and the agencies that support its implementation, and will provide an easily referenced source of information and direction. The people component of HCMP is critical throughout its lifecycle, from planning, information and knowledge building, to implementation and monitoring. In drafting this plan the following has occurred to date: Area wide newsletter and survey; Rural landowner discussion groups; Community Drop in day Labour Weekend 2013; Presentation and meetings with Ratepayers Associations and Community Board; Conversations with tangata whenua underway; and Healthy Harbours Workshop (August, multi-stakeholder and community involvement).

3.2.1 What we are hearing

The issues raised are consistent with those of other harbour and catchment management plan areas and include, concerns around:

Impact of land-use, land-use changes; Coastal vegetation changes, decline and expansion; Impact of plant and animal pests; Sedimentation rates and inputs; Decline in water quality of streams and harbour; Shellfish and fish stock levels and the need for management; Decline in species biodiversity and natural habitats including dunes, wetlands; Mauri of harbour and catchment; and The need for greater connectivity and integration (across the catchment and between parties).

In considering where to focus efforts feedback to date on priorities is as follows:

Collaboration and partnership (between organisations, stakeholders, community); Improving water quality, both fresh and saline, with a particular focus on sediment management;

and Improving biodiversity; establishing new works and connecting existing projects.

3.2.2 Where to from here

Due to staff changes within the Coromandel Zone team and the resulting impact on work programme, timing for the completion of the Whangapoua Harbour and Catchment Management Plan has had to be deferred. It is proposed that a draft document be provided to the Coromandel Liaison Subcommittee at the February 2015 meeting, with a final available for sign-off at the May 2015 meeting.

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Key tasks from here include further consultation with iwi and stakeholders, a coastal habitat inspection and a catchment-wide newsletter to ratepayers.

3.3 Mediterranean fanworm (sabella) update, Coromandel Harbour

3.3.1 Brief background of problem

Sabella is an unwanted organism that has become established in NZ. Because it is established Ministry of Primary Industries (MPI) will not take the lead for any management of the pest. It is up to affected regions to determine their involvement in management.

Waikato Regional Council became involved following the incursion of this pest into the Coromandel harbour in April 2013 via hull fouling on two large commercial barges originating from the Waitemata Harbour. We partnered with MPI to decontaminate the barges via an incursion response at a cost of approximately $100,000 for two weeks of work.

Marine biosecurity is technically challenging and expensive. Most regional councils, including Waikato Regional Council, have long maintained that marine biosecurity is the responsibility of MPI. This has recently changed through the MPI National Plan of Action policy that clearly sets out where MPI is and isn’t responsible. However, at the time of last year’s incursion WRC still held the position that we shouldn’t become actively involved in this activity. Therefore when the incursion happened Waikato Regional Council had no rules and regulations concerning sabella in place and we had to manage the response in a non-regulatory fashion and in 50:50 partnership with MPI were responsible for the costs of the operation.

3.3.2 What’s been happening

Following the incursion, still in partnership with MPI, we are continuing follow up surveillance and removal of small quantities of sabella using dive teams. This will continue for next 2-4 more years to insure the pest has become eradicated.

NIWA and Cawthron Institutes have recently completed a number of studies on the subject of marine biosecurity and especially pathways of spread. They have concluded that hull biofouling on commercial and recreational vessels is the most likely vector by which marine pests will be moved from one location to another. They have also determined that the Waitemata harbour is a ‘hub’ for marine pests and most marine pests discovered outside the Auckland region have occurred due to Auckland based vessels with contaminated hulls travelling around the country spreading pests.

At a national level more regional councils are becoming involved in marine biosecurity due to MPI positioning themselves in a leadership role for the development of a Domestic Pathways Management Plan for hull biofouling. The development of such a plan is necessary to manage the spread of pests in a proactive fashion. However, the development of such a plan will likely take a number of years.

Whilst supportive of developing a pathways management plan Waikato Regional Council is currently still operating in a non-regulatory way in managing marine species. Because of this we are exposed to a number of risks, including requiring voluntary compliance from vessel owners whose vessels are infested with sabella and no ability to make exacerbators responsible for the costs of managing the pests on their vessels. To address this Waikato Regional Council is in the process of developing a Small-scale Management Plan under s100v of the Biosecurity Act 1993 to put interim rules and regulations in place to reduce the costs on council, place some responsibility on vessel (and structure) owners, and allow cost recovery from non-compliant owners. We are working in close collaboration with Bay of Plenty Regional Council.

3.3.3 Where to from here?

This year we will continue to carry out follow up surveillance and control of residual growths of sabella present in the Coromandel Harbour;

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We shall continue the process to develop and implement a Small-scale Management Programme using s100v of the BSA to aid our management of future discoveries of sabella in the region; and

We will have involvement in technical and advisory working groups that are working towards the development of the Domestic Pathways Management Plan.

3.4 Kauri dieback disease (PTA)

3.4.1 Brief background of problem

Waikato Regional Council staff alerted to stand of sick kauri at DOC reserve known as the Hukarahi block in January 2014. WRC staff visited site and took soil samples in February;

Early March - informed soil samples returned positive results for kauri dieback; On 17 March Hon Dr Nick Smith announced its presence in Coromandel to representatives of

Coromandel community; Minister required various activities be undertaken: aerial and ground surveillance and a

management plan for infected site and the Coromandel as a whole; Further surveillance revealed a further suspect site some 40 km from the initial site; and Awaiting an announcement from the Minister.

3.4.2 What is happening now?

Kauri 2000 is in process of establishing Coromandel community forum; Inaugural meetings for forum at Whangamata; Thames; Coromandel; and Whitianga the

weekend of 30 and 31 August; Further aerial surveillance being undertaken in the Whangapoua/Kennedy Bay area with follow

up on the ground; Risk management plans for Hukarahi and whole of Coromandel developed and need to be

implemented; Text in Regional Pest Management Plan updated to reflect that kauri dieback is now in the

Coromandel and what Waikato Regional Council’s commitment to landholders will be; and As at 1 July 2014 Waikato Regional Council’s financial contribution to the national kauri dieback

programme increased to $72,000 per annum for the next ten years.

Figure 1: Aerial view of kauri at Hukarahi showing trees (lower central) with die back disease

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3.4.3 Where to from here?

Await results of investigations of a further two suspect sites; Undertake further ground truthing from outcome of aerial surveillance; Continue to visit landholders concerned about their kauri; Work with rural landholders with bush blocks and provide advice as to how they can best protect

their kauri (e.g. fencing off); Support the work of the Coromandel community forum; Encourage district councils to include kauri dieback measures in their resource consent

processes; and Support Thames-Coromandel District Council initiatives at their reserves and other managed

public areas.

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3.5 Catchment management activities

Annual Plan Levels of Service

Zone Strategic Objective/Outcomes

Measure/Targets Commentary Status

Catchment services To provide region wide land and catchment management services to enhance water quality, biodiversity and promote the sustainable use of land and soil

Catchment oversight To provide a high standard of support and servicing to the catchment liaison subcommittee.

3 effective meetings per year and one field trip.

Meetings held/scheduled for August and November this calendar year and February 2015.

Information and advice Respond effectively to zone enquiries and information requests Report on the outcomes of the annual zone environmental monitoring programme.

Enquiries received are recorded in asset management system and are responded to appropriately.

All enquiries have been responded to within appropriate timeframes.

Catchment maintenance Continue to develop three year maintenance works programmes with property owners within the zone.

Maintenance plans in place for prioritised sites/work. Maintenance works programs undertaken on all properties with identified non compliance (to legal agreements)

Reviewed maintenance schedule for the zone. So far 3 planned property inspections have been completed this financial year. Two of the 3 inspections have resulted in more work – one property is planning on fencing off a further 1200 meters of stream and planting 1000 plants, the other is planning on fencing off a further 1050 meters of stream.

To complete new riparian, coastal and land protection measures across management zones according to established priorities in zone management plans and within budget estimates

Catchment new works Promote new catchment works and river management according to the agreed zone priorities of;

Whitianga

Tairua

Otahu/ Whiritoa

Coromandel

Whangapoua

Complete agreed works in partnership with landowners that meet priorities and are constructed to a high standard within budget estimates

One new Environmental Programme Agreement has been established so far this financial year. Currently 41% of the Catchment New Works budget has been allocated across the zone in relation to projects that have continued from the previous year.

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Harbour and catchment planning Develop plans for harbours, estuaries and catchments in the Waikato Region.

At least one new plan on the Coromandel Peninsula, subject to community processes and funding.

Whangapoua Harbour and Catchment Management Plan (New Chum in the north to Opito in the south) Data continues to be gathered and input sought from stakeholders, iwi, community and other agencies. A healthy harbour workshop was held on 7 August to further gather and refine information and actions. Scoping for the next HCMP will begin this financial year and will likely be either Whitianga/Mercury Bay or Coromandel/Manaia.

Zone specific goals/ objectives

Objective/Outcomes Measure/Targets Commentary

Coastal Marine Area works and services

Implement restoration plans at:

Oturu Stream

Grahams Creek

Waikawau Bay

Whangamata Undertake works to ensure the sustainable management of harbours and catchments.

Complete implementation of key projects within 10 years of completing a Harbour and Catchment Management Plan.

Waikawau Bay restoration continues with a MEG/community planting day at end of July, involving Colville School (native plants supplied by WRC) At Oturu and Grahams streams in Tairua we plan to continue weed control including saltwater paspalum and pampas at both sites. At Papamaire Island in Whangamata we plan to continue weed control including kicking off saltwater paspalum control at the site.

3.6 Flood protection and control works




Flood protection To provide the standard of flood protection agreed with communities as set out in zone plans and associated documents

Maintain and manage all flood protection assets and schemes.

Implement and maintain structural audit programme.

Undertake stream maintenance inspections and works as

Finalise structural audit requirements by 31 August 2014.

Reduce the risks of flooding in the following communities by carrying out inspections and

Dec- March are the key operational months for river works on the Peninsula, as these are the lowest impact months in terms of native fish. Planning is underway for maintenance works within these scheme areas over summer. This will include weed control, gravel management and ensure channel capacity is maintained

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required. works as required:

Te Puru, Waiomu, Pohue, Tapu, Coromandel Town, Graham’s Creek.

Grahams Creek flood protection will be a priority for works and scheduling of this will depend on the reconstruction of the Manaia Road Causeway as well as final design.

River management To achieve a balance between maintain channel capacity, channel stability and environmental values in the management of rivers and streams.

Carry out routine river management activities in priority catchments, including but not limited to:

Whangamata/Otahu

Tairua

Whangapoua

Thames Coast/Coromandel

Manaia

To achieve a balance between maintaining channel capacity and stability and environmental values in the management of priority rivers and streams. Reduce risks of localised flooding in priority catchments through removal of willow congestion and blockages.

Provide long term environmental benefits through improved water quality, denying stock access to streams, fencing and planting of stream banks to reduce bank erosion.

Ngarimu Bay- Removal of vegetation blockage and complete maintenance to erosion structure. Tapu- Flood response, erosion control, rock groynes established and gravel management completed. Complete maintenance to existing groynes. Manaia-Erosion control gravel management to new flood damaged sites and maintenance to existing willow layering. Stabilisation planting completed. Waiau - Erosion control/gravel management to new flood damaged sites and maintenance to existing willow layering. Port Jackson – Flood response -Continued large scale storm recovery works to a dozen streams, including gravel management/ relocation, erosion control and stabilisation structures and planting. Port Charles - Storm response- vegetation removal and gravel management. Waikawau Bay - Storm response- vegetation removal and gravel management. Kennedy bay – Erosion control and gravel management. Te Rerenga - Blockage removal and bank stabilisation. Kuaotunu - Blockage removal and bank stabilisation. Whangamaroro - Vegetation blockage removal. Kaimarama - Gravel management and bank stabilisation. Cooks Beach - Vegetation blockage removal and flood plain improvements. Tairua- Blockage removal, gravel management, Pest poplar removal, erosion control, stabilisation planting and vegetation management. Opoutere-Establish erosion structure in the Wharekawa River and vegetation blockage removal. Whangamata – Pest plant removal. Wentworth – Erosion control, pest willow management and sediment management.

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Percentage of river instability enquiries responded to within three days, and appropriate actions taken on a prioritised basis.

Target 95% As above the majority of our works incorporate some aspect of stabilisation works in their scope.

Capital works programme

Manage operational / capital activities within budget. Demonstrated by monthly financial reports and end of year full result.

Equal or less than 102% variance.

Grahams Creek flood protection will be a priority for works and scheduling of this will depend on the reconstruction of the Manaia Road Causeway as well as final design.

3.7 Natural environment and Heritage




Biosecurity To control plant and animal pests to improve environmental conditions on the ground, improve vegetation health, soil stability and biodiversity

Animal pests To control animal pests to improve environmental conditions on the ground, improve vegetation health, soil stability and biodiversity.

EcoBalance contractor – Iain Baggaley. Liaison with landowner groups, provision of cost price materials to some, discretionary control where no group exists any longer, assist pest plant officer on surveys, provide advice to landowners via 0800 biosecurity freephone

Contract not renewed. Refer to end of year report for reasons for this change to the service provided. Possum monitoring stage 3, Ernslaw One area may be finished in time to report to the meeting, it is weather dependent. Staff have been working with DOC over possible Peninsula Project future plans for work. Sabella work has stopped over the winter period. Business case has been prepared to submit to council in late July for further funding. Outcome may not be known until after Christmas. Refer to fuller report above.

Plant pests

To control plant pests to improve environmental conditions on the ground, improve vegetation health, soil stability and biodiversity.

Direct control measures and surveying undertaken for high threat plants as per annual 2013/14 business plan. Plants include: boneseed, lantana, mile-a-minute, nassella tussock, and evergreen buckthorn

Direct control by WRC staff was carried out for eradication pest plants present in the Coromandel zone: Boneseed - Survey and control of Otama. Control

methods hand pulling and cutting and pasting with herbicide.

Mile-a-minute - Historic site in Te Mata continues to be monitored and controlled. Site in Tapu is also monitored and controlled. New site in Coromandel town controlled. Control method hand pulling young seedlings and cutting and pasting with herbicide.

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Lantana – becomes an eradication pest plant under

the new RPMP have begun controlling specimens found.

Nassella tussock - 2 historic sites at Waitete Bay surveyed and controlled. Control method hand grubbing.

Evergreen buckthorn – Kuaotunu continues to be

surveyed and sites controlled by cutting and pasting larger plants with small ones hand pulled.

Discretionary direct control undertaken around the peninsula on containment species. Plants include but not limited to woolly nightshade, wild ginger, banana passionfruit and moth plant.

Kauri Dieback Participate in the kauri dieback

national programme through undertaking site visits and soil samples where necessary and community engagement.

Undertaken numerous visits to privately owned properties on the Coromandel as well as visiting TCDC-managed land.

Undertook soil sampling on two further sites in Coromandel which looked suspect.

Aerial surveillance looking for other infected areas.

Subsequent to initial soil sampling, undertaken soil sampling at 29 further Coromandel sites.

Risk management plans to be developed with landowners and other stakeholders of infected sites to be rolled-out once plans finalised.

Provide support to newly-formed Coromandel kauri dieback community forum.

Biodiversity

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To provide co-ordinated identification, advice, funding and education, involving the community, district councils and landowners, to improve biodiversity.

To provide coordinated identification, advice, funding and education, involving the community, district councils and landowners to improve biodiversity.

Hikuai

Plan to have a community planting day at the site in August to plant 1000 natives.

Predator and weed control and further planting will continue at the site.

Saltwater paspalum

A trial of saltwater paspalum control techniques and herbicide options is currently being carried out. Preliminary trial results will not be available until March 2015, after the second round of monitoring has taken place.

The saltwater paspalum prioritisation report is drafted and will be used to inform future works.

Natural heritage To coordinate, advocate and provide funding to protect significant natural heritage sites in the region for current and future generations

The Significant Natural Areas activity is currently financially supporting the Hikuai Te Kouka Grove restoration project.

Key

On plan


At risk

Complete

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3.8 2014/15 Annual Plan budgets Coromandel Zone Budget figures

2013/14 2014/15

Actual AP

MAINTENANCE

Catchment oversight 250,918 188,908

Information, advice & monitoring 90,185 119,424

Catchment maintenance 27,784 17,854

Catchment new works 379,608 378,303

Pest Control 1,948 17,075

River management 253,282 295,761

River improvement 44,858 68,251

Flood protection 232,069 205,479

Zone establishment costs

TOTAL MAINTENANCE COSTS 1,280,652 1,291,055

Depreciation 1 91,078 72,498

Interest expense on reserve balance 2 (15,553) 55,000

TOTAL OPERATING EXPENDITURE 1,356,177 1,418,553

CAPITAL

New Works 12,029 600,000

TOTAL CAPITAL 12,029 600,000

FUNDED BY

General rate 326,725 360,352

Targeted rate 1,030,026 1,086,573

Targeted rate funding capital 221,768 170,952

Fees and Charges 24,653

Interest income on reserve balance 2 0

TOTAL REVENUE 1,603,172 1,617,877

Notes: 1. Depreciation budget for 2014/15 reflects revaluation result. The impact on depreciation of new works has not been

included as they are considered to be minor. 2. The Coromandel Zone has a negative balance in the early years resulting in interest expense and a positive balance in the later years resulting in interest income.

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Coastal Marine Area Budget figures

2013/14 2014/15

Actual AP

MAINTENANCE

CMA routine works and services 114,393 118,714

CMA - Consents and works 184,704 314,132

CMA Harbour & Catchment Planning 212,616 223,823

TOTAL MAINTENANCE COSTS 511,713 656,669

FUNDED BY

General rate 536,837 565,986

Targeted rate 163,203 163,261

TOTAL REVENUE 700,040 729,247

Emily O’Donnell Area Manager, Coromandel Peter Russell Julie Beaufill Programme Manager, RPMS Operations Division Manager - Hauraki/Coromandel

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Doc # 3129741

Report to Coromandel Liaison Zone Subcommittee

File No: 03 02 35

Date: 30 July 2014


From: Group Manager, Biosecurity-Heritage

Subject: Briefing on Regional Pest Management Plan

1 Purpose

A verbal presentation will be made at the committee meeting to update members on the content of the Regional Pest Management Plan (RPMP).

2 Recommendation

That this report (document number 3129741, dated 30 July 2014) be received for information.

3 Introduction

The Regional Pest management Plan is the fourth iteration of the regions pest management approach since the Biosecurity Act was enacted in 1993. It sets out the pest plant and pest animal species that will be managed, how they will be managed (e.g. control rules imposing obligations on land occupiers) and includes indicative funding mechanisms. The process of developing this Regional Pest Management Plan involved stakeholder and public consultation, receiving and analysing submissions, cost/benefit analysis and the resolution of four appeals. This process took from October 2012 to June 2014. Council is to seal the final document at their August meeting. The verbal presentation will cover the key principles of pest management, means of achieving pest control, new pest species and changes from the previous plan. Copies of the plan will be available on www.waikatoregion.govt.nz once Council has sealed the plan. JH Simmons Group Manager, Biosecurity-Heritage

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http://www.waikatoregion.govt.nz/

Doc # 3126483

Report to Coromandel Catchment Subcommittee

File No: Z21 068

Date: 1 August 2014


From: Group Manager – Scott Fowlds

Subject: 2015 LTP – Coromandel Zone

Section: A (Committee has delegated authority to make decision)

1 Purpose The purpose of this report is to commence discussions that will assist in the development of the Waikato Regional Council’s 2015 Long Term Plan (LTP). The intention is to identify changes and developments within the zone since the adoption of the 2012 LTP and/or matters not currently provided for which have relevance to the upcoming LTP.

2 Recommendation

1. That the report ‘2015 LTP – Coromandel Zone’ (Doc #3126483) dated 1 August 2014 be received for information.

2. That staff provide a report to the November 2014 Coromandel Liaison Subcommittee meeting on the key issues to be addressed in the 2015 Long Term Plan.

3 Background Every three years the council prepares a Long Term Plan. The 2014/15 Annual Plan (which will be adopted in June) represents the final year of the current (2012) LTP. Development of the next LTP commences this year with the Draft LTP expected to be adopted in March 2015 and final LTP in June 2015. The LTP sets out council’s priorities, work programmes, budgets and funding arrangements for the following 10 year period, in this case 2015 – 2025. A higher level of detail is provided for the first three years of the plan 2015 - 2017. Input from the subcommittee is sought in the development of the Coromandel Zone activities and programmes, focussing on the coming three years particularly. This is also an opportunity to reflect on the current levels of service provided across the zone.

4 Council’s strategic direction Council has reviewed its mission, vision and strategic objectives since the last LTP and this is shown in Appendix I. In developing the council’s strategic direction the following ‘Drivers for Change’ were identified. These are described in more detail in Appendix II:

1. Natural resource constraints

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2. Economic trends 3. Changing community values and trends 4. Demographic changes 5. Iwi Maori influence 6. Regional risks 7. Local government change.

5 Zone objectives and priorities The Coromandel zone objectives below, and as set out in the Coromandel Zone Plan, are those originally developed for the Peninsula Project by the four partner organisations (Waikato Regional Council, Thames-Coromandel District Council, Hauraki Maori Trust Board, Department of Conservation):

“Over the next 20 years, the Peninsula Project will have far-reaching benefits for both the environment and the people who live and holiday on the Peninsula. It will:

Better protect people, property and essential services from flooding

Reduce sedimentation in rivers, harbours and estuaries

Improve water quality

Reduce plant and animal pests such as possums and goats

Improve the diversity and habitat of plants and animals

Improve and stabilise catchments

Sustain the mauri of the Peninsula from the mountain ranges to the sea.” Priority is normally given to catchments where there are high levels of soil erosion, land loss, river instability and/or flooding risks, or high downstream environmental effects including sedimentation and water quality deterioration. Community demand and support for work is also considered in priority setting. The highest priority management areas are Whangamata, Wharekawa, Tairua, Whitianga, Whangapoua and Thames Coast/Coromandel. In recognition of increasing pressures on the coastal environment, increasing demand from communities for services and as an implementation tool to deliver on key strategic and policy directions, Harbour and Catchment Management Plans are being developed for these areas.

6 Zone developments and issues At this stage the only significant potential change for the Coromandel Zone programme and activities through the upcoming LTP process relates to marine biosecurity. Key issues for consideration as the LTP develops are:

6.1 Zone Disaster Recovery funding

As noted in a separate report (‘Disaster Recovery Fund Application – Northern Coromandel Flood Event, June 2014, #3125364), as part of the development of the 2014/15 Draft Annual Plan the council reviewed the level of zone disaster recovery reserves and the provision for establishing the zone disaster recovery reserves was removed in those zones where sufficient funds were held against the reserving levels identified. As a result, the 1% contribution to the Coromandel Zone disaster recovery reserve was removed from the annual rates requirement for the Coromandel Zone. The northern Coromandel storm event has highlighted that a single event can require a high level of response attracting additional costs beyond the annual operational programme and budgets. As part of the 2015 LTP, a review of both the Zone and Disaster recovery reserve provisions will be undertaken. This is to consider whether the current structure and level of funding remains appropriate. Factors that may influence the level of reserving required include:

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Increase in asset replacement costs, and the impact that this has on costs of recovery if such assets are damaged

Updated risk modelling Consideration of the funding required for non-asset based damage Impact of the council’s revised insurance cover. At the time of the 2012 LTP, the council

was a member of the Local Authority Protection Programme. Since then, the council has moved to a commercial insurance model which has resulted in a lower deductible (excess) payable in case of damage to insured assets. This needs to be reflected in the required reserve balances.

As part of the proposed review, further information will be provided to the subcommittee for their feedback at the November meeting.

6.2 Coastal erosion

Recent storm events have highlighted the challenges associated with this issue, particularly in Mercury Bay. Waikato Regional Council is committed to working closely with Thames-Coromandel District Council (TCDC) and local communities to manage coastal hazard risks, such as erosion and flooding, in the face of any increased sea level and climate change pressures. The council’s role has been to research the specific causes of erosion as part of its hazard management functions and work in a variety of ways to help TCDC and local communities better understand and manage the various hazards and risks. Also, as part of its regulatory role WRC assesses the likely environmental effects of resource consent applications for “hard” structures, such as sea walls, and grants resource consent for such structures and beach replenishment where appropriate. There are a number of challenges with this issue including balancing the protection of land and land-based assets with maintaining the natural character of beaches which are central to the attractiveness of coastal settlements.

The ways in which the regional council has been helping manage erosion issues so far include:

Advice to TCDC on “set back lines” to help avoid development in erosion-prone areas. $150,000 set aside for research into what can be done to manage coastal erosion in

Mercury Bay in ways that won’t adversely affect beaches and still protect the land. The granting of a widespread consent to TCDC for “beach scraping” whereby sand can be

moved around to help manage erosion. For example, erosion at Whangapoua during recent storms would have been more severe without works carried out after another big weather event in 2008.

The Beachcare programme for dune restoration on the east coast which has planted and restored previously degraded dunes in many areas.

Working closely with TCDC staff and politicians to take a strategic, long-term view of how best to manage erosion issues going forward.

TCDC has conveyed that whilst they are appreciative of the scientific support the council is providing around this issue, they are also seeking financial assistance for physical works and remediation. Through the Long Term Plan process the regional council will consider what further role it might play in managing coastal hazard risks in coastal communities. A first step in this process is a joint WRC/TCDC council workshop to be held on this topic at the end of September 2014.

6.3 Biosecurity and biodiversity

The LTP focus will be on the following new projects or issues: Marine biosecurity and marine pathway plans Kauri die back disease Coromandel advisory pest services role Saltwater paspalum control Community funding

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Marine biosecurity – Waikato’s marine ecosystems are at risk from marine pests. MPI’s National Plan of Action says regional councils are to be responsible for the management of pest species already established in NZ. The mussel/oyster farming industry is worth $50 million p.a. to the regional economy. Marine biosecurity cannot be managed by industry alone. WRC has little capacity for marine biosecurity. This was demonstrated when Mediterranean fanworm (sabella) was found in Coromandel Harbour on two barges. WRC, with MPI, responded to protect ‘local values’. However, WRC has no ability to recover costs from the barge owner. This is still the case today, WRC has no rules/regulations for these situations, nor can we recover costs. This exposes WRC to considerable financial, operational and reputational risk. Under the 2015 LTP it is proposed that an increased contracted services budget be provided along with a half Full Time Employee to enable WRC to manage marine pests. Implementation of Biosecurity Act section100 small scale pest management programmes (rules and regulations) will run parallel to this. This will enable Council to undertake harbour surveillance and vessels and structures to find and manage pest incursions before they become established. It will also enable Council to participate in the development of a National Domestic Pathway Management Plan (PMP), as endorsed by CE’s through the UNISA forum. Years 1-3 of LTP =$605,000:

• MPI contribute to sabella incursion $35k p.a until end of 2016/17 • seek contributions from industry rising from $5k to $30k p.a over LTP period • other RC’s and MPI will jointly fund the development of a PMP. • vessel and structure owners responsible for funding compliance with proposed

rules/regulations. (e.g. antifouling of recreational vessels) Kauri dieback disease – PTA has been discovered at two sites on the Coromandel Peninsula and it is likely that more sites will be discovered over the first three LTP years. The WRC contribution to the wider programme increases for 2014/15 from $23k to $75k. It is not anticipated that increased expenditure would be required at this point but that situation could change depending on the responses needed. Other work happening in the interim is:

Work with rural landholders with bush blocks and provide advice as to how they can best protect their kauri (e.g. fencing off); Support the work of the Coromandel community forum; Encourage district councils to include kauri dieback measures in their resource consent processes; and Support Thames-Coromandel District Council initiatives at their reserves and other managed public areas.

Advisory pest services – 2013/14 contract completed by 30th June 2014 but will not be continuing for 2014/15 or beyond. Pest control priorities in the Coromandel area have changed significantly in the last year. The Mediterranean fanworm, was discovered in Coromandel harbour and council is committed at this point to attempt to eradicate and stop its spread to other harbours. Increased funding is needed for this activity as well as possible increases to PTA responses if more finds are made on the peninsula. Saltwater paspalum – Saltwater paspalum control has taken place at several sites on the Coromandel in recent years, including a trial site at Wharekawa where new control techniques have been tested to ensure ongoing efficiency in dealing with this wide-spread plant pest. A region-wide saltwater paspalum prioritisation report has recently been completed by a consultant, and staff will soon meet to discuss the recommendations in this report and prioritise sites for saltwater paspalum control work across the region in the coming years. There is currently no specific funding identified for control work, other than that provided at a project level by River and Catchment Services and Biosecurity – the level of funding and how it is funded will be considered through the LTP process.

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Community funding – As part of the long-term plan development, WRC is looking at how it might better support community groups involved in ecological restoration around the region. In past annual plan submissions and a recent workshop in Thames, groups told the council that it is very difficult to find funding for ongoing operational costs. This makes it hard for them to do business planning or make commitments more than one year ahead (if that). One issue for WRC to consider is how to align what groups want to do individually with a strategic plan for biodiversity across the region, including how council-supported projects would fit with DOC’s partnership programmes. Another issue is balancing the amount of funds committed over the long term to a certain number of groups’ operating costs with funding available to support or start new groups. An options paper is expected to go to council in October or November.

6.4 Coromandel Zone reserves

A reserve fund is maintained in relation to the Coromandel zone to ensure that funding collected for the purpose of planned work is spent for that purpose. The reserve balance is considered in the following components:

Operating reserve – tracks the difference between actual and planned operating revenue and expenditure

Capital reserve – tracks the long-term repayment of the cost of capital works undertaken within the zone. Repayment of capital may be through a targeted rate for new capital works, or depreciation for the renewal or replacement of existing assets.

Zone disaster recovery reserve – funds accumulated by the reserve to provide for the costs to respond to damage caused by natural weather events up to a 5% AEP.

At 30 June 2014, the zone reserve balance was $(619,913). Based on the 2014/15 Annual Plan, the projected reserve balance at 30 June 2015 is $(976,000). A regional review is currently being undertaken to assess the reserve positions for each zone leading into the LTP development. A detailed report on the Coromandel Zone position will be provided to the subcommittee at the November meeting.

7 Summary The Long Term Plan process provides an opportunity for the subcommittee to review the current programme and priorities. Consideration needs to be given to achieving alignment between council’s strategic direction and the Coromandel Zone objectives and current programme. Staff will investigate the key matters identified in this report, and any additional agreed by the subcommittee, and provide further information at the November meeting. Julie Beaufill Peter Russell Hauraki/Coromandel Division Manager Biosecurity Operations Manager

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Appendix I

Waikato Regional Council Vision, Mission and Outcomes

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Appendix II – External Drivers for Change

1. Natural resource constraints Little opportunity for more productive land to be made available - need to achieve greater

productivity from existing land

Increasing urbanisation poses threat to existing productive land

Continued pressure on the region’s natural resources from land use intensification and urban growth (including Auckland). Impact on water (quality and quantity), soils (e.g. peat shrinkage), coastal and marine (e.g. use conflicts) and biodiversity.

Increasingly central government policy recognises the need to address resource constraints.

Future sources of energy - pressure for hydro, wind, geo-thermal, wood, and alternative energy sources.

2. Economic trends

Waikato economy is not meeting its potential, and is highly dependent on the performance of the national and global economies.

Need to be clearer about our economic strengths Globalisation - on trade, technology, consumer expectations Need greater international competitiveness e.g. to be price competitive WRC seen as a principle agent and likely to come under increased pressure to provide

resourcing Decreasing ability for government to have an impact on the economy Strong dairy industry seen as a driver of economy and needs to increase to help improve

the national economy - creates increased environmental pressure from intensive farming.

3. Changing community values and expectations What is important to the community and their expectations of Council, continue to evolve

with each generation. Independent surveys over past 10 years indicate Waikato people are most concerned about job and business opportunities, financial and economic matters, and the environment.

A focus on water quality appears to overshadow many other environmental issues. People see competing uses for water, allocation of water, water quality and associated environmental concerns as having a major impact on the economic and social wellbeing of the region.

4. Demographic changes

Waikato is facing the national trends of aging population, rural depopulation, and increasing young Maori population. Over the next 20 years the population of over 65 year olds will increase by 84 per cent.

While 95 per cent of the region’s growth will be in the Future Proof area (Waipa, Hamilton and Waikato districts), the annual growth of this area is estimated to be less than 1 per cent per annum over the next 20 years.

Increasingly, Auckland’s population growth is impacting on the Waikato. With the increasing needs of Auckland and metropolitan areas like Hamilton - who should

get the limited water allocation e.g. urban centres or industries? Ageing population with limited incomes will increase the challenge territorial authorities will

be under to maintain affordability. This may increase the risk of ‘unaffordable’ treatment systems threatening the environment.

Both increasing urbanisation and aging populations will result in different transportation needs.

5. Iwi Maori influence

The political and economic influence of Iwi will continue to increase, particularly following Treaty settlements.

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Future Treaty settlements are likely to require increased governance input by Iwi and effective relationship management.

6. Regional Risks

The major Waikato risks relate to civil defence (e.g. volcanic, flooding, tsunami), biosecurity (e.g. fanworm, varroa mite), and the impacts of climate change (e.g. coastal erosion, droughts, soil fertility, and intensive storm events).

Complex issues need a strong information base and greater collaboration between stakeholders

7. Local government change

In response to community pressure and the challenging economic climate, the government commenced an eight point reform programme for local government in March 2012. This is part of the government’s broader programme for building a more productive, competitive economy and better public services.

Changes have also been made to the Land Transport Management Act and are being made to the Resource Management Act.

Council needs to respond to the government’s agenda by ensuring it is undertaking functions that are efficient, effective and appropriate. There is a strong push towards better outcome measurement and benchmarking.

The Local Government Commission has received applications for reform in some other regions. While reform conversations have commenced in the Waikato, the current focus has been on collaboration, in particular increased shared services and combined planning. The prospect of reform together with complex regional issues is likely to precipitate a stronger demand for collaboration and shared services and accordingly the associated resource to develop these.

There is an increasing focus on the need for the benefits of achieving better outcomes at a regional level but in tandem with greater local governance and place-shaping at a community level.

The context of local government reform it is likely to affect WRC relationships with territorial authorities. This may require different ways of building relationships and undertaking our business.

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Doc # 3133000

Report to Coromandel Zone Liaison Subcommittee – To be received

Date: 11 August 2014

To: The Chair

From: The Chief Executive

Subject: WRC's strategic direction Purpose This report is to inform the Coromandel Zone Liaison Subcommittee of the council’s strategic direction for this triennium. Recommendation:

That the report ‘WRC’s strategic direction’ (Doc #3133000 dated 11 August 2014) be received for information.

Background In February 2014, Waikato Regional Council adopted a new strategic direction to guide work over the current council’s term. To ensure it continues to effectively address current issues, council reviews its strategic direction at the start of each new council term. A copy of the strategic direction highlights is set out in the appendix. A verbal overview will be provided to the committee.

Vaughan Payne Chief Executive Waikato Regional Council

Attachments Council’s strategic direction 2012-2015

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WAIKATO REGIONAL COUNCIL’S STRATEGIC DIRECTION

2013-16

68

ContentsFrom the Chairperson 1

Future change drivers 2

Vision 3

Mission 3

Council outcomes 4

Priority areas 4

Values 13

Critical success factors 13

Review of strategic direction 13

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The Waikato region is rich in natural assets such as fresh water, productive soils, clean air, geothermal systems and a healthy marine environment. The region also has key infrastructure such as transport networks and flood control schemes. These are vital to our wellbeing, environment and economy.

The regional council spans all local council boundaries, and works alongside them to manage and maximise the many values of our resources and communities. A prime example is the people, property, transport corridors and productive land that have been protected by the council’s river and catchment management work.

This strategic direction sets priorities for our work up until 2016. It reflects community desires and needs, and is reviewed and shaped by our councillors every three years.

Working with others is vital at every step. To make our region an even better place to live, work and play requires coordinated effort from numerous agencies and individuals. To realise our potential, the council needs to work with others to address some of the issues that cannot be solved by the council alone.

The council confirmed this strategic direction and priorities for the current triennium on 27 February 2014, taking into account the recent Local Government Act amendments and other future change drivers.

This strategic direction conveys the council’s aspirations for the region and its people, and the part we can play in developing a successful region for us all.

Paula Southgate

ChairpersonWaikato Regional Council

From the Chairperson

Working with others is vital at every step.

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What impacts the Waikato region?

Changing values, perceptions and ideas

Changing values, ideas and information technologies are

changing people’s expectations of involvement in the world around

them and the way services can be delivered.

Natural resource constraintsIntensified land use, urban growth

and other activities continue to place pressure on natural resources such as water, soil, coasts and marine areas.

Iwi Māori influenceThe political and economic

influence of iwi and Māori will continue to increase, particularly

following Treaty settlements.

Economic trendsThe Waikato’s regional economic

story is one of unrealised opportunities and is highly

dependent on national and global economies’ performance.

Demographic changesWe have an ageing population,

rural depopulation, a growing urban population and our young Māori

population is increasing.

Local government changeCentral government has a local government reform programme and Resource Management Act

changes underway. Changes have been made to the Land Transport Management Act.

Regional risksOur major risks are civil defence emergencies, such as flooding,

biosecurity incursions and climate change impacts such as drought.

Future change driversWaikato Regional Council and the rest of the Waikato region are impacted by future

drivers for change. The council has taken these into account in setting its strategic

direction.

Key drivers that will change the council’s operating environment over the next three to five years

Future change drivers

The council’s work over the coming years is also partly directed by commitments it has made as a result of consultation on policy statements and plans, and by commitments made with other parties.

The council has consulted, received submissions and made public commitments on its future direction by way of a number of policy statements and plans. The most significant are the Waikato Regional Policy Statement, the 2012-2022 Long Term Plan, the Waikato Regional Pest Management Strategy and zone management plans.

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Internal driversWaikato Regional Council has consulted, received submissions, and made public commitments on its future direction by way of a number of policy statements and plans. The following are considered to be the most significant:

• Waikato Regional Policy Statement

• Long Term Plan 2012-2022

• Waikato Regional Pest Management Strategy 2008-2013

• zone management plans.

There are also a number of public commitments made jointly with other parties. These include in the areas of:

• civil defence, such as the Waikato Civil Defence Emergency Management Group Plan

• transport, such as the Waikato Regional Land Transport Strategy

• public transport, such as the Waikato Regional Public Transport Plan

• growth management, such as Future Proof

• co-management, such as joint management agreements.

VisionWaikato Regional Council’s vision for the Waikato region is: Competing globally, caring locallyThe Waikato plays an important role in New Zealand’s performance internationally. Strong local communities with healthy environments are behind our contribution nationally, and also position us to take advantage of global opportunities. To help achieve our vision of ‘Competing globally, caring locally’ the council is focused on supporting a strong, export-driven economy, underpinned by a healthy environment.

Mission The council adopted the following mission (its role in achieving the Vision) at its meeting on 31 October 2013:

Working with others to build a Waikato that has a healthy environment, strong

economy and vibrant communities Working together toward common goals is vital for a successful region. The environmental, economic and social issues our region is facing are complex and interlinked and can only be resolved through the combined resources of many different agencies working in concert.

Waikato Regional Council will continue to collaborate with businesses, industry groups, central and local government, tertiary education and research providers, and commercialisation and economic development agencies to create conditions for our region to compete globally, care locally.

It will also continue to support and work with community groups so communities can achieve things that are important to them and to Waikato Regional Council.

Photo: The Gallagher Great Race/Barker Photography.

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Priority areasWaikato Regional Council will focus

attention on five priority areas

to achieve its outcomes, while

continuing to deliver on our other

work. This includes managing and

regulating the use of all natural

resources, controlling plant and

animal pests, enhancing biodiversity,

minimising flooding and erosion,

coordinating civil defence emergency

management, improving safety

on waterways, coordinating

public transport and road safety,

preventing pollution and managing

contaminated sites.

Council outcomesThe following interim outcomes, stating what the council aims to achieve in the long term, have been set ahead of the 2015-2025 Long Term Plan. They will be further reviewed and further refined as part of the plan.

• Manage the region’s water resource to meet the communities’ needs for today and the future.

• Protect and improve the quality of Waikato’s natural environment.

• Encourage our communities to appreciate and take pride in the region’s heritage, landforms, freshwater and marine environment.

• Build business friendly council services and encourage business and employment opportunities within the region.

• Protect our people, property and economy from hazards and pests.

• Enable a safe, efficient and effective transport service and network.

• Encourage community partnerships for greater participation and investment in the region.

• Collaborate with others to achieve integrated land use and infrastructure planning.

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5

Land and water

The complex issue of sustaining the

region’s land and fresh water, which

form the backbone of our economy,

continues to be a priority. Water is our

most precious resource and throughout

the world is increasingly threatened

by pollution and over-allocation.

Water pollution is consistently

our community’s number one

environmental concern.

Why it’s a priorityWater quality varies across the Waikato region from excellent to poor. This is largely due to variations in land use type and intensity, and also due to geology. In less developed parts of the region conditions are excellent and there have been few signs of deterioration. But water quality is poorer in intensively farmed areas. In some areas, urban and other non-agricultural point sources also contribute to poor water quality.

In water bodies across the region, slowly but steadily rising levels of nitrogen over the last 20 years are cause for concern. Nitrogen in groundwater can take decades to emerge into surface water, and this indicator of water quality will worsen before it improves. Levels of micro-organisms are moderate to high, but stable. Sediment levels are high in places, and phosphorus levels vary.

Demand for surface and groundwater has grown substantially in the Waikato in recent years. Leaving sufficient water to flow naturally is considered necessary to ensure that natural systems such as the Waikato River remain healthy and continue to provide many services and amenities such as electricity generation, fisheries, clean water for swimming and boating facilities.

The region’s high quality soils are under threat from growth and land use intensification in the primary production sector. More intensive farming relies on fertilisers to support higher levels of pasture growth, and this, combined with higher stocking rates, affects soil quality. Critical soil quality issues include widespread compaction (loss of spaces within the soil) under pasture, excessive or deficient nutrient status under pasture and arable cropping, loss of soil carbon and accumulation of metals and farming chemicals in land under arable cropping, horticulture and pasture.

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What we’re doingOur priority initiatives for 2013-16 are:

• Implement land and water components of the Regional Policy Statement through delivery of the Land and Water Strategy.

• Develop a joint implementation plan integrating the strategies of key stakeholders and funding bodies implementing the Vision and Strategy for the Waikato and Waipa River.

• Under the Healthy Rivers: Plan for Change/Wai Ora: He Rautaki Whakapaipia project, publicly notify a proposed plan change that sets limits and targets for water quality in the Waikato and Waipa River catchments.

• Progressively prepare and implement zone management plans that are integrated across council functions.

You can find out more about these initiatives and some of our other work in this area at:

• waikatoregion.govt.nz/riverandcatchment

• waikatoregion.govt.nz/healthyrivers

• waikatoregion.govt.nz/forfarmers

• waikatoregion.govt.nz/zoneplans

• waikatoregion.govt.nz/taupo

• waikatoregion.govt.nz/waterallocation

What you can do

In town• Use no more fertiliser than required. Over-fertilising can

result in excess nutrients washing into waterways.

• Compost grass clippings with other garden waste in a compost bin or use a mulching mower and spread this natural fertiliser over the whole lawn. Piles of grass clipping create nitrogen leaching hot spots.

• Only spray pesticide on a fine, calm, warm day. The weeds will absorb the pesticide before rain can wash it into waterways.

• Wash your car on the grass so the soil will break down the detergents and residues. Otherwise they will go into stormwater drains and into rivers.

• Mulching your garden conserves soil moisture and means less watering.

On farm• Test your soil and use a nutrient budget so you don’t

apply more nitrogen and phosphorus than needed.

• Use feed pads, stand offs or herd homes to minimise damage to paddocks during winter. Pugging and compaction reduces grass growth and leads to more faecal micro-organisms and nutrients in run off.

• Collect animal effluent in winter and store it for use in spring. Plants not actively growing in winter can’t use nutrients, so any excess nutrients wash into waterways.

• Use fencing to stop animals depositing effluent in streams, trampling banks and damaging stream beds. Planting alongside waterways improves biodiversity and helps to reduce contaminants entering the water.

• Manage the soil types on your property appropriately. For example, soils prone to erosion require careful management to prevent sediment entering waterways.

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Coastal and marine

Our 10,000km2 of coastal marine

area, stretching to 22km offshore, is a

significant economic and social asset.

Our coast and marine environment are

highly valued for their recreation, food

gathering, aesthetic, conservation and

commercial opportunities.

Why it’s a priorityAllocation of marine space is an increasing issue in areas such as the Hauraki Gulf. Coastal marine areas such as this can be subjected to conflicting demands for a range of uses including aquaculture, shipping, energy and marinas and moorings. The aquaculture industry has grown considerably and is projected to continue doing so. On top of these demands, significant features or ecosystems may require protection.

Land use and pollution affects water quality and estuary health. Increasing amounts of sediment in estuaries and harbours can cause decline in shellfish, changes to habitat and spread of mangroves.

Coastal erosion is evident in many of the Waikato’s coastal areas. Much of our coastal development has occurred too close to the sea and climate change will cause a significant rise in sea level that will impact these communities.


• Work with other agencies to develop a marine spatial plan to safeguard the Hauraki Gulf as part of the Sea Change - Tai Timu Tai Pari project.

• Initiate the review of the regional coastal plan.

• Develop a Waikato Coastal and Marine Strategy and a Waikato Aquaculture Strategy.

• Protect our harbours by taking an integrated management approach and implement harbour and catchment management plans for Whangamata, Wharekawa, Tairua and Whangapoua, then for other harbours on the Coromandel Peninsula and within the region.

• Review coastal and marine activities to ensure all activities are aligned with the strategic direction, meeting statutory responsibilities and providing value for money.

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• www.seachange.org.nz

• waikatoregion.govt.nz/beachcare

• waikatoregion.govt.nz/whangamata

• waikatoregion.govt.nz/ CookStreamPlan

• www.waikatoregion.govt.nz/coromandelblueprint

What you can do• Sign up and get involved in Sea Change - Tai

Timu Tai Pari at www.seachange.org.nz.

• Join a beachcare group to restore degraded dunes with native coastal vegetation. Freephone Waikato Regional Council on 0800 800 401 to find out about your local beachcare group.

• If you own coastal property, ensure you protect it and people by complying with any rules in your local council’s district plan that cover activities on your property.

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9

Regional development

The Waikato region has a prime location

and the quality of its businesses, people

and natural assets have potential yet to

be realised. Only by working together

can we achieve this potential, and

develop as a region in a way that lifts

the quality of our environment and the

social and economic wellbeing of our

communities.

Why it’s a priorityThe Waikato region is increasingly facing natural resource constraints. There are pressures on our soil, water, air, coastal areas, biodiversity and other natural resources, and some trends are worsening. Green growth – developing our economy without harming the environment upon which it depends – is important for our future.

The region already has most of the ingredients needed for success. Coordinated effort is required for us to develop into a successful region. The council is well placed to facilitate the development of the region with territorial authorities, iwi, neighbouring regional councils, central government and key stakeholders.


• Address regionally significant issues and opportunities, including through the development and implementation of the Waikato Spatial Plan, the Regional Economic Development Strategy and other Waikato Mayoral Forum workstreams and Upper North Island Strategic Alliance projects.

• Work collaboratively with Auckland Council to proactively plan for the needs of both regions.

• Take a green growth approach to Waikato Regional Council activities.

You can find out more about the Regional Economic Development Strategy at www.waikatoregion.govt.nz/economicstrategy

What you can do• View the Waikato regional economic profile highlights

brochure or the full report at www.waikatoregion.govt.nz/tr201237. The profile aims to achieve a shared understanding of the economic issues and opportunities facing the Waikato region, so that these can be addressed collaboratively.

Coordinated eort is required for us to

develop into a successful region.

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10

Iwi Māori co-governance

The Waikato region is home to the

second highest Māori population in

New Zealand. A number of Treaty of

Waitangi negotiations are settled or

are underway with the Crown. Working

together with iwi to implement

these settlements continues to be an

important area for Waikato Regional

Council.

Why it’s a priorityWaikato Regional Council already has a number of co-governance and co-management agreements with iwi regarding their participation in natural resource management decision making.

We have been working to incorporate the legislative requirements of Treaty settlements into our day-to-day business processes, aiming for iwi partnerships to become ‘business as usual’.

In addition, a number of Treaty negotiations are likely to be settled in the next few years, which will result in further co-governance requirements. Settlements with Ngāti Hauā and Ngāti Korokī Kahukura are expected by 2015, and with the Hauraki Collective, representing the 12 iwi of Hauraki, in 2016.

The council will continue to work with our iwi partners to implement Treaty settlements, including implementing joint management agreements, advancing the Vision and Strategy for the Waikato River, and supporting our new Māori councillors.


• Support Hauraki Collective negotiations.

• Continue to meet Treaty of Waitangi settlement requirements.


• waikatoregion.govt.nz/co-management

• waikatoregion.govt.nz/tairangawhenua

What you can do• Find out more at www.waikatoregion.govt.nz/iwi

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Community partnerships

Collaboration with other agencies and

the people of the Waikato is vital to

achieve economic, environmental and

social results. Our community is the

region’s greatest asset, with about 40

per cent of us involved in volunteer

work.

Why it’s a priorityThe council exists to serve the interests of the region’s people. Waikato Regional Council can directly support communities to achieve what’s important to them. The council can also work together with other agencies to fulfil communities’ objectives.

We can empower communities to solve problems and to achieve their aims by providing information, skills, funding or materials or even working in partnership with a community group.

The importance Waikato Regional Council places on collaboration is reflected in our mission on page 3. By pooling our efforts with other agencies we can achieve more for the community.


• Work with others to achieve shared objectives, including by:

• supporting community initiatives that align with council outcomes

• increasing delegation to catchment liaison zone subcommittees.

• Develop and maintain agreements with organisations sharing our sense of purpose to help achieve our strategic direction.

• Make technical information available to the public in a user-friendly manner so our communities can be informed and engaged with regional issues.


• waikatoregion.govt.nz/cls

• waikatoregion.govt.nz/acre

• waikatoregion.govt.nz/landcare

• waikatoregion.govt.nz/beachcare

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What you can do• Visit makearipple.co.nz to find out about the Waikato

people who are working to create and maintain a healthy environment for us all to enjoy. Community action groups all over the Waikato are always on the lookout for volunteers.

By pooling our eorts with other agencies we can achieve more for the community.

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ValuesWaikato Regional Council’s three values of being responsible, effective and respectful guide both our decisions and behavious. They align with the 15 principles of good governance detailed in Section 14 of the Local Government Act.

RESPONSIBLE

EFFECTIVE

RESPECTFUL

Our people model the highest standards of personal and professional behaviour in all job-related activities.

• We take responsibility for our actions.

• We make, rational, realistic and timely decisions based on sound information.

• We support our colleagues and we support our organisation and its goals.

We always aim to give the best we can.

• We persevere until the matter is resolved.

• We come up with innovative and practical solutions.

• We consistently deliver high quality results.

Showing others respect is the basis of all our behaviour.

• We are honest and diplomatic.

• We are assertive without being aggressive.

• We are mindful of how our actions and words impact on others.

ACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECTACTING WITH RESPECT

DOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THINGDOING THE RIGHT THING

MAKING A MAKING A MAKING A MAKING A MAKING A MAKING A MAKING A MAKING A MAKING A DIFFERENCEDIFFERENCEDIFFERENCEDIFFERENCEDIFFERENCEDIFFERENCEDIFFERENCEDIFFERENCEDIFFERENCEDIFFERENCEDIFFERENCEDIFFERENCEDIFFERENCEDIFFERENCEKia toa

Kia tika

Kia tau

We always aim to do what’s right for the Waikato region, now and in the future. Through our

elected council, we are accountable to our communities and stakeholders.

We share knowledge, make well-informed decisions based on good information. We

listen carefully, look for solutions and remain open to new ideas.

We take responsibility for our own actions and trust others to do the same.

We put safety first for ourselves and others.

While we are realistic about what we can achieve today, we are mindful of the effect our

decisions and actions will have on future generations.

For this reason, we always strive to make a positive difference.

High performance, innovation and adaptability are vital to our success. We build on our

strengths and support each other to be the very best we can be at work. We appreciate

our successes and those of others.

The services we provide enable regional development and preserve the natural

environment in ways that improve quality of life.

Above all, we are purposeful and ethical in all we say and do. We behave in ways that

keep the public’s trust and respect.

We are direct, honest and courteous in all our relationships.

Within our organisation, we create a working environment which is enabling, supportive

and inclusive so that each of us is valued for the differences, skills and experiences we

bring to the workplace.

Work-life balance is a strong focus of our culture. We support our people to put family first

and take pride in the roles they fulfil in their communities through the environmental, social

and cultural activities that make the Waikato region a richer place.

Critical success factorsThe following are key factors that will determine whether Waikato Regional Council is successful in achieving its strategic direction:

• Performance – communicating clearly and delivering effective results and value to our community.

• Efficiency – demonstrating efficient delivery and governance of council services.

• Innovation – lifting our region’s wellbeing by doing things differently, and being courageous and agile.

• Collaboration – working with others to achieve shared objectives.

• Resources – having the appropriate resources to lift our performance

• Alignment – strong alignment between the council and the organisation, with all staff understanding how their work helps achieve the council’s mission

Review of strategic directionProgress towards meeting the council’s mission and priorities will be measured on an annual basis, with reference to the critical success factors and long term trends for the Waikato region.

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C O M P E T I N G G L O B A L L Y

C A R I N G L O C A L L Y

Private Bag 3038 Waikato Mail Centre Hamilton 3240 New Zealand

Freephone 0800 800 [email protected]

Waikato Regional Council

Printed July 2014

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Doc # 3133940


File No: Z21 068

Date: 8 August 2014

To: Chief Executive

From: Group Managers – River and Catchment Services, Biosecurity Natural Heritage

Subject: Upcoming agenda Items 2014/15

1 Purpose

To provide an opportunity to discuss items identified to date for subcommittee meetings in 2014 as well as identify any other items to be reported or considered by the subcommittee.

2 Recommendation

That this report ‘Upcoming agenda Items 2014/15’ (Doc# 3133940) dated 8 August 2014 be received.

3 Agenda items

The following table sets out those issues expected to be reported to the subcommittee during 2014/15. Members may wish to identify additional items to be reported.

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Doc # 3133940 Page 2

Coromandel Liaison Subcommittee Indicative agenda items for 2014/15 Issue Comment NOVEMBER 2015 Long Term Plan

Continued input to this process on programme and key issues

Harbour and Catchment Management Plan – where to next

Input from subcommittee on which harbour and catchment should a plan be developed for next.

Marine Oil Spills

Discussion on marine oil spill prevention and response and key issues relating to the Coromandel

Pest Control Options around settlements Information on current pest control options and opportunity to discuss approach. Member report

Opportunity for a subcommittee member to present on a topic of relevance to the subcommittee.

FEBRUARY Whangapoua Harbour and Catchment Management Plan DRAFT

Discussion on the draft plan, direction and key findings. Subcommittee input towards finalising.

2015 Long Term Plan Submission

Formal submissions provide an opportunity for the subcommittee to have a say on the Draft LTP.

Member report

Opportunity for a subcommittee member to present on a topic of relevance to the subcommittee.

Emily O’Donnell Julie Beaufill Peter Russell Zone Manager Divisional Manager Programme Manager, Biosecurity/Heritage

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coromandel liaison zone subcommittee · 2016. 11. 24. · coromandel liaison zone subcommittee ....

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