moved by mayor gray, seconded by councillor bond and ... · web viewminutes to be confirmed; page...

KAIKOURA DISTRICT COUNCIL MEETINGDate: 28 March 2019

Time 10:00am

Location COUNCIL CHAMBERS, 96 WEST END, KAIKOURA.

AGENDA

1. Apologies

2. Declarations of Interest

3. *Public Forum – Session for members of the public wishing to comment on items included in this agenda

4. Matters of Importance to be raised as Urgent Business

5. Minutes to be Confirmed; page - Council 30 January 2019- Council 27 February 2019

6. Minutes Action List

Action Required By Progress

List of suitable site for Basket Ball pad Community/Youth Development Officer

Ongoing with Youth Council

Quarterly report and report on KET structure

CEO Discussed – board report circulated. SOI included in agenda.

Costs to tidy up Wakatu Quay Community Facilities Engineer

March – included in Annual Plan

Next steps re Fernleigh - infrastructure Asset Manager In progress

IWK Annual report & KDC Annual report

CEO Audit Technical Report received and planned adoption for April 2019.

Additional debtors information Finance and Commercial Manager

In progress

Fish Tank Lodge veranda Building and Regulatory Manager

Two attempt to contact owner. No contact made as yet. Ongoing

Freedom Camping wheel clamping in Queenstown – update

Council To be discussed as part of Annual Plan and LoS provided for responsible camping

Action Required By Progress

2nd half of year Corporate Calendar Executive Assistant In progress

Rorrinsons Road update Was there going to be an extension to cycle track?

Community Facilities Engineer

In progress

7. Kotahitanga Alliance Strategy Report page

8. Horizontal Infrastructure Rebuild Programme Report page

9. 2019 Triennial Elections page

10. Repurposing of Temporary Accommodation Units

page

11. Kaikoura Youth Council Report

page

12. Request for Road Closure

page

13. Resource Consent Update

page

14. Kaikoura District Council Representation on Liaison Committee page

15. Community Services Report

page

16. Building and regulatory Report page

17. Pool Working Group report

page

18. IWK Statement of Intent 2019/2020 To be circulated

page

19. IWK Half Yearly Report To be circulated

page

20. Mayors Report page

21. Council Public Excluded SessionMoved, seconded that the public be excluded from the following parts of

the proceedings of this meeting, namely

a) Confirmation of Minutes of Council Public Excluded meeting dated 30 January 2019

b) Kaikoura Police Updatec) Financial and Corporate Sustainability Updated) Human Resources Management and Health and Safety Update e) Natural Hazards Update

The general subject matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific

grounds under Section 48(1) and 7(2)(i) of the Local Government Information and Meetings Act 1987 for the passing of this resolution are as follows:

General subject of each to be considered

Reason for passing this resolution in relation to each matter

Grounds of the Act under which this

resolution is made

Minutes of the Council Public Excluded meeting – 27 February 2019.

Kaikoura Police Update

Financial and Corporate Sustainability Update.

Human Resources Management and Health and Safety Update.

Natural Hazards Update

The exclusion of the public from the whole or the relevant part of the proceedings of the meeting is necessary to enable the Local Authority to deliberate in private on its decision or recommendation.

Section 48(1)(a) and 7(2)(b)

MEETING RULES:

"Audio recordings will be made of this meeting for the purpose of assisting the minute taker to create accurate minutes. Audio recordings should not be taken of any confidential, public excluded or otherwise sensitive matters. The Chair of the meeting is responsible for indicating if/when recording should be stopped and restarted. While held, the audio recordings are subject to LGOIMA, they may be released in line with Councils LGOIMA processes and/or at the discretion of the meeting Chair. A copy of the guidelines and principals for the use of recordings is available on request"

*Public Forum – maximum of 10 minutes.

MINUTES OF THE KAIKŌURA DISTRICT COUNCIL MEETING HELD AT 9:00AM ON WEDNESDAY 30 JANUARY 2019, AT COUNCIL

CHAMBERS, 96 WEST END, KAIKŌURA

PRESENT: Mayor W Gray (Chair), Councillors N Pablecheque, J Howden (arrived 9.15am), C Mackle, D Millton, T Blunt, L Bond

APOLOGIES: Councillor HarnettMoved by Mayor Gray, seconded by Councillor Bond

and resolved that apologies be accepted. Unanimous

DECLARATIONS OF INTEREST:Councillor Millton – Waipapa Limestone

PUBLIC FORUM:Ralph Hogan brought in the Open Forum the following issues:

1. Guidelines for Public and Open Forums – questioned the use of the word ‘’ruminate”.

2. Being told to send concerns to Council before the meeting.3. The South Pacific platform on West End.4. The claim that Mr. Hogan had exceeded the public forum guideline

time5. Confusing motions made in Council by not following proper

procedures.6. Chair not asking for those opposed to a motion.7. Properly recording how Councillors vote was not being done in

some cases.8. Misrepresentation of Mr Hogan's words in the November minutes.9. Being told by staff that Mr Hogan's concerns with the November

minutes would be discussed in December meeting when, in fact, they were not

10. The lack of distinction between Councillors and Council Staff in publications

11. Staff are in not in favour a Freedom Camping Bylaw12. Request for Council to direct RCWG to work on a Bylaw13. Request for minutes to be taken at the RCWG14. Questioned the use of the term, “Best Practice.”

The Council meeting will adjourn following this item and will resume following the Works and Services Committee meeting and the Finance Report.

MATTERS TO BE RAISED AS URGENT BUSINESS:Councillor Blunt in Public ExcludedCouncillor Mackle in Public ExcludedKaikoura Enhancement Trust

MINUTES TO BE CONFIRMED:Council 19 December 2018.

Moved by Councillor Pablecheque, seconded by Mayor Gray, and resolved that the Council Minutes of 19 December 2018, be confirmed as a true and accurate record. Unanimous

HORIZONTAL INFRASTRUCTURE REBUILD PROGRAMME REPORT:The Rebuild Programme Manager was in attendance to present this report.Some updates to the report in that the ‘betterment’ issues will be reported under separate cover.

The contract for the design and build contract for the bridges had been awarded with the construction to commence May 2019 and completion expected early 2020.

The tender on the bridge was a design and build option which saved approximately $1.4million. Additional time was taken to finalise the procurement and a delay would be experienced in construction as further time would be needed to finalise the detailed design.

Tenders had been received on three other projects with the contracts due to be awarded to complete the Lyell Creek Sewer upgrade and to complete the Waste Water Treatment Plant Aeration Lagoon and Fords Reservoir projects.

Moved by councillor Pablecheque, seconded by Mayor Gray and noted that this report be received for information. Unanimous.

REBUILD PROGRAMME BETTERMENT PROJECTS:The Rebuild Programme Manager was in attendance to present this item.

A Crown Betterment fund of $2.4m for Three Water services was established following the November 2016 earthquake. The Fund was designed to support the recovery of the Kaikoura District and was available to the Council over and above the Three Waters works 60% Civil Defence

Emergency Management (CDEM) Reimbursement.

To date the only application recommended and agreed was for the Ford Reservoir project.

As we enter the Rebuild Programme major construction phase it is timely to finalise and seek approval for the prioritised Betterment project list. The Rebuild Programme Manager was working with the Department of Prime Minister and Cabinet (DPMC) to finalise the business case for the betterment projects.

Instead of asking the Crown for approval for each separate project the Rebuild Team would be providing a list in decreasing order of priority. As projects are finalised this will most likely the availability of funding for the lower priority projects on the list.

Central Government were looking at the Three Waters reform however this was going slower than anticipated. KDC needed to be proactive and do what

was required now. KDC would then deal with the outcome of the reform once clarity on this is known.

The Asset Management system being looked at could potentially be funded from this.

Moved by Councillor Millton, seconded by Mayor Gray and resolved that Council;

Receive the Rebuild Programme Betterment Projects report;

Approve in principle the Prioritised Betterment Projects list in Table 1 of the report;

Notes that the Rebuild Steering Group will develop a full funding application based on the List, to be submitted to the Ministry of Civil Defence Emergency Management and Department of Prime Minister & Cabinet for consideration and approval. Unanimous.

RESPONSIBLE CAMPING UPDATE:The Strategy, Policy and district Plan Manager was in attendance to present this item. There had been more than anticipated campers arrive over the Christmas, New Year break as the combined sites had been at full capacity. It had been hoped that the CamperMate application would have redirected campers as sites reached capacity to prevent overcrowding problems but this did not eventuate.

Complaints from Kiwa Road were lower than last year. To date there had been complaints around South Bay Domain, Kiwa Road and the new site at the Quarry.

Based on previous years number of 150 vehicles per night it had been thought that the sites identified would be adequate however this was not the case. Although there was a recommended number for the Quarry site, campers saw that there was spare capacity and camped there even though the recommended number had been exceeded.

The Quarry site had made many South Bay people aware of the banded dotterels. If Council was considering a Freedom Camping by-law they would need to start the process around March. There would be a cost attached to this plus and ongoing cost to monitor and enforce. Queenstown were looking to wheel clamping as an enforcement measure.

Discussion was held around the sites, capacity and infrastructure. As soon as charging commences or donations rare received Council will be required to abide by the Camping Ground regulations.

Some commercial camping ground operators believed they were losing financially due to the Freedom Camping sites. Going forward, the Responsible Camping Working Group would bring a report back to Council after its next meeting. The Tourism Infrastructure. Funding criteria was not out yet however Council could look to this for funding for toilets.

Moved by Councillor Pablecheque, seconded by Councillor Howden and noted that this report be received for information. Unanimous.

COUNCIL MEETING SCHEDULE REPORT:The Chief Executive Officer was in attendance to present this report.The purpose of the report was to agree the Council Meeting schedule for 2019, note other key dates for the year ahead and discuss options for streamlining reports.Moved by Councillor Pablecheque, seconded by Mayor

Gray and resolved that Council; Adopt the schedule of meetings for 2019 with

any amendments they choose to make, Approved receiving the monthly updates on for

information reports on regular Council activities. Unanimous.

KAIKOURA YOUTH COUNCIL REPORT:The Kaikoura Youth Council was presented to Council.Youth Council were looking to Council for a list of suitable sites to enable a 5mx5m basketball pad.

It was agreed that the Community Facilities Manager would bring back a report of any suitable sites to the next Council meeting.

Moved by Mayor Gray, seconded by Councillor Bond and resolved that Council;

Provide a list of suitable sites for a 5mx5m basketball pad for discussion with Kaikōura Youth Council. Unanimous.

TABLED DOCUMENTS:Letter from a Business Association:A letter was tabled from the Kaikoura Business Association Working Group advising Council that their intention was to apply for funding held by Kaikoura District Council on behalf of Central Government. The working group envisage that they would make a formal application for the funding within the next two to three months however wanted to make their

intentions known for the purposes of Councils future planning.

Report from the Kaikoura Community Pool Working Group (KCPWG):

A report was tabled from KCPWG updating progress to date.

A first meeting had been held where the Terms of Reference had been reviewed, edited and accepted by all members in attendance.

The group intend to bring a report to Council in March including but not limited to;

staged approach, preferred site,

feasibility completed by Dave Foster, timeframe.

Any cost over and above budget will be way of fundraising hence the staged approach.

Report received for information only.

URGENT BUSINESS:Finance Audit and Risk Committee requested an update on the Innovative Waste (IWK)/Kaikoura Enhancement Trust (KET) relationship and the benefits of leaving it in place.

It was determined that regular reporting would come to Council.

COUNCIL PUBLIC EXCLUDED SESSION:Moved by Mayor Gray, seconded by Councillor Howden

that the public be excluded from the following parts of the proceedings of this meeting, namely

Confirmation of Minutes of Council Public Excluded meeting dated 19 December 2018

Financial and Corporate Sustainability Update Human Resources Management and Health and

Safety Update

The general subject matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific

grounds under Section 48(1) and 7(2)(i) of the Local Government Information and Meetings Act 1987 for the passing of this resolution are as follows:




resolution is made

Minutes of the Council Public Excluded meeting – 28 November 2018. Financial and Corporate Sustainability Update.Human Resources Management and Health and Safety Update.



MINUTES OF THE KAIKŌURA DISTRICT COUNCIL MEETING HELD AT 9:01AM ON WEDNESDAY 27 FEBRUARY 2019, AT COUNCIL

CHAMBERS, 96 WEST END, KAIKŌURA

PRESENT: Mayor W Gray (Chair), Councillors N Pablecheque, J Howden (arrived 9.15am), C Mackle, D Millton, T Blunt, C Harnett

APOLOGIES: Councillor BondMoved by Mayor Gray, seconded by Councillor Howden

and resolved that apologies be accepted. Unanimous

DECLARATIONS OF INTEREST:Councillor Millton – Waipapa Limestone

PUBLIC FORUM: R Hogan spoke in relation to the Freedom Camping bylaw and suggested that the Council report favoured opposition to the bylaw. It needed to be said that the Responsible Camping Working Group moved toward

investigating a bylaw and outlined benefits around this.

MATTERS TO BE RAISED AS URGENT BUSINESS:Finance Audit and Risk, Councillor Howden in Public ExcludedAnnual Report, Councillor MilltonFull Finance Report, Councillor PablechequeInformation only reports back into the agenda, Councillor PablechequeWorks and Services Committee Meeting monthly, Councillor Pablecheque

MINUTES TO BE CONFIRMED:Council 30 January 2019 minutes to be held over.

Moved by Councillor Pablecheque, seconded by Councillor Millton and resolved that he Council Meeting adjourn at 9:24am and moved into the

Finance Committee Meeting. Unanimous.

The Council meeting reconvened at 9:44am.

HORIZONTAL INFRASTRUCTURE REBUILD PROGRAMME REPORT:The Rebuild Programme Manager was in attendance to present this item.There were some minor updates in the Programme Summary from the original report. The application had been completed and submitted.As regards the Lyell Creek Sewer, ECan were processing the final application, resource consent etc. Work will coincide with the Broadband roll out.

Clarence Valley was taking time however hoped to have completed within the 2020 programme. Still working through options, infrastructure and non-infrastructure options however Council will need to make the final decision. The financial reporting included a couple of differences with the full

allocation of betterment funding application in. The Rebuild Programme Manager did not foresee any risk in not receiving the funds.

Moved by Mayor Gray, seconded by Councillor Pablecheque that the Horizontal Infrastructure Rebuild Programme Report be received.

FINANCIAL AND CORPORATE SUSTAINANBILTY DECISION MAKING FRAMEWORK:

Bruce Robertson was in attendance to present this report.

The report was to outline where we were at post the Financial Sustainability Workshop that Councillors attended on 12 February 2019.

Key points on what was agreed along with planned and initiated a number of further workshops.

Discussion was held on the strategic objectives and guiding principles. There would be communications with staff and public messages in relation to the objectives and principles.

Strategic Objectives to read;The overall purpose of the proposed Strategic Objectives is to provide the criteria against which future service delivery options will be tested. Some commentary about what these statements actually mean has been included

The Kaikōura community will have strong representation through direct elected local government representation in place.

The way Kaikōura services are delivered is financially sustainable.

In setting this as an objective Council are signalling that they see it as important that KDC can demonstrate comparative affordability to other similar small Councils. A range of affordability measures will need to be developed as a threshold e.g. rates as a percentage of disposable median income, taking a longer term planning horizon, and represent value for

oney.

Statutory responsibilities are met.This is non-negotiable.

Services meet the specific needs of the community, are delivered efficiently and sustainably and consider the long-term needs of the district.

This means that Council assets and networks are sustainably managed and there is adequate investment in renewals and upgrade

The community is confident that deliverable robust arrangements are in place to enable the districts long term vision.

The Crown is confident that Council’s plans are robust and deliverable

The way the Council works and is structured supports the District’s Long Term Vision and Plan

Guiding Principles to read;The overall purpose of the proposed guiding principles is to underpin how decisions will be made.

Elected members will “do the right thing” for the communities of the present and the future in their decision making on the Council’s future.

Decisions that come out of this project will guide future decisions. Kaikōura District is forward thinking, making the right decisions for

present and future generations with the primary focus being sustainable service delivery to the community.

Trust and credibility in Council capability and decision making will be built.

The best available information and data to make common sense decisions will be used.

The Chief Executive Officer, Project Director and Councillors will keep the staff well-briefed so they are well informed as the project progresses.

Trust and credibility will be built with the community and key stakeholders by informing them of progress on this strategic project.

Elected members will trust in the advice and information from the Chief Executive Officer (supported by the Kaikōura Recovery Steering Group) and will take the time needed to make good decisions.

Moved by Mayor Gray, seconded by Councillor Blunt and resolved that Council adopt the following strategic objectives to guide their decisions on the Financial and Sustainability options for the future:

The Kaikōura community will have strong representation through direct elected local government representation in place.

The way Kaikōura services are delivered is financially sustainable.

In setting this as an objective Council are signalling that they see it as important that KDC can demonstrate comparative affordability to other similar small Councils. A range of affordability measures will need to be developed as a threshold e.g. rates as a percentage of disposable median income, taking a longer term planning horizon, and represent value for money.

Statutory responsibilities are met. Services meet the specific needs of the community,

are delivered efficiently and sustainably and consider the long-term needs of the district.

The community is confident that robust plans are in place.

The Crown is confident that Council’s plans are deliverable

The way the Council works and is structured supports the District’s Long Term Vision and Plan.

Adopt the following guiding principles to underpin their approach to this work:

Elected members will “do the right thing” for the communities of the present and the future in their decision making on the Council’s future.

Decisions that come out of this project will guide future decisions.

Kaikōura District is forward thinking, making the right decisions for present and future generations with the primary focus being sustainable service delivery to the community.

Trust and credibility in Council capability and decision making will be built.

The best available information and data to make common sense decisions will be used.

The CEO will keep the staff well-briefed so they are well informed as the project progresses.

Trust and credibility will be built with the community and key stakeholders by informing them of progress on this strategic project.

Elected members will trust in the advice from the Chief Executive (supported by the Kaikōura Recovery Steering Group) and will take the time needed to make good decisions. Unanimous.

RESPONSIBLE CAMPING UPDATE:The Strategy, Policy and District Plan Manager was in attendance to present this item.

It was considered that a bylaw was not the only solution however Council needed to decide if it went with the enforcement approach or did they look to alternatives as this issue was New Zealand wide.

There was concern that Kaikoura was looking to be a ‘soft touch’ however if Council prevent the responsible/freedom campers from camping in one area they will only move to another i.e. this would shift the problem to another area whack a mole problem).

A survey could be carried out on the visitors to see where they were spending and if they were contributing to the community. The best way to carry this out would be approaching the business owners to survey their customers as a percentage of them were campers.

Discussion was held around the numbers at the Pohowera site and it was suggested that more boulders be placed to reduce the size and limit the numbers but again, this could not be enforced.

Commercial Camping Ground owners are suggesting they are losing money as a result of the Responsible Camping Sites however there is no evidence to prove same.

Queenstown were wheel clamping however the maximum fine was $200.It was agreed that the site would be reduced to accommodate 20 vehicles as was originally decided when the trial was agreed to in 2018.

There was no bylaw to restrict the number however Councillor Mackle will work with the Strategy, Policy and District Plan Manager around making specific areas smaller.

Moved by Councillor Mackle, seconded by Councillor Pablecheque and resolved the Council receives this report for information with an amended recommendation that Council;

Endorses the creation of a bylaw to be ready by December 2019 including budget overruns for 2018/19 financial year and will provide a budget in the 2019/2020 annul plan.

Approves the request to install additional rocks in the area to reduce the size. Unanimous.

KAIKOURA COMMUNITY POOL WORKING GROUP UPDATE:A workshop was to be held the following week with Councillors around finances and the cost of certain options.

The group was still working toward an indoor pool option and how to go about this, establish how long the community is prepared to wait and how much the community is prepared to contribute.

Council would need to quantify potential future contributions from Council and how they would be funded.

Looking at a staged approach if the community were prepared to wait. The Department of Internal Affairs attended the last meeting and it was confirmed that if we built like for like at a different location the funding would remain the same. Funding would be like for like less any insurance proceeds.

It was the intention of the group to have profiles of various “reference swimming pools” including cost to build and cost of operating.

There was a strong community interest to support this project. This would help with running costs after it was built. Local investors see a rapid growth in tourism therefore we would be remiss if we did anything less than an indoor pool. If everyone came together this could have national significance.

Traditionally swimming pools do not make money therefore we need to go with realistic estimates.

Extracts on spending from 2003 on the old Lions Pool averaged at $100,000 per year. With a new, modern pool there will be cost savings.

The Kaikoura Community Pool Working Group report be received for information.

The meeting adjourned for Lunch 12:40pmThe meeting reconvened at 1:30pm

DELEGATIONS MANUAL:The Finance and Commercial Manager was in attendance to present this item.Council would recall that the Financial Delegations were tidied up at the end of 2018. Each time a role changed, a new positon created or a change of title the delegations manual required adjustment.

Moved by Councillor Millton, seconded by Mayor Gray and resolved that Council approve and adopt the changes to the Delegations Manual to incorporate the Financial Delegations in the table as outlined in Section 2 of

the report. Unanimous.

RISK MANAGEMENT POLICY:The Finance and Commercial Manager was in attendance to present this item.

Asking Council to adopt a new Risk management Policy that the Finance Audit and Risk Committee endorsed at the end of January 2019. The next risk management report to go to the Finance Audit and Risk Committee was due in March.

Moved by Councillor Harnett, seconded by Councillor Mackle and resolved that Council reviews and adopts the new Risk Management Policy. Unanimous.

ENVIRONMENTAL WORK UPDATE:The Bio Diversity Officer was in attendance to present this item.There was $28,000 in the environment budget which had been sitting there since 2011 to be used on things environmental as per our obligation with the Resource Management Act.

We are collecting data via EarthCheck however not doing anything with it. ECan are leaving it up to Council to work with private land/owners (apart from pest management). Only two interested partied had put in applications for the Native Planting Initiative.

The new Government was increasing activity/awareness in bio diversity .

Moved by Mayor Gray, seconded by Councillor Howden and resolved that Council;

Notes this report, including the limited resource currently dedicated to environmental work,

Provides feedback on which areas they would like more information on,

Provides feedback on any specific actions they would like undertaken. Unanimous.

KAIKOURA YOUTH COUNCIL MONTHLY REPORT:The Youth Council were in attendance to present this item.

Youth Council currently had 20 members attending meetings. These Youth were aged between 10 and 16 years old and all attended Kaikoura High School providing views of approximately 10% of High School aged students in Kaikoura.

The previous Youth Council report indicated they were looking for a 5x5 metre area to create a basketball pad. Sites had been provided and a decision was close to being made.

Youth Council was advised to bring their decision back to the next Council meeting so it can be put into place as soon as possible. Councillor Mackle had offered to pour the concrete.

Moved by Councillor Harnett, seconded by Councillor Mackle and resolved that Council would ensure timely written feedback is given to any recommendations made through Kaikoura Youth Council report to Kaikoura

District Council. Unanimous.

MAYORS REPORT:Mayor Gray had taken on Miriama Allen as a host for this year which would run through the Tuia Programme of Mayors Mentoring Local Maori in the area.

Mayor Gray would meet with Miriama once a month and it was expected that Miriama would attend a Kaikoura District Council meeting.

A question was raised on how local youth were aware of an opportunity to apply for this as someone was required each year. It was suggested that this information be put out to the community earlier to guarantee a fair process.

The Mayors report was received for information.

COUNCIL PUBLIC EXCLUDED MEETING:Moved by Mayor Gray, seconded by Councillor Blunt

that the public be excluded from the following parts of the proceedings of this meeting, namely

a) Confirmation of Minutes of Council Public Excluded meeting dated 30 January 2019

b) Financial and Corporate Sustainability Updatec) Human Resources Management and Health and

Safety Update The general subject matter to be considered while the

public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under Section 48(1) and 7(2)(i) of the Local Government

Information and Meetings Act 1987 for the passing of this resolution are as follows:




resolution is made

Minutes of the Council Public Excluded meeting – 30 January 2019.

Financial and Corporate Sustainability Update.

Human Resources Management and Health and Safety Update.



Report to: COUNCIL

Date: 1. 28th March 2019

Subject: Kotahitanga mō te Taiao Alliance Strategy Ratification

Prepared by: 2. Kate Hunt – Biodiversity Officer

Input sought from: Alan Johnson – MDC Environmental Science & Monitoring

Manager

Kelly Stevens – DOC Partnerships Development Advisor

Martin Rodd – DOC Partnerships Director

Authorised by: Matt Hoggard – Strategy, Policy & District Plan Manager

PURPOSE AND ORIGIN:To present the Strategy developed by the Kotahitanga mō te Taiao Alliance for ratification by the Council. KDC has been part of the Kotahitanga mō te Taiao Alliance since March 2018 and involved in the development of the Strategy, which provides a vision to guide and align the Alliance organisations to achieve landscape-scale conservation outcomes, as well as economic, social and cultural benefits for the region.The Strategy aligns to the legislative framework that Council has in managing biodiversity outcomes and will help to transform the way Alliance organisations work collaboratively to ensure that our resources where possible are pulled to achieve better environmental outcomes.

BACKGROUND:The Kotahitanga mō te Taiao Alliance (“collective action for our nature”) aims to achieve landscape-scale conservation projects with wider social, cultural and economic outcomes across the Top of the South Island region. The Alliance is led by the Department of Conservation, seeking to provide a platform for organisations within the Top of the South Island to collaborate and align biodiversity goals to achieve significant landscape-scale conservation outcomes. As part of our membership to the Alliance, KDC signed a memorandum of understanding (MOU) for Kotahitanga mō te Taiao between the organisations that form the Alliance. This provides for a working relationship and a framework to partner in environmental leadership, connecting people and places now and in to the future. The Alliance membership currently consists of;

Ngāti Apa ki te Rā Tō Trust Te Rūnanga o Ngāti Kuia Trust Ngāti Tama ki Te Waipounamu Trust Te Atiawa o Te Waka-a-Māui Trust Te Rūnanga o Ngāti Waewae Tasman District Council Nelson City Council Marlborough District Council Buller District Council West Coast Regional Council (Part of) Kaikōura District Council Department of Conservation - Te Papa Atawhai

With the opportunity to join open to these organisations; Te Rūnanga o Kaikōura Te Pātaka a Ngāti Kōata Trust Te Rūnanga o Ngāti Rārua Te Rūnanga O Toa Rangatira Inc. Rangitāne o Wairau Settlement Trust

It was agreed to co-design a Strategy to help guide and align the efforts of the Kotahitanga mō te Taiao Alliance to ensure that the best conservation efforts are achieved within the Top of the South Island region. 2018 was spent drafting the strategy.

The Kotahitanga mō te Taiao Strategy has the benefit of achieving significant conservation gains by working in collaboration and using the strengths of various organisations in an effective and efficient manner, while achieving social, cultural and economic outcomes to our communities. Faster alone but further together.The collaborative partnership is seen to provide for transformational change and not seen as business as usual. The Strategy has identified the following core long term strategic outcomes to be achieved;

Native species, including those found nowhere else, are thriving

Naturally functioning ecosystems are protected and restored

Wilderness is sustained

People flourish in harmony with nature

Ecological connections and resilience are protected and restored

The Strategy describes what success would look like at 11 defined places in the Top of the South (appendix 1) where the organisations have a shared vision. The analysis undertaken for each place provides the building blocks for more extensive detail and actions to be prioritised and planned for by Alliance members. The core ‘places’ identified in Kaikoura include the Kaikoura District and East Coast Marine area.

FINANCIAL IMPLICATIONS AND RISKS:A collective commitment to the Strategy will help attract additional resources and partners to achieve shared outcomes, such as Te Uru Rākau One Billion Trees, MfE’s At Risk Catchment Programme, The NEXT Foundation or The Nature Conservancy.

The benefits gained from a collaborative approach by working together for conservation outcomes can be realised through the alignment of agency responsibilities that are delivered in an integrated framework.

Opportunities also exist for more efficient outputs to be achieved through shared services while attracting investment and encouraging better prioritisation of activities.

Commitment to the strategy does not commit Council to providing funding towards the Alliance or its projects. Any future projects will require the approval of council in the first instance.

RECOMMENDATION:1. That Council receive this report2. That Council supports the ratification of the Kotahitanga mō te Taiao Alliance Strategy

COMMUNITY OUTCOMES SUPPORTED:The work is in support of all community outcomes.

We value, protect and enhance Kaikōura’s unique natural environment and biodiversity and sustainably manage disposal of waste.

Our District is economically diverse, attractive to investment and provides certainty around business and employment continuity.

Our community is resilient, safe and well and has their essential needs met

Our community participates in decisions and planning in a way that benefits our future.

Our infrastructure, housing and community facilities are easily accessible, cost effective and able to withstand our natural hazards.

Residents and visitors enjoy an improved quality of life in our District.

RELEVANT LEGISLATION:

The implementation of the Kotahitanga mō te Taiao Alliance Strategy is seen as a non-regulatory approach to integrated management to implement the vision and objectives of the Strategy.

In terms of the strategic fit of the Strategy, Council has already a mandate prescribed in the Kaikoura District Plan and Canterbury Regional Policy Statement. The plan a sets out explicit policies, objectives and implementation methods for managing terrestrial, freshwater and coastal biodiversity ecosystems.

Council also has a mandate for identifying and protecting significant indigenous habitats pursuant to section 6c of the RMA. KDC has a project that exists to identify, manage and monitor significant natural areas, however, we also have broader role in the maintenance and restoration of biodiversity.

Central government is undertaking a review of the New Zealand Biodiversity Strategy (NZBS), in addition to continuing the development of a National Policy Statement for Indigenous Biodiversity (NPSIB), which is to be aligned to the NZBS.

It is envisaged that the implementation of Kotahitanga mō te Taiao Strategy will be complimentary to these national instruments, and our District and Regional legislative framework. There will also be an opportunity to review the Strategy when the NZBS and NPSIB are confirmed.

COMMUNITY VIEWS:

Kaikoura Youth Council was consulted as part of the Strategy development process in December 2018 and their feedback taken into consideration. They were supportive of the Alliance, the Strategy and the goals set out within it.

APPENDIX 1

Kotahitanga mō te Taiao Strategy4.0 for adoption by Alliance Entities

This co-designed Strategic document provides high-level outcomes to achieve significant conservation gains as well as social, cultural and economic benefits to communities that will grow our resilience as a region, outcomes that no one entity could achieve alone. We acknowledge that the high-level outcomes defined in the Place section are a starting point and that significant engagement and collaborative processes are required to further inform this direction. The Alliance is committed to kotahitanga (working together) to achieve these transformational outcomes. This strategy is dynamic, and we acknowledge that community aspirations and unrecognised opportunities may occur and must be considered. As an Alliance, we will consider any such significant changes or opportunities and work to the strengths of the members to secure the best possible outcomes for the region.

Buller District Council, Department of Conservation, Kaikoura District Council, Marlborough District Council, Nelson City Council, Ngāti Apa ki te Rā Tō Trust, Te Rūnanga o Ngāti Kuia

Trust, Ngāti Tama ki Te Waipounamu Trust, Te Atiawa o Te Waka-a-Māui Trust, Te Rūnanga o Ngāti Waewae and West Coast Regional Council

7 March 2019

Who we are 2

Purpose 3

How this Strategy works 3

Our Vision 4

Our Mission 4

Our Values 4

Outcomes of implementing this Strategy 4

Mātauranga Māori 6

Te Tiriti o Waitangi/Treaty of Waitangi 7

Implementation 8

Review and Measurement 9

What transformational change looks like 9

Top of the South as a whole 13

1.Northwest Nelson 18

2. West Coast Marine 21

3. Nelson Motueka 22

4. Nelson Bays 25

5. Nelson Lakes 27

6. Mt Richmond 30

7. Marlborough Sounds/Cook Strait 33

8. Wairau 36

9. Inland Marlborough 38

10. Kaikōura 40

11. East Coast Marine 42

Appendix 1 - Contributing organisations and individuals 44

Design Working Group 44

Science Workshop 44

Appendix 2 – Technical reports supporting the creation of the Strategy 45

Appendix 3 – MOU 45

MEMORANDUM OF UNDERSTANDING 45

WHO WE ARE Kotahitanga mō te Taiao is an alliance formed by of all the Councils and some of the iwi in the top of the South Island, and the Department of Conservation. Our focus is on landscape-scale conservation projects that also have environmental, social, economic, and cultural benefits. Members are listed on the title page of the Strategy. Many of our biodiversity taonga are unique to New Zealand (Aotearoa). The environment and people are interconnected. Look after the environment and the environment will look after you. This Strategy has been created by the Kotahitanga mō te Taiao Alliance (the Alliance) to facilitate collective action, enable access to funding opportunities to enable and enhance delivery on biodiversity outcomes. Kotahitanga is about collaboration, working together, to achieve shared outcomes that enhance and protect Te Taiao, our natural heritage. The Alliance is committed to working in partnership to align and integrate the efforts of Alliance members. This Strategy has been created with the support of practitioners and scientists active in natural heritage management. The process worked through collaboration and consensus on the issues and opportunities. The creation of the Strategy did not involve a formal collation and documentation of evidence, though many of the contributors are published authors on these matters. Contributing organisations and individuals are listed in Appendix 1. Three technical reports were completed to support the Strategy development. These provided science advice, a framework to be used for economic analysis, and guidance on application of Mātauranga Māori. They are listed in Appendix 2.

PURPOSE The purpose of this Strategy is to align the efforts of the Kotahitanga mō te Taiao Alliance to enable its vision, mission, and outcomes to be achieved through collective action while attracting and securing investment and enabling system and behaviour changes.

HOW THIS STRATEGY WORKSThis Strategy is visionary and designed to be applied in a diverse range of ways. It is transformational and future focused and creates a framework linking long term vision to pragmatic actions. Vision

Vision defines what the future will look like when the Strategy is fully implemented. The Alliance vision is that our extraordinary natural heritage is flourishing, having been restored over large areas, including where people live. People live, care for, and benefit from the environment in ways that bolster natural ecology together with the communities that live within them.

Mission The Mission guides how the strategy will be implemented. The Mission of the Alliance is to work together to create a connected and aligned region that understands, protects, enhances, and future proofs the values of nature critical to the Top of the South and that this flourishing nature in turn enriches its communities.Outcomes The Outcomes are the tangible achievements of the Mission as we progress in achieving our collective Vision. Five Outcomes set out the results that successful implementation of the Strategy will achieve. These integrate the health of the natural heritage with the well-being of people Values The Values define how we will work together. The Values are grounded in Mātauranga Māori, Māori knowledge of the indigenous people of Aotearoa. These have informed formation of the Strategy and will shape its implementation.

A summary of the Vision, Mission, Values and Outcomes of the Strategy is outlined in Table 1 below.

OUR VISION Our extraordinary natural heritage is flourishing, having been restored over large areas, including where people live. People live, care for, and benefit from the environment in ways that bolster natural ecology and the communities that

live within them.

OUR MISSION To create a connected and aligned region that understands, protects, enhances, and future proofs the values of nature critical to the Top of the South and that this flourishing nature in turn enriches its communities.

OUR VALUES

ManaakitangaTo care for each other, to be respectful, and an act of reciprocity of natural resources to be shared

with others

KaitiakitangaProvision of active

utilisation, preservation, conservation,

maintenance, and management of the environs (including

flora, fauna, aquatic and marine)

Mātauranga MaoriAcceptance and

acknowledgement of Maori epistemologies

within the construction of key concepts and projects

KotahitangaUnity of purpose and collective agreement for achievement of outcomes and goals

RangatiratangaThe chiefly right to determine use and management of the

natural environment.

MauriThe principle life force

of our environs is protected including

their tapu and wairua Arohatia

Duty of care and responsibility to this kaupapa, each other,

and iwi

OUTCOMES OF IMPLEMENTING THIS STRATEGY

1.Native species, including

those found nowhere else, are thriving

2.Naturally functioning

ecosystems are protected, restored and

enhanced

3.Wilderness is sustained

4.People flourish in harmony

with nature

5.Ecological connections and resilience are protected, restored and enhanced

Table 1

MĀTAURANGA MĀORI Mātauranga Māori is a traditional knowledge system founded on cosmology of the universe and the creation of the world and all living things contained in the world. The Mātauranga Māori information in this Strategy is drawn from a report commissioned by the Alliance1. This reflects a Māori world view for Te Tau Ihu iwi. Other iwi such Ngāi Tahu Papatipu Runanga, Te Runanga o Ngati Waewae and Ngati Kuri will also have their own traditional knowledge. It needs to be extended in relation to places and for the iwi within the Top of the South that might have differing traditions. Core to Mātauranga Māori is the interconnected relationship between the spiritual world, natural world, Te Taiao, and people. Tangata whenua, the people of the land, therefore share a whakapapa (ancestry) with Ngā Atua kaitiaki and Te Taiao. Ngā Atua kaitiaki relate to the natural world, taonga (treasured resources), and management practices important to sustaining Te Taiao. These Atua are the offspring of Papatūānuku (the Earth Mother) and Ranginui (the Sky Father) and are therefore siblings. They connect by whakapapa (ancestry), the people of the land and their natural environment and all living things on land and sea. Ngā Atua kaitiaki listed by Te Tau Ihu iwi are:

Tawhirimatea - guardian of winds, air and clouds.Tangaroa - guardian of all fish, seas, ocean, rivers and waterways.Tūmatauengā - guardian of war, conflict, negotiations and people.Rongomaraeroa or Rongomātane - guardian of peace and cultivated foods.Tāne Mahuta - guardian of ngahere (forests), birds, and creator of light and people.Tutewehiwehi - guardian of reptiles and amphibians.Haumiatiketike - guardian of uncultivated foods and fern roots.

Tangata whenua are the physical representation of Ngā Atua kaitiaki and therefore kaitiaki of te taiao, the environment. In Te Aotūroa (the framework used in the supporting report) the physical elements of Ngā Atua kaitiaki require the elements of each other to coexist. Plants require water, water is replenished by rain and snow, and wind requires heat from the earth and vapours and moistures from the oceans. All animals and humans require all environments to exist and be healthy. Te Taiao is critical to the sustenance of life. The management of Te Taiao is dependent on how natural attributes are managed and utilised, preserved and conserved, restored, and replenished for their own intrinsic worth against developments and impacts of pollution and natural disasters.Giving expression to this world view, and the inter-relatedness of people and all living and physical things is fundamental to this Strategy. The core values that underpin the relationship of care and utilisation are the values that will govern implementation of the Strategy. Key criteria are incorporated that will be used to guide the projects and programmes and Alliance support. These are listed in the section on implementation.

TE TIRITI O WAITANGI/TREATY OF WAITANGI Te Tiriti o Waitangi/ Treaty of Waitangi is the founding document of New Zealand/Aotearoa and partnership relationship between the Crown and iwi Maori. The Alliance is made up of iwi Trusts and statutory organisations. These organisations have specific responsibilities to implement Treaty obligations to iwi Māori in their activities. These include development and implementation of this Strategy.

1 Mātauranga Māori - Understanding and applying Māori Knowledge. Tracey Kingi KIC Ltd November 2018.

The Treaty partnership is a reciprocal relationship enhancing the ability of iwi to participate in conservation activities and to work together for greater outcomes that will benefit Māori and the wider community. This Strategy has been developed to foster good faith engagement at the highest level, collaborative relationships, and to create a platform for growing a shared vision into the future.Treaty responsibilities for agencies come from:

● the Principles of the Treaty of Waitangi in Acts of Parliament;

● acknowledgements in subsidiary regulations and instruments such as statutory acknowledgements; and

● Government policy.

For natural heritage the following Acts of Parliament are relevant:

1. Te Ture Whenua Māori Act 1993 is the primary legislation to facilitate and promote the retention, use, development and control of Māori land by Māori owners, their whānau, hapū and descendants.

2. The Conservation Act 1987 governs all work of DOC and Fish and Game Councils and states in Section 4 “This Act shall so be interpreted and administered as to give effect to the principles of the Treaty of Waitangi”.

3. The Local Government Act 2002 governs the work of Councils and it states that “In order to recognise and respect the Crown’s responsibility to take appropriate account of the principles of the Treaty of Waitangi and to maintain and improve opportunities for Māori to contribute to local government decision-making processes, Parts 2 and 6 provide principles and requirements for local authorities that are intended to facilitate participation by Māori in local authority decision-making processes.”

4. The Resource Management Act 1991 states in Section 8 that “ In achieving the purpose of this Act, all persons exercising functions and powers under it, in relation to managing the use, development, and protection of natural and physical resources, shall take into account the principles of the Treaty of Waitangi (Te Tiriti o Waitangi).” In Section 6 the act requires those exercising powers to recognise and provide for the relationship of Maori and their culture and traditions with their ancestral lands, water, sites, waahi tapu, and other taonga and in 7 to have regard to kaitiakitanga. This is further elaborated for the Top of the South in the Te Tau Ihu Statutory Acknowledgements which insert provisions into the Resource Management Plans of Marlborough District Council, Nelson City Council and Tasman District Council.

5. The Ngāi Tahu Claims Settlement Act 1998 provides recognition of particular areas and species of importance to Ngāi Tahu.

The Strategy should be read with reference to the above. Treaty related provisions in plans, policies, and strategies made by Alliance members are also relevant. These include iwi management plans, conservation management strategies and plans, and the plans and strategies of local and regional government under these and related statutes.

IMPLEMENTATIONThe Alliance partners are committed to working together to implement the Strategy. A Memorandum of Understanding (attached as Appendix 3) has formalised the agreement. Each Alliance partner retains its autonomy and authority while aspiring to collaborate to achieve the shared Outcomes. Alliance partners will provide effective governance linking new projects with

existing programmes. New partners may be invited to join the Alliance. To become a partner, organisations will commit to the Memorandum of Understanding, the Mission of the Alliance, and to implementing the Strategy. Alliance partners will commit to the Values in the Strategy in their working together.The Alliance will implement the Strategy in four ways: 1) Alliance Partner alignmentEach Alliance Partner will work to align with the Strategy within their individual entities. This may include using the Strategy as a high-level document to guide future more detailed processes such as statutory plans, policies, and business planning. As a non-statutory document the Strategy cannot direct or require content for these documents. Rather it sets high-level guidance and identifies opportunities for collaboration and cooperation.2) Alliance collaboration on projects and programmes Implementation of this Strategy will occur through support, and advice as well as ongoing programmes of work. Many will create step changes that enable longer term sustainable action. Community engagement will be integral to achieving our vision and sustaining heritage restoration.Action and engagement plans will provide specific projects and programmes of work. These will be collectively written by key partners and mana whenua within the programme areas. They will seek to align with the direction and outcomes identified in the Strategy. It is through action plans that indicators to measure progress towards the outcomes will be developed. 3) Alignment with others The Alliance will individually and collectively engage and seek to align with other relevant regional processes such as the 2077 Te Tau Ihu Regional Growth Strategy, and national processes such as the National Policy Statement on Biodiversity and the New Zealand Biodiversity Strategy. 4) Endorsing and supporting others to implement the Strategy.

It is expected that the Alliance may receive requests to support or endorse funding applications from others such as community trusts or community groups. The criteria to identify which projects and programmes the Alliance should support are listed below. They are divided into two parts; characteristics the project must have to merit support and assessment criteria. Each assessment criterion requires scale definition for consistent use as the assessment will be on the degree of contribution. Projects gain merit by meeting all “must have” criteria and by scoring highly on assessment criteria. Must:

1. Have clear outcomes that support Strategy implementation.

2. Be consistent with all Values set out in the Strategy.

3. Be based on best available information, science, and practice.

Assessment criteria:

4. Contribution to biodiversity value.

5. Range of Strategy Outcomes supported.

6. Preserves options, avoids irreversible loss, minimises future costs and/or increases ecological resilience.

7. Builds knowledge that can be applied more broadly.

8. Cost effectiveness.

9. Likelihood of achieving stated project outcomes and sustaining the gains.

10. Extent of community support, engagement, education, and well-being.

11. Increasing opportunities for tangata whenua to practice customs and traditions associated with their natural environments.

12. Supporting tangata whenua to have access to culturally important mahinga kai (food gathering areas) and areas of historical and special significance.

13. Being consistent with settlement obligations and statutory acknowledgements.

14. Making provision for cultural monitoring where projects or programmes may affect significant sites, traditional customary areas, mahinga kai, maunga, or wahi tapu.

REVIEW AND MEASUREMENTThe Strategy will be reviewed when the National Policy Statement on Biodiversity and the NZ Biodiversity Strategy are completed, and then fully every 5 years with a progress assessment each year. Implementation will be assessed with reporting on the actions undertaken to deliver the Strategy back to the Alliance on a regular basis in order to measure progress, provide the opportunity for realignment, and to keep the Strategy live.Success indicators will be evaluated as a measure of progress and are expected to be developed at the project and programme level. These will be collated to report on progress on the Strategy as a whole. The Strategy will be amended as agreed by Alliance Partners.

WHAT TRANSFORMATIONAL CHANGE LOOKS LIKE The following sections identifies major initiatives for transformational change for the Top of the South Island as a whole and for 11 defined places within the Top of the South Island. The Strategy identifies transformational change without muting the message over social or political constraints which will need to be taken into account in developing particular projects or programmes. The high-level outcomes defined in the Place section are a starting point and significant engagement and collaborative processes are required to further inform this direction. Each section provides an overview of the character of the different places, what the Alliance wants to achieve, what success looks like, and how the Strategy will help the places get there. It also provides a shared vision for each of the defined places. Sections also identify which outcomes initiatives relates to as outlined in Table 1:

Outcome 1 - Native species, including those found nowhere else, are thriving.Outcome 2 - Naturally functioning ecosystems are protected, restored and enhanced. Outcome 3 - Wilderness is sustained.Outcome 4 - People flourish in harmony with nature.Outcome 5 - Ecological connections and resilience are protected, restored and enhanced.

PlacesThe Strategy describes success at the level of the Top of the South as a whole, and for 11 defined places. While mapped boundaries are provided, these are simply to create the basis for strategic analysis. In reality, the connections between places are as important as the places themselves. The Strategy is designed to encourage collaborative action to emerge at a range of scales. The “place” sections often identify the same issues at different locations. Character descriptions for each place give a current state of the natural heritage of each part. Challenges identify the big issues we are trying to solve. Building blocks detail some of the existing initiatives for each place that we can build on. These are not intended to be exhaustive. Our shared future provides a vision of what we want for each place.Description of what we want to achieve in each place provides detailed goals and each is linked back to the overall outcomes. Many of these are aspirational and in practice cannot be achieved in all places at all times. While we want rivers and streams to flow unimpeded, in some cases we will have to settle for mitigation, such as fish passes on dams. All of these detailed goals are challenging, and few could be achieved by any one party working alone. For each, we describe what success looks like and how to get there. These are actions necessary to achieve the outcomes. This is not an exhaustive list and many more will be identified as we engage and undertake collaborative processes required to further inform the projects and programmes of work. As the Strategy is implemented the “how to get there” will also be further defined and informed through policies, iwi management plans and long term plans.

Figure 1 – the places in this Strategy, noting that in nature there are places we relate to, but no hard boundaries

TOP OF THE SOUTH AS A WHOLEThis section identifies the character, challenges and major initiatives for transformational change at the level of the whole region. The actions identified here work across places and boundaries. The list is intended as a starting place, and it is expected that more transformational actions will

be identified over time.

Character The Top of the South Island is the most environmentally diverse and ancient part of New Zealand. It is home to hundreds of species found nowhere else in the world and these form unique natural communities. This is the beech forest capital of New Zealand. The Top of the South has temperate marine environments with exceptional diversity of habitats from extensive intertidal flats to deep canyons, and very sheltered to wild and exposed coasts. The region has strongholds for a wide range of species and ecosystems now rare and threatened elsewhere in New Zealand (e.g. shorebirds, seabirds, Great Spotted Kiwi), and many found nowhere else in the world (e.g. giant land snails, giant cave spiders, King Shag, Cook Strait tuatara, coastal peppercress). The Top of the South has large rural communities and some small to medium sized towns. Its economic base includes strong primary industries alongside tourism and other sectors. There are nine iwi present in this area, each with its own unique history and relationship to the land. Challenges:

● Much of our natural heritage is in crisis as past introductions of pests, and ongoing pressures from human use, compromise natural functioning, and disrupt connections.

● Although the region has large integrated management programmes for pests, and major investment by national and local government and by citizens, the scale of the issues is such that further loss and extinction is inevitable without transformational change.

● Largely natural uplands in the west are degrading under pressures from mammalian predators and herbivores.

● Dry eastern areas are highly modified by burning and grazing but sustain a suite of unique species in natural remnants.

● Lowlands throughout the region are highly modified, and most natural ecosystems are now highly threatened or degraded.

Building blocks:● Many groups are trying to address these issues, but resource limitations

prevent landscape level programmes except in a few places. The region is poised to step up to resolving these issues.

● Communities and individuals have increased their contributions more than tenfold in many places across the region over the last decade.

● New technologies and understanding are becoming available, and previously intractable problems are being solved.

Our shared future

We rejoice as our extraordinary natural heritage is flourishing, having been restored over large areas, including where people live. People are informed, and respectful human behaviour enhances the environment in

ways that bolster natural ecology, and this enriches their lives. Species and ecosystems thrive. Future generations benefit from a healthy

natural world supporting a healthy equitable society and understand how to sustain this. The Top of the South leads innovation in action and respectful human behaviour that acknowledges the interconnected

relationship of the natural environment and the health and wellbeing of communities. Iwi customs, traditions, spiritual values are

protected, enhanced and maintained through access to healthy, clean, safe and abundant natural environments. Mahinga kai and

mataitai have been protected, enhanced, and maintained. Iwi aspirations for the management of Te Taiao acknowledge and recognise Matauranga Māori and the partnership relationship.

Traditional foods, including uncultivated foods, are available for harvest and planting. A peaceful and harmonious working relationship

is upheld based on our shared values. Indigenous plants, birds, animals and forests are healthy, abundant and managed sustainably.

What we want to achieve This is what success looks like

How to get there

People understand and care for their natural heritage, moving to ecologically sustainable use of their environment and restoring past damage. (Outcome 4)

The majority of citizens, industries, and visitors know what makes the region special and are actively involved in sustaining and restoring nature.

Inspire curiosity about natural heritage and support people to care for it.

Socialise active support for landscape scale nature restoration.

Grow understanding of how thriving ecosystems contribute to thriving communities.

Iwi customs, traditions, spiritual values, and traditions have been maintained through access to healthy, clean, safe and abundant environments. (Outcomes 2 and 4)

Mahinga kai and mataitai have been protected and maintained. Traditional foods including uncultivated foods are available for harvest and planting. Indigenous plants, birds, animals and forests are healthy, abundant and managed sustainably.

Document Iwi aspirations for the management of the Te Taiao and develop programmes and projects that align with these.

Beech forest ecosystems functioning is no longer impacted by introduced pests. (Outcomes 1, 2, 3 and 5)

Future beech masts are a cause for celebration because the forest floors abound with seedlings awaiting their opportunity to be part of the forest canopy. Native birds, reptiles, bats and invertebrates thrive within the forests.

Ensure herbivores and predators are eradicated or kept at low numbers.

Effective beech mast responses throughout the Top of the South.

Undertake landscape-scale wasp and possum control.

Beech forests drip with Utilise technological and

honeydew and are scarlet with mistletoe.

operational advances in pest control operations.

Large areas are predator free. Efficient and cost effective control of pests.

Increased control over more pests over greater areas.

Gain social support for new and effective technologies and new increased funding.

Landscapes free from wilding conifers and invasive weed species. (Outcomes 1, 2 and 3)

Invasive weeds eradicated or at low densities, including conifers outside areas where they are deliberately cultivated.

Landscape scale wilding conifer and invasive weed control.

Estuaries free of invasive weeds.(Outcomes 2 and 3)

Estuaries dominated by native vegetation.

Eradicate Spartina cordgrass and other invasive weed species from all estuaries.

Natural ecosystems that are resilient in the face of climate change. (Outcomes 2 and 5)

Natural ecosystems are given space to move inland and south as climate changes.

Plan for managed coastal retreat that allows natural ecosystems to survive.

Proactive action to reduce future pest pressures before the changing environment allows them to multiply and spread.

Identify potential changes in weed and pest pressures as temperature and rainfall changes, and act proactively to reduce risks.

Increased buffers around streams and planting of erosion prone hill slopes with permanent indigenous vegetation.

Change land uses to mitigate the effects of increased frequency of high intensity climatic events – e.g. storms and droughts.

Natural ecosystem requirements included proactively in planning processes dealing with environmental instability.

Provide for natural ecosystems in planning infrastructure changes required in response to climate change.

Key land areas that are important to biodiversity are identified and formally protected. (Outcomes 2, 4 and 5)

Area of land managed for biodiversity outcomes has increased.

Encourage mechanisms for land-use change and protection for biodiversity in this region.

The full range of native species is secured, protected and sustained throughout their natural range and, where possible, lost species are re-introduced. (Outcome 1)

All species populations are stable, and no species are threatened with extinction due to pests and weeds.

Control pests and invasive weeds.

Habitat degradation and destruction ceases.

Protect habitats are from land clearance and wetland drainage.

Lost species are being reintroduced and sustained and communities care for them.

Reintroduce species where pest control permits.

Effective techniques are used at landscape level

Fill knowledge gaps and develop and deploy required new technologies.

The full range of native terrestrial ecosystems is sustained. (Outcomes 2 and 5)

Pressure from browsers, predators, wasps and invasive weeds is reduced to sustainable levels.

Develop landscape level methods to control a range of introduced pests.

Internationally important features secured and celebrated. (Outcomes 1, 3 and 4)

The following internationally important features are secure and celebrated: Farewell Spit (Onetahua), glaciated marble landscapes, cave and karst ecosystems, coal plateaux ecosystems, Kaikōura canyon, migratory shorebirds and seabirds and their habitats, seabird/tuatara islands, unique species such as Hutton’s shearwater, King Shag and their habitats, and the hundreds of unique plants and animals found nowhere else in the world.

Promote recognition and protection of places and species of international importance and tell their stories to enrich people’s experience.

Our rivers and streams flow clean, plentiful, and unimpeded from the mountains to the sea. (Outcomes 1 ,2 and 5)

Native freshwater migratory fish are abundant and estuarine and braided river bird numbers are restored.

Restore degraded estuaries, streams and rivers, including their margins, as habitat for native species.

Freshwater flows and water quality are maintained and restored.

Barriers to fish passage are removed or mitigated.

People treasure their freshwater resource and its contribution to their health and wellbeing.

Secure, sustain and enhance natural freshwater systems and increase their resilience. (Outcomes 2 and 5)

The Top of the South is free of harmful freshwater pests.

Riparian margins are dominated by indigenous species.

Eradicate pest fish and aquatic weeds and maintain native species dominance in priority areas.

Support and encourage landowners to plant riparian margins and management of weeds and pests.

Our marine environment receives clean water from the land, and its vulnerable habitats and communities are protected and can recover from past and ongoing damage. (Outcomes 2 and 5)

Seabed in Golden and Tasman Bays and the Marlborough Sounds are free of excess fine sediment and direct damage from human uses is at ecologically sustainable levels.

Reduce sediment inputs from land to ecologically sustainable levels.

Biogenic habitats and other vulnerable marine communities are thriving.

Use innovative technologies and management approaches to avoid or minimise impacts on vulnerable benthic communities such as biogenic habitats.

Restored marine ecosystems to support sustainable kaimoana harvests.

Promote integrated multi sector collaborative management of marine resources.

Pressures on the marine environment reduced to give species and communities room to cope with climate change effects.

Estuary condition improves year on year and estuarine areas maintain their ecological structure and function despite the effects of sea level rise.

Restore degraded estuarine and coastal areas as far as possible.

Enable estuarine ecosystems to be resilient to the effects of climate change including allowing coastal retreat in response to sea level rise.

1. Northwest Nelson

Character One of five major hotspots of biodiversity in New Zealand with a suite of species found nowhere else in the world. About 50% of all New Zealand native plants are located here. A huge diversity of environments linked to complex geology influenced by warm wet westerly weather. This is the national stronghold for coastal turf communities. The area includes major forested mountains and alpine systems, large swamps, dune lands and lowland forests. It has some of the most important limestone cave and karst systems in New Zealand including the country’s largest freshwater springs and the largest marble ecosystems in southern hemisphere, including glaciated montane areas. Farewell Spit is a unique natural feature and is internationally recognised under the Ramsar convention. Lowlands in Buller and Golden Bay have significant, if relatively isolated, communities. The area has attracted extensive tourism and associated industries that sit alongside longer established primary industries. Ever increasing understanding of the value of this diverse landscape has led to growing community involvement in its restoration.Challenges in this area include:

● Many rare species remain are under threat and some populations of native species found nowhere else in the world continue to decline.

● Many natural ecosystem processes are compromised by pests, weeds and physical damage.

● Some rare and uncommon ecosystems have lost key drivers (seabird burrowed soils), are threatened by development pressures ((Buller Coal plateaux) or have been reduced to remnant fragments (lowland alluvial podocarp forests).

Building blocks:● Community awareness of conservation challenges and opportunities is

growing.● Project Janszoon is tackling a range of ecosystem pressures in the Abel

Tasman National Park and has inspired a culture of care in the surrounding areas.

● An increasing number of community organisations are emerging in support of restoration work and there is an opportunity to further link local communities to restoration via taonga species like whio and kiwi.

Our shared future We understand the natural attributes of species and ecosystems in this region including many found nowhere else in the world. A vibrant dawn

chorus and diverse taonga species have become the norm for our communities and visitors. The full range of native species of Northwest Nelson are thriving, including the hundreds of species found nowhere

else in the world. Natural ecological processes are no longer compromised by introduced species, including those with management challenges such as hares, mice, goats and wasps. Wilderness has been

sustained over large areas. Visitors again easily see species once reduced to remnant populations, such as whio (blue duck) and giant

land snails. Ecotourism has become a mainstay of the regional economy and provides for a sustainable economic and employment base. People

have reconnected with nature in a mutually beneficial way that has restored and linked threatened natural ecosystems.

What we want to achieve

This is what success looks like How to get there

Fully functioning indigenous ecosystems restored. (Outcomes 1,2,4 and 5)

Major areas of endemism have had pests eradicated or reduced to very low numbers.

Intensify management of ecosystem pressures in areas of high endemism.

People experience a wide range of endemic species and this impacts positively on their communities through tourism and research partnerships.

Develop predator, herbivore and wasp control programmes using innovative technologies and methods.

Pest and weed pressures are reduced throughout natural areas.

Trial fresh approaches to control of key threats

Threatened flora populations are secured. (Outcome 1)

Populations of threatened plant species are secure and no longer considered threatened.

Establish an integrated and fully resourced threatened plant programme.

Establish propagation, seed banking, translocation, fencing and enhancement planting of these threatened species.

Rare and uncommon ecosystems are restored and secured. (Outcomes 1,2,4 and 5)

At risk ecosystems are well represented and fully functioning and their geological and biological diversity is celebrated.

Reduce development pressures within ecologically significant sites which are impacting ecosystem integrity and resilience.

Cultivate a stronger understanding of the geological and biodiversity values of under-appreciated ecosystems by providing appropriate interpretation and sustainable visitor opportunities.

Develop and apply effective predator management strategies which enable restoration of mainland seabird induced ecosystems

Communities flourish in the West Coast lowlands alongside

Communities prosper as they transition to more ecologically sustainable creation of wealth

Support communities to develop opportunities that encourage the use ecologically sustainable practices.

legally protected areas. (Outcomes 2, 4 and 5)

and wellbeing and deal with climate and economic instability.

Support development of appropriate infrastructure and tourism approaches that offer experiences at a sustainable level for domestic and international visitors.

Fragmented lowland ecosystems of Golden Bay and Buller District are secured and restored. (Outcomes 2, 4 and 5)

Ecological corridors of naturally functioning native vegetation again link the mountains and the sea and fragmented ecosystems are reconnected.

Reduce development pressures in fragmented remnant areas of native vegetation.

Manage key ecosystem pressures (e.g. weeds, browsers).

Improve ecosystem resilience by adding buffers around remnants and creating ecosystem corridors.

Restore riparian margins.

Nationally important ecosystem restored to full natural function (Outcome 2)

The dune ecosystems of Farewell Spit are fully functioning. Native sand binders, native wetland plants, and native shrublands dominate dune systems. Seabirds and other dune dwellers are thriving.

Eliminate ecosystem pressures including significant weed species, browsers, omnivores and predators.

The cultural history of the area is interwoven with the natural history and through this Farewell Spit is regarded as a Taonga.

Encourage storytelling and integrating the history into information and management decisions.

2. WEST COAST MARINE

Character The open coastline of the West Coast offers protection by remoteness. Exposure to the elements has also shaped the landscape. Significant nutrient upwelling off Kahurangi Point causes creates an area of enhanced productivity. It is an important area for shorebirds and seabirds. The coast is home to small communities based around primary industries and tourism, with some natural resource extraction including fishing in the sea and mining, timber, and moss on land. Most of the area is open to trawling and other forms of commercial fishing. Challenges include:

● There is little compiled information on natural heritage values or on pressures from human activity.

● There are some area based marine protection measures in place, but they are small and insufficient to protect the high wilderness value (e.g. from mining and petroleum exploration).

● Land use effects are having negative impacts in some estuaries and river mouths.

● Important estuaries are losing natural functioning such as seagrass beds, but we do not understand the causes.

Our shared futureWe acted in time to preserve opportunities to experience the wild and remote places of the West Coast Marine Area. Wilderness has been

sustained, and natural functioning has been protected and restored. Our communities are recognised for their foresight and leadership in allowing

people to thrive while sustaining and benefiting from restored natural heritage. Protection of marine spaces has enhanced our marine

ecosystems and contributed to sustaining healthy communities along the coast.



That the wilderness of the sea is protected commensurate with that on land. (Outcome 3)

Wilderness values are sustained. Develop a marine wilderness protection plan for the northern West Coast.

The impact of land use effects on estuaries is minimised. (Outcomes 2 and 5)

Sedimentation and eutrophication of estuaries is minimised, and estuarine ecosystems are thriving.

Investigate status and trends in estuarine ecosystems (estuaries and river mouths) and take remedial action for pressures identified.

People understand how to live sustainably around estuaries.

Educate people on sustainable land use around estuaries.

3. NELSON MOTUEKA

Character The majority of the people of the Top of the South live in the Nelson Motueka area. Few coastal and freshwater wetlands remain. Some coastal ecosystems such as the Nelson Boulder Bank have unique features. Most land is in private ownership, and/or forestry. There are two main river systems (the Waimea and Motueka) and large estuaries. The coast is characterised by barrier islands (such as Rabbit Island), boulder banks (Nelson), tombolos (Cable Bay). The area has a fairly uniform geology in a landscape largely created by glacial outwash.Challenges in this area include:

● Natural areas are fragmented in an overwhelming dominance of exotic landscapes.

● The valleys and hill slopes have lost most of their natural ecosystems and assessments class many of these as “threatened ecosystems”.

● Most significant natural areas remaining are not under active management and are degrading.

Building blocks:● Citizens are active and working with their councils to restore natural heritage

in urban and rural environments.● Significant natural areas remaining have been mapped by the Councils.

Our shared futureNature has come back into people’s lives in urban and rural landscapes

and people are reconnected with nature. Native remnants and threatened natural ecosystems are restored and reconnected in ways that also connects the wellbeing of communities into the wellbeing of

these ecosystems. Resilience against climate change impacts have been developed through revegetation of water catchments and retirement of

land near the coast in favour of natural dune lands and wetlands that can move with sea level rise and absorb storm events. Suburban gardens

look very different; rich in plants that bring native animals back into the city and with productive plants that lead to local self-reliance in food

production. Visitors are welcomed to the region, enhancing the economy and local experiences.



Remaining alluvial podocarp forests and coastal and freshwater wetlands have been protected and restoration of these last remaining fragments has begun. Riparian margins have been restored with native vegetation creating

Net increase in condition, habitat sequences and connectivity Significant Natural Areas.

Encourage philanthropic investment in large scale threatened ecosystem restoration.

Forest remnants are free of invasive weeds and are thriving.

Control invasive weed species with increases funding and more community action.

All significant natural areas are Fence and protect remaining

ecosystem corridors. (Outcomes 1,2 and 5)

under active management and riparian margins protected.

remnants and riparian margins.

Sustained engagement by people in restoring depleted ecosystems and an increased understanding how these ecosystems benefit the local communities.

Work with communities and landowners to align hearts and minds with ecological restoration.

Ecological corridors of naturally functioning native vegetation again link the mountains and the sea.

Reconnect natural areas using rivers and streams as corridors.

Ecological corridors become ‘model pathways’ for others and attract research and best practice funding to these communities.

Share developing practice with other regions.

Populations of native species are secure and self-sustainable. (Outcomes 1 and 2)

Cessation of local extinctions and reintroduction of lost species. Wildlife flourish and safely return to where people live. Mistletoes bloom across the landscape.

Control predators to protect fauna populations.

Control herbivores and weeds to secure threatened flora and protect ecosystems.

Carry out restoration plantings and reintroductions of lost native fauna and flora where predator and browse control permit.

Communities value and are actively engaged in restoration and this in turn benefits these communities. People have pride in the wildlife and have developed ways of living with diversity at their doorstep.

Encourage and assist community and landowner support for pest control in key areas and educate people how to live positively with more abundant wildlife.

Indigenous migratory fish able to flourish and migrate freely. (Outcomes 1,2 and 5)

An increased diversity and abundance of native fish and aquatic fauna in all waterways.

Remove fish passage barriers or facilitate alternative pathways.

Evolve more sustainable land use practices on highly erodible soils near

waterways.

Eradicate pest fish.

A production landscape and economy that is thriving whilst protecting natural heritage. (Outcome 4)

Implementation of new economic models on private land that lead to large scale protection of natural heritage areas.

Incentivise better ways of working and encourage wider use of farm nutrient/land management plans.

People appreciate natural heritage areas for their own right and understand the social benefits of limiting land use intensification and making alternative uses of natural areas.

Promote an attitude to accept change using new economic models where people benefit from retaining natural heritage areas and receive incentives for covenanting them.

Work with the visitor sector on messaging that supports recognition of economic reasons to “retain natural heritage areas” and practices that encourage high value sustainable product offerings.

4. NELSON BAYS

Character Semi-protected large bays important for a range of species including seagrass and internationally migrant birds. The bays are important inshore fisheries and host substantial mussel farming areas. Marine tourism is important particularly around the Abel Tasman National Park. Estuarine areas have backshores and catchments developed for agriculture and horticulture with substantial residential and industrial development including towns and a city.Challenges in this area include:

● The Bays have been degraded by sediment input and mobilisation through seabed disturbance. There is no effective action underway to reverse the degradation and loss of natural seabed communities across large areas of the Bays. This has seen the loss of a productive scallop fishery and may begin to impact on other species.

● Large and small estuaries of regional and national importance have been degraded by sediment, nutrients, infilling and loss of natural vegetation on margins.

Building blocks:● There are many local initiatives around estuaries and care groups have been

founded for many parts of the Bay.● Plans are being implemented to restore historic and halt continuing

degradation of Waimea Inlet, the largest estuary providing a model for other areas.

● The Tonga Island and Hoiorangi Marine Reserves and the Separation Point area that is closed to trawling and dredging protect small areas in the Bays.

Our shared futureWe can enjoy locally harvested scallops, oysters, mussels, pipi, and

cockles. Naturally functioning seabed and estuarine ecologies restored across large areas with support from citizens and industries. Profitable marine industries using benthic shellfish have been restored. We have averted the spread of pests from our ports. Shorebirds nest safely, and international migrant birds are welcomed here every year. Locals and

visitors continue to enjoy and be inspired by coastal and marine experiences adjoining Abel Tasman National Park.



The restoration of shellfish beds to a level where harvesting can be sustained. Sediment inputs from rivers and streams are at levels that enable benthic ecosystems to thrive. (Outcomes 2, 4 and 5)

Shellfish beds are robust enough to sustain harvesting.

Promote and undertake research and adaptive management. Gain a full picture of what remains and what is required to restore natural functioning.

Promote land-use practices that significantly reduce sediments loads in rivers and streams.

Estuarine ecologies are restored, and managed, and coastal retreat is provided for as sea levels rise. (Outcomes 2, 4 and 5)

All estuarine sites have a restoration action plan under implementation.

Repeat the work done on the Waimea Inlet Strategy and Action Plan for the other estuarine sites and provide for their implementation.Estuarine communities and

visitors enjoy the restored spaces and actively contribute to long term health of our natural spaces and sustainable kaimoana harvests.

Roosting sites for shorebirds are secured. (Outcome 1)

All identified roosting sites are actively protected.

Identify key roosting sites and threats and institute remedial action.

Communities and industries change land-use and sea-based activities to approaches that allow them to flourish while using ecologically sustainable practices. (Outcome 5)

Low impact harvest methods are being used in all fisheries.Seafood harvesting is undertaken at ecologically sustainable levels with ecologically sustainable methods.

Work with industry and recreational fishers to explore alternative harvest methods or strategies which significantly reduce impacts on benthic habitats and communities.

5. NELSON LAKES

Character Large, relatively unmodified, beech forest, with extensive mountainous areas and alpine communities. Large unmodified freshwater systems dominated by the two large glacial lakes and the Buller River. Frost flat and valley wetland communities are an interesting feature. Historically, until relatively recently, a South Island stronghold for long-tailed bats. Highest general area in the region. Visibly glaciated. The Buller is the largest wild river with a National Water Conservation Order and no dams. The area includes good examples of valley floor wetland communities. Rural communities are established around the edge of the national park. The economy includes mostly primary industries with some tourism, especially at gateway sites. The area has a very rich Maori history with sacred trails crisscrossing the mountains.Challenges include:

● Apart from the Rotoiti mainland island this area has received relatively little predator and herbivore control. This has resulted in gradual decline in forest condition and in key species and due to goats, deer, possums, stoats, deer and other grazers and predators. Frost flat and valley floor communities depleted and degraded.

Building blocks:● Rotoiti Nature Recovery Project comprises approximately 5,000 hectares

of predominantly red, silver and mountain beech forest. The mainland island is well established science driven research site with over twenty years of pest control and longitudinal monitoring. Its visibility beyond the science community however has been eroded over time. With 100,000 visitors a year it offers opportunities for awareness, education and tourism and increased participation in restoration of ecosystems. Its Strategic Plan is due for review in 2019.

● A rich Maori heritage offers additional cultural values that can underpin restoration of taonga species and sites of significance over the area of the Park.

Our shared future Nelson Lakes area has forests that again abound with birds and bats. Visitors see kea and kaka throughout the Park and its adjacent forest and mountains. The trails are again safe to walk in summer as wasp numbers have been permanently suppressed. People understand the importance of frost flat plant communities and many of the frost flats have been restored with the support of local land owners. All take-off

points for introduced invasive tree species have been controlled. Herbivores are controlled to very low numbers and possums and stoats

have been eliminated. The restored ecosystem has engendered sustainable linked land uses and tourism ventures. Restored natural functioning in forest, alpine, frost flat and wetland ecosystems and communities that co-exist thrive through their connection to these.



The Rotoiti Nature Recovery Project is a nationally recognised centre of excellence in development of forest and alpine ecosystem restoration tools. (Outcomes 1, 2, 4 and 5)

Ten-fold increase in the area under intensive management.

Implement landscape level predator, herbivore and wasp control to further develop based on innovative technologies and methods and prevent invasion by invasive tree species.

Model landscape level threat control attracts additional funding for research opportunities that in turn benefits local communities.

The site attracts international visitors as a model for restoration.

Functional and sustained frost flat and valley floor wetland communities. (Outcomes 1, 2 and 5)

Good examples of extensive functional frost flat shrublands are in place and landowners have become advocates/kaitiaki of these special ecosystems.

Promote and carry out research to determine how to control swarding grasses.

Restrict stock access to frost flat and valley floor wetland communities.

Carry out active planting to increase extent of frost flat and valley floor wetland communities.

Small streams, riparian margins and alluvial forests are protected from impacts of land use activity. (Outcomes 2, 3 and 5)

Increase in restored stream margins and secure alluvial forest remnants.

Reduce land use intensification and restore riparian margins.

Land use has been adjusted to allow for sustainable protection of these areas whilst still contributing to the wellbeing of local communities.

Protection of braided river birds and habitat. (Outcomes 1, 2 and 5)

The number of braided river birds has been restored to levels where the populations are sustainable.

Control predators and invasive weeds.

Restore this area as a long-tailed bat hot-spot of endemism. (Outcome 1)

An increase in bat abundance. Restore habitat and control predators.

People have knowledge of the taonga species present, and this increases their sense of belonging.

Educate people about bats and what is needed to sustain them.

To support the local economy by attracting high value visitors to the area. (Outcome 4)

Increased proportion of visitors are high value/low impact.

Promote development of high value visitor products for the area.

6. MT RICHMOND

Character This area is central to Top of the South and creates connections amongst other areas. It is the primary catchment for many rivers including the Pelorus/Te Hoiere and influences water quality of Pelorus/Te Hoiere Sound. It includes the headwaters of the Motueka, Wairoa and Lee rivers. Mt Richmond is largely forested uplands with important forest remnants in the lowlands. In the special mineral belt ecosystems, where the soil is toxic to most native trees, a unique shrubland community has evolved. The mineral belt and limestone areas have many special species but are subject to invasion by woody weeds and browsers. This area has geological significance as it links through time to the Red Hills in South Westland and reflects our dynamic landscape shifts. The communities bordering this forest park are mostly primary industry focused with some tourism through the Te Araroa trail. Most of the uplands are conservation park, Nelson City Council land, or plantation exotic forestry, much returned to iwi in Treaty settlements. Challenges:

● The mineral belt and limestone areas have many special species but are subject to invasion by woody weeds and browsers.

● Mt Richmond features relatively low in Department of Conservation priorities, so goats, possums and predators are largely uncontrolled.

● The forests are degraded by introduced predators, herbivores and wasps.Building blocks:

● The Nelson City Council is investing strongly together with local citizen groups in restoring its parts of the environment.

● The Brook Waimarama Sanctuary offers a core fully protected area around which a halo of restoration and predator suppressed environment is developing.

● The Brook Waimarama Sanctuary and the Te Hoiere Bat Recovery Project could become the core of larger scale restoration efforts.

Our shared futureWe treasure Mt Richmond Forest Park as a place of connection and

belonging and have an ongoing commitment to a pest and weed free forest park. People have invested in turning the tide on pests and

weeds. The mineral belt has been secured from further weed invasions and wilding tree species are firmly under control. Mt Richmond Forest

Park and contiguous natural area have been secured and restored. Mountain to the sea ecological functioning and connection has been

restored. Land uses have become ecologically and economically sustainable throughout.



Change perception of Mt Richmond from a largely unknown area to a treasure at Nelson and Marlborough’s back door. (Outcome 4)

People treasure Mt Richmond and care for it.

Educate people around Mt Richmond to understand the importance of the park to their well-being and the potential to secure threatened species and reintroduce lost elements.

Mt Richmond Forest Park and contiguous natural areas are

Collaborative projects abound, working together and achieving

Prepare and implement a comprehensive plan for

restored and enhanced to a self-sustaining level. (Outcomes 1,2 and 5)

positive outcomes for natural areas and species.

restoration of Mt Richmond Forest Park and contiguous natural areas.

The natural heritage ecosystems of Mt Richmond are thriving and self-sustainable.

Control browsers, predators and wasps and of invasive weeds on the mineral belt and on forest margins.Natural regeneration of the

undergrowth of the forests.

The Red Hills/Dun Mountain mineral belt geology, ecosystems and species are protected from threats. (Outcomes 1, 2 and 5)

The mineral belt is free of wilding pines and other woody weeds and ongoing seeding is controlled.

Control pines and other woody weeds.

The mineral belt is known and valued for its unique geological and ecosystem value.

Educate people about the mineral belt and encourage them to value and care for it.

The formal identification and protection of key land areas that are important to biodiversity. (Outcome 2)

There has been an increase in protection of key land areas.

Promote and support land purchase and the creation of reserves.

Promote and protect Significant Natural Areas in association with landowners.

A secure and thriving long tailed bat population exists providing an educational focal point for our only native land mammal. (Outcomes 1, 2 and 5)

Expanding populations of long tailed bats.

Support and expand the current bat protection programme.

The restoration of wildlife populations, expanding from the hubs of Te Horiere Bat Recovery Project and Brook Waimarama Sanctuary. (Outcomes 2 and 5)

Local communities take an active role in securing populations of existing and reintroduced native wildlife.

Carry out mammalian predator control.

Encourage and support species reintroductions to these sites and surrounding areas.

The mauri of Te Hoiere and other rivers are restored, ki uta ki tai (mountains to the sea). (Outcomes 2 and 5)

Lowland native forests are extensive along waterways and sediment input to the Pelorus/Te Hoiere delta has been reduced to sustainable levels.

Work collectively with DOC, iwi, community, forestry to improve riparian margins, alluvial forests, improve water quality and reduce sediment loss.

7. MARLBOROUGH SOUNDS/COOK STRAIT

Character Extremely intricate interweaving of land and sea with many islands and gradients from wild Cook Strait to highly sheltered Sounds and estuaries. Important island refuges for internationally important wildlife, seabirds and rare species. Complex geology with strong tectonic features including highly mineralised and schist substrates together with the gradients of wind, rainfall and elevation result in unique habitats and plants and animals found nowhere else. These include most of the wild population of tuatara in the world, together with unique amphibians, insect and plants. Islands are important refuges for species such as long tailed bats which have elsewhere become rare. Beaches and terrestrial wetlands are rare as the land rises steeply from the sea in most places. The steep streams are refuges for native fish and all outside the Pelorus River catchment are free of introduced fish. These complex patterns on the land are reflected in the sea with great habitat diversity and rare or unique species such as King Shag and Hector’s dolphin. The strong connections between the land and sea, including the effects of land run-off, mean the land and sea environments are considered as one in this Strategy. The extensive coastline has resulted in diverse land ownership of many landowners, often limited to water access. Marine tourism is developing in the Sounds and the area hosts important recreational and commercial fisheries as well as the most extensive marine farming areas in New Zealand. Challenges:

● Benthic marine communities have been degraded and destroyed by runoff and direct damage from seabed disturbing activities.

● Pelorus Sound has some of the muddiest estuarine areas in New Zealand as a result of land-use practices.

● Marine management is fragmented amongst multiple agencies and is vulnerable to inappropriate land use.

● There are few protected areas in the sea.

Building blocks:● There are numerous opportunities for peninsula secured restoration.● Increasing numbers of landowners are showing an interest in both island

protection and shore ecology restoration. ● Some islands are directly managed as refuges by Department of

Conservation, and opportunities remain to be developed on larger islands and peninsulas wholly or partly in private ownership.

● Landscape level restoration is underway with organisations such as the Marlborough Sounds Restoration Trust removing wilding pines over large areas and local groups are well advanced in restoring defensible peninsulas such as Kaipupu Point and Otohutu Peninsula.

Our shared futureWe are able to enjoy locally harvested scallops, oysters, mussels, pipi

and cockles, swim in clear waters, hear bird call echo around the islands. There has been landscape-scale return of native forest and unique

ecosystems across the Sounds. Most of the islands of the Sounds and many peninsulas are free of introduced pests and weeds. Landowners

across the area are actively supporting restoration and communities benefit from this participation. Seabirds and unique species of plants and animals have re-established in these areas. Marine living habitats such as rhodolith beds, mussel reefs, bryozoan corals, and tube worm

mounds have recovered over a wide area. Seabed and estuarine ecologies are naturally functioning across large areas. The rivers run

clear and land-use practices ensure soil is retained on the land. Through ecotourism our local communities are proud to share this thriving

relationship with the rest of the world.What we want to

achieve This is what success looks

likeHow to get there

Shellfish beds are restored to a level where harvesting can be sustained. Sediment inputs from rivers and streams and seabed disturbance are at ecologically sustainable levels that allow benthic ecosystems to thrive. (Outcomes 2, 4 and 5)

Land use and/or practices have changed to significantly and a reduction in sediment input has occurred.

Support implementation of management measures to minimise damaging practices on land and sea.

Ecosystem damaging seabed practices are substantially reduced or halted.

Shellfish and biogenic habitats/communities are protected and restored.(Outcomes 2 and 5)

We understand how to restore shellfish and biogenic habitats and the restoration has commenced.

Promote and support research and adaptive management to determine what is required to restore natural functioning.

Estuarine ecologies are restored, and managed, and coastal retreat is provided for as sea levels rise. (Outcomes 2, 4 and 5)

All estuarine sites have a restoration action plan under implementation.

Repeat the work done on the Waimea Inlet Strategy and Action Plan for the other estuarine sites and provide for their implementation.Estuarine communities and

visitors enjoy the restored spaces and actively contribute to long term health of our natural spaces and sustainable kaimoana harvests.

Integrated management of land and sea.(Outcomes 2,4 and 5)

People understand their place in a sustainable future leading to integrated management of land and sea implemented.

Support getting full integration of the currently disconnected management regimes.

Communities and industries change land use and sea-based activities to approaches that allow them to flourish while halting ecologically unsustainable practices. (Outcomes 2,4 and 5)

Sustainable practices are widespread, and this enhances community wellbeing.

Work with communities and industries on land and sea to explore more sustainable practices.

Restoration of native ecosystems on all islands and defensible peninsulas. (Outcomes 1 and 2)

Islands and defensible peninsulas are pest, predator, and weed free, and people have pride in these healthy ecosystems and a commitment to their future.

Work with communities to progress restoration initiatives.

Develop and deploy landscape-scale effective technologies.

Threatened ecosystems and species are secured and restored. (Outcomes 1 and 2)

Threatened ecosystems are under active management.

Restore and sustain threatened ecosystems and the habitat of threatened species.





Landscape-level pest and weed pressures are reduced and this is sustained over time. (Outcomes 2, 3 and 5)

No landscapes still dominated by vines, pines, or Spartina cordgrass and communities take a guardianship role in preventing reinvasion.

Sustain and accelerate pine removal, institute invasive weed control, complete Spartina cordgrass eradication.

Healthy understory throughout native forests.

Control ungulates to levels that allow a healthy understory to be sustained.

8. WAIRAU

Character In the Wairau district, dryland, lowland and the coast are influenced by easterly weather patterns, with a warm climate and low rainfall. Substrate, faulting, glaciation and limestone cliffs, scarps and other landforms are special to this area. The east coastline is very important as a haul out site for marine mammals. Wairau Lagoons and remnant freshwater wetlands are regionally important. Lakes Grassmere and Elterwater are important for waterfowl and shorebirds. Waterways are important for native fish as are lakes where trout are absent. This is the area where human occupation was first recorded in Aotearoa. It has huge historic cultural significance. This is the viticulture centre of New Zealand and includes the second largest urban area in the Top of the South. It is important for a wide range of primary industries and for tourism. Challenges:

● Lowland forest remnants are significant given the highly modified state of this region following burning and land clearance for agriculture. Shrublands are important for threatened species.

● The majority of wetlands are degraded, so the few wetlands left all are important.

● Wairau lowlands have very small scattered remnants of natural heritage. Much of this is not well understood as important by those managing the landscape.

● Native vegetation is largely regarded as “scrub” even though it includes of a diversity of endemic species.

● The financial and people resources required to implement the recommendations on Significant Natural Areas at a rate required to halt decline are not available.

Building blocks:● The significant natural areas are small but have been documented by the

Marlborough District Council building on earlier Protect Natural Area surveys. ● Treaty settlements and increased understanding of this valuable area can

provide stepping stones for protection and restoration.

Our shared future We have restored and reconnected remnant dryland native ecosystems and established land use that is sustainable for both natural and human

communities. In this interconnected landscape rare plant and animal communities have been restored and land use is aligned to their

protection. Harvest of watercress, eels and other food sources has returned and is managed sustainably. Loss of the last remnants of rare plant and animal communities has been avoided and we have linked the

remnants with new plantings re-establishing native vegetation along river corridors as we went. Grazing, predation and weed pressures on

significant natural areas have been reduced throughout.



Regeneration of native species into the natural landscape (Outcomes 1, 2

Native species are once again thriving in the natural and modified landscapes.

Control browsers and weeds by establishing a landscape level control of goats and invasive

and 5) weed species as a first step.

Prevent the intensification of grazing in significant natural areas.

Preservation and enhancement of remaining shrublands, with restored connectivity of vegetation fragments. (Outcomes 1, 2 and 5)

Shrublands formally protected. Promote the formal protection of existing shrubland areas; re-establish new areas; introduce seed sources.

Restoration of river corridors and wetland systems, e.g. Wairau Lagoons, Lake Elterwater. (Outcomes 1, 2 and 5)

The riparian margins of rivers are dominated by native vegetation and willow removal from wetlands has been completed.

Remove willows and other woody weeds from wetlands and braided rivers and replant with indigenous species.

People appreciate indigenous areas for intrinsic reasons and understand the social benefits of limiting land use intensification of significant natural areas on private land. (Outcome 4)

Implementation of new economic models and diversified land use on private land that lead to large scale protection.

Promote an attitude to accept change using new economic models where people benefit from retaining shrublands and receive incentives for covenanting natural areas.People have an understanding of the

ecological and cultural significance and this adds to their sense of belonging and wellbeing.





We know what is special in the dryland ecosystems and understand how to restore its ecological functioning (Outcomes 1, 2, 4 and 5)

Functioning ecological drivers and processes and restored ecological building blocks.

Develop and trial restoration and pressure management tools and methodologies.

9. INLAND MARLBOROUGH

Character Inland Marlborough is one of five major centres of species endemism nationally with a large number of threatened and at-risk species. It is influenced by easterly weather patterns and low rainfall, leading to dryland ecosystem types with a strong rainfall gradient west to east, dropping very quickly – a strong driver. It includes mountainous areas and alpine communities with extremes of

wet/dry and hot/cold. The Clarence River is the last relatively unmodified braided river system in the eastern South Island. Inland Marlborough has a diverse network of lakes, tarns and wetlands. This area is thinly populated and economic gains are via farming, tourism and forestry. Community connection and belonging are a key attribute for people living in these areas.Challenges:

● The whole area has been burned and grazed to a point where the unique suite of native species and communities are reduced to scattered remnants.

Building blocks:● Molesworth offers an opportunity to create a centre of excellence in

dryland ecosystem restoration. This would require major new funding to allow a science led approach to understanding how to approach ecosystem restoration at a landscape level in these dry, poorly understood ecosystems.

● The area is managed as a Recreation Reserve by the Department of Conservation and the current farming lease expires in June 2020. A review of the management plan is under consideration.

● There is an opportunity here to explore reconnection of fragmented ecosystems with building connected communities.

Our shared future

Te Waiau Toa dryland ecosystem has become the focus of dryland ecosystem management in New Zealand. The Waiau Toa Centre of Dryland Ecosystem restoration has grown from small beginnings to

create and model innovative approaches to large scale management of weeds and pests and transitions to sustainable land uses. Many

threatened species have become secure and new species have been discovered as survey and monitoring has intensified. Ecotourism has

developed as a feature of the region, carefully managed to avoid risks of fire and overuse of sensitive areas such as lakes. Rare species and

threatened ecosystems survive and are restored to thrive, and communities are able to co-exist with these ecosystems in a sustainable

manner.



A landscape free of pest ungulates and exotic woody species (esp. wilding conifers) and land uses in harmony with the restored ecosystems. (Outcomes 1,2 and 5)

Wilding trees have been brought under control.

Control wilding tree species.

Native shrublands in dry environments have been restored.

Work with landowners to reduce the impact of domestic stock within significant natural areas and other ecologically significant sites, control pest browsers and weeds to build up native woody shrubland species.

Restored river banks. Remove willows where appropriate and restore riparian

margins with indigenous species.

Rowan in low densities. Control rowan at Hanmer Forest.

Braided river bird populations are sustained. (Outcomes 1, 2 and 5)

Sustained numbers of braided river birds.

Control predators to protect braided river birds and waterfowl, and to ensure increased diversity of birdlife as a result of habitat changes.

The formal identification and protection of key land area that are important to biodiversity (Outcome 2)


Promote and support land purchases and creation of reserves.


The restoration of ecological processes that will allow the natural regeneration of native species. (Outcomes 2 and 5)

Mosaic of native seed sources established throughout.

Protect existing beech forest areas as future seed source. Re-introduce native seed sources. Manage ecosystems recovering post-earthquake. Plant strategically to allow natural processes to happen. Restore wetlands.

Matauranga Maori and science led restoration. (Outcomes 1, 2, 4 and 5)

Working in partnership with iwi to scope and co-design Waiau Toa Centre of Dryland Ecosystem Excellence.

Create a centre of excellence in dryland ecosystem restoration based in Molesworth Waiau Toa.

Model what vegetation was there previously, research large-scale control techniques for pests and weeds and for staged restoration managing the effects of de-stocking herbivore pressure reduction.

10. KAIKŌURA

Character This is the area within the Top of the South with 82 visitor nights per resident population (post-earthquake). This is the highest across the region and the fourth in New Zealand. The Kaikōura District is made up of a series of landscapes. Descending from alpine ranges and limestone hill country, to lowland floodplains, sweeping beaches, rugged rocky cliffs and limestone bluffs, the Kaikōura District reflects the

geological processes of ongoing fault action. These processes have created dramatic landscapes of contrast where hard rock uplifts cut through soft limestone and where rocky cliffs drop steeply to the ocean waters of the Hikurangi Trench. Active mountain building is influenced by easterly coastal weather patterns and low rainfall. Many Marlborough endemic plant species are present. Isolated Hill is the most extensive lowland limestone area in South Marlborough and has high species diversity. Smaller forest remnants in the lowlands are important due to the heavily modified nature of this part of the region. This region also boasts: a world population of Hutton’s Shearwater, important gull/tern nesting colonies, high reptile diversity, marine mammal and seabird feeding, breeding and resting areas, banded dotterel, and a close backdrop of mountain ranges right beside the Pacific Ocean. Challenges:

● There is a huge contrast between the wild, natural marine environment of this coast and the highly modified landscapes along the road and rail corridor.

● Most of the dune lands are dominated by pines and introduced marram grass, hills are scarred by earthquake slips and weeds are invading the new habitats.

● With a small population struggling to recover after a major natural disaster outside resources are required if real progress is to be made.

Building blocks:● Very active groups such as Te Korowai, Hutton’s Shearwater Trust and the

Kaikōura Marine Guardians. ● Opportunities for corridors of natural areas from the submarine canyon to

mountain tops in continuous protected areas. ● These community initiatives are models on how human and natural

communities can interact and they are building blocks for a sustainable Kaikōura into the future.

Our shared future

Kaikōura is known as the marine ecotourism capital of New Zealand. Marine opportunities are integrated with those on the land. The focus

has moved from “come and see our wonderful nature” to include “come and be part of our restoration and future”. This has seen large scale

revegetation and pest and weed control along the SH1 and rail corridor that has transformed the visitor experience. Vegetation corridors have reconnected and restored ecological connection from mountains to the sea. Pride in these accomplishments has led our community to replicate these efforts throughout the rural landscape. These model community restoration initiatives have been shared and lead to similar projects across New Zealand. They are regarded across the world as valued templates. Ways have been developed that allow visitors to take an

active role in protection of the ecosystems.What we want to

achieve This is what success looks like How to get there

A conservation highway rich in native plants and animals diversifying the marine focused ecotourism already strong in the area leading to

World Heritage status granted, and sustainable economies established that interconnect with the natural heritage.

Support initiatives to gain World Heritage status and associate this with plans for a conservation highway integrated with earthquake

large scale support for natural heritage restoration in the district. (Outcome 4)

recovery.

Consolidation of a series of natural connections from coast to mountains using rivers where possible. (Outcome 5)

Continuous strips of protected natural lands coast to coast.

Secure land, restore riparian margins replant degraded areas, control, herbivores and weeds.

Naturally functioning dune lands. (Outcomes 2 and 5)

Dune lands dominated by native sand binders and shrubs.

Restoration of the coastal dune lands starting with pine and marram control.

Ecosystems on limestone geology secured and sustained. (Outcome 2)

Goat and weed free areas. Goat and weed control.

Limestone and coastal plant communities free of invasive weeds. (Outcomes 2 and 3)

Vine free areas and highways. Eradicate banana passion nine and control old man’s beard in sensitive sites (limestone & coastal).

Long term sustainable populations of Hutton’s shearwaters. (Outcome 1)

New nesting populations of Hutton’s shearwaters.

Work with the Hutton’s Shearwater Trust to secure further nesting populations.

11. EAST COAST MARINE

Character The East Coast is geologically active with highly productive rocky shores, sand and gravel beaches and estuaries. This coast has an extensive continental shelf dissected by the largest inshore canyon system in New Zealand. Huge diversity of seabirds and marine mammals with unique and rare species. Both natural and human communities are recovering from major earthquakes in 2016. Some aspects of natural heritage on the east coast are highly managed such as marine mammal tourism at Kaikoura. There is a big seasonal population of tourists in areas with a low resident population (one million tourists in Kaikoura with a resident base of only four thousand excluding earthquake recovery teams). Challenges in this area include:

● A low revenue base from rates for local councils to manage the environment of an extensive, important and dynamic coast.

● Important natural areas such as the Wairau Lagoons receive relatively low attention.

● In Kaikoura just developing infrastructure for tourists is hugely demanding. ● The major earthquakes have exacerbated this and left new issues such as

vastly accelerated sediment run-off from land and uplift which in some key locations has destroyed much of the natural intertidal ecology.

● The earthquake uplift has provided easier vehicle access to our coastal beech systems, resulting in pressures to native flora and fauna and our special reef ecosystems.

Building blocks:● The communities here have an active interface with the marine environment

and its benefits to the people. They have shown leadership through Te Korowai and other initiatives that build a lasting sustainable relationship between the local people and its biodiversity.

● Inspiring initiatives such as the Titi Trust, Te Korowai and the High School Lincoln partnership of reseeding the Pāua beds post-earthquake provide a firm foundation.

Our shared futureWe have a thriving ecosystem that has recovered after the earthquakes.

This has resulted in a diverse and productive marine environment. Careful management has minimised the impacts of human induced

activities, such as vehicle access to our beaches and ongoing sediment effects from accelerated land erosion from highway rebuilding and the

thousands of earthquake slips on land. Marine and coastal ecotourism is thriving and sustainable. Rich kelp forests have re-established and pāua

are again abundant and enjoyed by the community and visitors alike.



Earthquake recovery and development proceed in ways that allow the natural

Research and support active restoration and interventions to protect significant beach habitats

Rapid recovery of native algae beds, ecosystems and associated flora and fauna.

ecology to recover along with the community. (Outcomes 2, 4 and 5)

from damage by vehicles. e.g. potential of planting native seaweeds along the coast and access restrictions at valued places.

Communities recover their resilience alongside a restored marine environment.

Sustainable practices are embedded for the future.

Responsible ecotourism development is the cornerstone of regional prosperity. (Outcomes 1, 2, 4 and 5)

World Heritage status and a new marine research and education facility contribute to healthy sustainable economies linked to a healthy environment.

Support World Heritage status and the establishment of a world class marine research and education facility in Kaikoura.

Sediment input and development around the margins of Wairau Lagoons reduced, and provision made for managed retreat as sea level rises. (Outcomes 2, 4 and 5)

Wairau Lagoons recover ecologically and can evolve naturally in the future as climate change.

Development of a Wairau Lagoons Action Plan.

APPENDIX 1 - CONTRIBUTING ORGANISATIONS AND INDIVIDUALS

DESIGN WORKING GROUPPeter Lawless Phoenix Facilitation Ltd

Andrew Baxter Department of ConservationShannel Courtney Department of Conservation

Juliette Curry West Coast Regional CouncilSkye Davies Tasman Environmental Trust

Kian Foh advisor economicsAroha Gilling advisor Treaty settlements Peter Hamil Marlborough District CouncilMike Hawes Department of ConservationTracey Kingi advisor Matauranga Maori

Andrew Macalister Project JanzoonLeigh Marshall Nelson City Council

Rebecca Martel Ministry for the Environment Debs Martin Forest and Bird Protection Society

Kauahi Ngapora Whalewatch KaikouraJenny Oliver Fisheries NZ

Gisela Purcell Nelson Regional Development AgencyChris Woolmore Department of Conservation

SCIENCE WORKSHOPDr Leigh Stevens Salt Ecology Ltd

Dr Sean Handley NIWADr Susan Walker Manaaki Whenua Landcare Research

Dr Conrad Pilditch Waikato University Dr Jim Sinner Cawthron Institute

Dr Paul Gillespie Cawthron Institute Dr Rob Schuckard Birds NZ

Jan Clayton-Greene DOC Mike Avis MDC

APPENDIX 2 – TECHNICAL REPORTS SUPPORTING THE CREATION OF THE STRATEGY Peter Lawless - Phoenix Facilitation Limited – (July 2018) Kotahitanga Strategy Report on Science Workshop. Kian Lee (October 2018) Articulating Potential Benefits of the Kotahitanga mō te Taiao Alliance StrategyTracey Kingi – KIC Limited (November 2018) Mātauranga Māori – Understanding and applying Māori knowledge systems based on tradition from the Atua. APPENDIX 3 – MOU

MEMORANDUM OF UNDERSTANDING KOTAHITANGA MŌ TE TAIAO

THIS MEMORANDUM OF UNDERSTANDING IS MADE IS 30th DAY OF SEPTEMBER 2017

PARTIES The Parties are:

1. Ngāti Apa ki te Rā Tō Trust2. Te Pātaka a Ngāti Kōata Trust3. Te Rūnanga o Ngāti Kuia Trust4. Te Rūnanga o Ngāti Rārua 5. Ngāti Tama ki Te Waipounamu Trust6. Te Rūnanga O Toa Rangatira Inc.7. Te Atiawa o Te Waka-a-Māui Trust8. Rangitāne o Wairau Settlement Trust9. Te Rūnanga o Ngāti Waewae10. Tasman District Council11. Nelson City Council12. Marlborough District Council13. Buller District Council 14. Department of Conservation - Te Papa Atawhai

And subsequently such other parties that as may be invited and agree to be bound by the provisions of this Memorandum of Understanding (MOU).

BACKGROUND

A. This Memorandum of Understanding (MOU) recognises that the Parties consider that there are considerable benefits of working collaboratively to achieve significant conservation gains across the Buller, Marlborough, Nelson and Tasman region.

B. The Parties propose to develop a formal relationship and Alliance that involves an agreement to collaborate, look for synergies and align conservation efforts across the Buller, Marlborough, Nelson and Tasman region.

C. This Memorandum of Understanding formalises and records the vision, scope and principles that the Parties expect to underpin their ongoing relationship with each other.

OPERATIVE PARTS 1. The Parties agree that the arrangements set out in Schedule One of this document are the

basis on which they wish to base their relationship.

Signed by Ngāti Apa ki te Rā Tō Trust

Chair

Signed by Te Pātaka a Ngāti Kōata Trust

Chair

Signed by Te Rūnanga o Ngāti Rārua

Chair

Signed by Ngāti Tama ki Te Waipounamu Trust

Chair

Signed by Te Runanga O Toa Rangatira Inc.

Chair

Signed by Te Atiawa o Te Waka-a-Māui Trust

Chair

Signed by Rangitāne o Wairau Settlement Trust

Chair

Signed by Te Rūnanga o Ngāti Waewae

Chair

Signed by Tasman District Council

Mayor

Signed by Nelson City Council

Mayor

Signed by Marlborough District Council

Mayor John Leggett

Signed by Buller District Council Signed by Department of Conservation Te Papa Atawhai

Director, Partnerships

OTHER SUBSEQUENT PARTIES

The following Parties have been added to the MOU and agree to be bound by the provisions of this Memorandum of Understanding (MOU).

1) West Coast Regional Council2) Kaikoura District Council 3) Te Rūnanga o Kaikōura

Signed by West Coast Regional Council Signed by Kaikoura District Council

SCHEDULE ONE

Background 1. The Kotahitanga mō te Taiao Alliance is a concept which aims to help coordinate the

achievement of landscape scale collaborative conservation projects across the Buller, Marlborough, Nelson and Tasman region. The drivers are to work collaboratively to achieve significant conservation gains by attracting resources for new work, growing synergy to more effectively achieve existing work and developing social, cultural and economic contributors to future proof the outcomes.

2. For landscape scale conservation to be successful a strong alliance across local government, iwi and the Department of Conservation (DOC) is needed. A strong Alliance would enable the establishment of a region-wide conservation programme and the implementation of projects within it.

Vision 3. The Parties are united in the vision:

A partnership for environmental leadership across the Buller, Marlborough, Nelson and Tasman region – connecting people and place together for now

and for the future.

Ma whero ma pango ka oti ai te mahi

With red and black the work will be complete, this refers to co-operation where if everyone does their part, the work will be complete. The colours refer to the traditional kowhaiwhai patterns on the inside

of the meeting house.

Scope 4. The purpose and function of our Kotahitanga mō te Taiao Alliance is to align and collaborate

on conservation projects across the Buller, Marlborough, Nelson and Tasman region to provide a collaborative voice for conservation.

5. This includes identifying, prioritising and integrating conservation work across the Buller, Marlborough, Nelson and Tasman region. The function of our Alliance is to provide support, context and advice to projects within the region and help coordinate or support funding applications.

6. The scope of the Alliance is the coordination of collaborative landscape scale conservation projects.

7. The Parties are committed to ensuring that the Alliance delivers not only conservation outcomes but also supports social, cultural and economic outcomes to the region as well.

Nature of Relationship 8. The Parties wish to conduct their relationship (“the relationship”) on the basis of good faith

and respect for each other’s views.

9. The Parties may refer to the relationship in their dealings with others as “working with our Kotahitanga mō te Taiao Alliance”.

10. The Addendum Terms of Reference further outlines how the Alliance will function.

Relationship Principles11. The Parties to this MOU are committed to developing a meaningful and enduring relationship

with the intention to work together to achieve mutually beneficial objectives and outcomes that enable the successful delivery of our Alliance. The Parties to this MOU agree to abide by the following relationship principles when the Parties engage with each other and others:

Integrity Each Party will treat each other with the utmost respect, honesty and fairness.

DominionEach Party has dominion over its respective organisation.

Consultation Each Party agrees to consult on matters relating to the Alliance programme and agrees to contribute to strategic and annual planning processes in an integrated manner.

Availability Each Party agrees to make every effort to attend each meeting.

12. Nothing in this MOU or actions arising from it, shall detract from the rights or interests of the Parties under their individual Deeds of Settlement with the Crown.

Withdrawal 13. If a Party wishes to withdraw from the Alliance, it may do so by giving four weeks written

notice to the other Parties.

Communication 14. Subject to reasonable notice, the Parties agree and will commit to meet quarterly to discuss

issues of mutual interest, including business and work planning, new research and knowledge.

15. If matters arise that may be of interest to any Party, a contact person designated by each Party is to be informed. That person should develop an effective working relationship with the other Party.

16. If the designated contact person changes in any organisation, there should be a handover process so that the new person can quickly settle into the role.

17. In the interests of clear communication, any public statements that could be construed as being for or on behalf of our Alliance, must be made only after agreement with the other Parties. The Parties will agree to a communications protocol.

Intellectual Property and Data Sharing 18. All intellectual property brought to the relationship by each Party remains vested in that Party.

Confidentiality 19. Confidential information means proprietary science, technical and business information

disclosed during the relationship.

20. No Party shall disclose directly or indirectly the confidential information received from other Parties to any third party without written consent.

Dispute Resolution 21. Any dispute concerning the subject matter of this document will be settled by full and frank

discussion and negotiation between the Parties. Should the dispute not be resolved

satisfactorily by these means, the Parties agree that they may engage in mediation conducted in accordance with the terms of LEADR New Zealand Inc. Standard Mediation Agreement.

Review of MOU 22. The Parties shall review the Operative Parts in Schedule One of this MOU three years from

the date of this MOU first being signed.

Addendum - Terms of reference

Role of Parties of the Alliance1. The Alliance Parties will identify and integrate conservation priorities across the Buller,

Marlborough, Nelson and Tasman region consistent with the vision and scope of the MOU.

2. The Parties shall bring their strengths to the Alliance to help achieve the agreed vision and identified priorities.

3. Each Party on the Alliance will report back to the organisation that he/she represents with recommendations from the Alliance and seek that organisation's direction.

4. Each organisation may decide to take full or partial responsibility for specific actions recommended by the Alliance. There may also be situations where each organisation may decide not to take any responsibility for a specific action.

5. An organisation’s formal support of specific actions will be communicated back to the Alliance by the organisation’s representative. An organisation may choose to support specific actions in various ways, e.g. by allocating funding and/or including action items within planning documents and work programmes.

Role of the Facilitator of the Alliance6. One member should be of appointed as Facilitator of the Alliance.

7. The facilitator will:

prepare the agenda for Alliance meetings with input from the Alliance Parties;

facilitate the meetings and assist the Alliance to reach consensus on issues and options;

act as the spokesperson for the Alliance; and

as necessary, support or present Alliance recommendations to the signatories.

8. The term for appointment as Facilitator shall be for a period of one year with an option for reconfirmation.

9. One member should be appointed as Vice Facilitator of the Alliance to provide support and coverage if the Facilitator is unavailable. This will be appointed and reviewed on an annual basis.

10. The Department of Conservation offers to provide the facilitator role for the Alliance, if required, for three years from the date that the MOU is first signed.

Quorum for meetings11. While the Alliance does not have a decision-making mandate, there shall be no less than 8

members of the Alliance present for meetings to be held.

Reporting

12. Notes of Alliance meetings will be taken by a member of the Alliance or a support person (to be selected by Alliance consensus) and circulated before the next meeting of the Alliance.

13. The Department of Conservation offers to undertake the notes of the Alliance meetings and circulate these before the next meeting for three years from the date that the MOU is first signed.

14. Each Party will be responsible for reporting back to the organisation that he/she represents.

Frequency of meeting 15. The Parties shall meet as an Alliance quarterly, with additional meetings or workshops, if

required.

Servicing of meetings 16. The Department of Conservation offers to provide documentation and logistical support for

the Alliance meetings and provide staff support for three years from the date that the MOU is first signed.

17. All Parties shall be responsible for their own expenses for attendance and travel to and from meetings.

Review 18. The Parties will review these TOR three years from the date that it is first signed.

ENDS

Report to: COUNCIL

Date: 3. 19 March 2019

Subject: Horizontal Infrastructure Rebuild Programme Report

Prepared by: 4. Peter Thomson

5. Rebuild Programme Manager

Input sought from:

Authorised by: Angela OosthuizenChief Executive

PURPOSE AND ORIGIN:The purpose of this report is to provide the Mayor and Councillors with an overview of the key rebuild programme activities for the month relating to Horizontal infrastructure (roading, structures and three waters). Community Facilities rebuild and Business as Usual (BAU) activities will now be reported on separately.

PROGRAMME UPDATE:

Programme update summary Key progress/issues to date since the last month includes the following:

CSL (Concrete Structures Ltd) is the contractor for Five Bridges Replacement Design & Build Contract and is progressing with design verification. Physical works to start late May/early June.

Isaac Construction is the contractor for Fords Reservoir Physical Works Delivery, and will be establishing on-site from the week of 25 March.

Isaac Construction are the preferred tenderer for the WWTP (Waste Water Treatment Plant) Aeration Lagoon. Obtaining KiwiRail deeds of grant approval is progressing. Award of contract is expected early April.

Fulton Hogan is the preferred tenderer for the Lyell Creek Sewer Upgrade. Award of contract is expected by end of March.

Totara Lane Sewer Pump Station construction (by Fulton Hogan) is progressing toward completion by end of April.

Clarence Valley Access Indicative Business Case work is progressing well with input from Beca, The Property Group, legal counsel and NZTA. Completion and reporting to the Rebuild Steering Group is on target for April 2019.

Council’s Prioritised Betterment Project funding application for $2.4m was submitted to the Crown for approval on 21 February. Response/approval is expected by early April.

Health and Safety No Health and Safety incidents or near misses have been reported this month relating to the rebuild activities.

Environment and Heritage Receipt of final resource consents for the Lyell Creek WW Upgrade Project from ECAN is imminent.

Quality

Beca consultants are undertaking design works for structural bridge repairs. Beca have also been retained for the contract management role for the Five Bridges Replacement Contract with CSL.

Jacobs’s consultants are undertaking the design of the remedial work at Mackles bores (Mt Fyffe Road), the pumped groundwater supply for the Kaikoura urban water scheme.

Jacobs are also undertaking a water supply capacity assessment to ensure rebuild and new infrastructure investment decisions fits with a water supply strategy. Specifically, the assessment is necessary to finalise detailed design of valving /instrumentation at Fords Reservoir. This work will also increase understanding of demand and sufficiency of capacity and reliability of water supply and reticulation, and provide valuable information for the development of a water supply masterplan, to assist with both short and long-term asset planning.

Design teams for the major projects will continue to support the physical works phases as setout below:

Fords Reservoir – Jacobs

WWTP (Aeration Lagoon) – Jacobs

Lyell Creek Sewer Upgrade – Stantec

Five Bridges Replacement - Beca

Monitoring and assurance Council’s Rebuild team has developed a monthly claiming schedule in discussion with DPMC (Dept. of Prime Minister and Cabinet) to get all documentation, eligibility assessment, approvals and payment systems established ahead of the major construction (spending) phase. This is necessary to minimise Council’s cashflow cost risks during the balance of the Rebuild Programme.

The Rebuild team is completing a re-assessment the Roading Emergency Works funding/budget forecast so updated advice can be given to NZTA before April. This includes a review of all roading and bridging EQ Rebuild activity. In agreement with NZTA this re-assessment will exclude the Clarence Valley Access project, as this will be considered separately for future funding.

Review of Rebuild ProjectsThe Rebuild team continues to review all active projects and revise information in the Rebuild programme planner.

The regular review includes the following:

Use of all the latest post-tender/contract values and estimates

Use of Betterment funding application values for prioritised projects

The re-assessment of individual project contingencies given the current state of each project.

The re-assessment of project timeframes including start and finish dates for physical works.

FINANCIAL

Activity Most Likely Nov 17 Total Programme Estimate to date

Total Annual Plan Budget

Total spent to date (MAR2018)

Programme Estimate 16/17




Rebuild Programme Mgt 1,061,087$ 2,461,942$ 1,207,095$ 1,039,106$ 38,766$ 667,737$ 882,650$ 996,906$ Water 3,911,218$ 3,855,956$ 4,241,000$ 2,002,222$ 1,520,472$ 358,841$ 723,523$ 1,253,120$

Stormwater 645,193$ 688,739$ 1,231,160$ 31,862$ 7,320$ 95,167$ -$ 586,251$

Sewerage 11,636,332$ 13,841,299$ 12,933,168$ 3,106,815$ 1,656,876$ 675,939$ 2,944,872$ 8,563,612$

Roading 21,405,376$ 19,831,878$ 8,703,288$ 8,231,163$ 4,410,623$ 2,813,680$ 3,845,696$ 8,761,880$

GRAND TOTAL 38,659,206$ 40,679,814$ 28,315,711$ 14,411,168$ 7,634,058$ 4,611,363$ 8,396,741$ 20,161,769$

2019 / 20202017 / 2018Full Rebuild Programme 2016 / 2017 2018 / 2019

$-

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

$40,000,000

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

Total Cash FlowBaseline - Nov17 spent

Baseline - Nov17 ML ahead

Total Cash Flow Spent

Total Cash Flow ML Ahead

Baseline - Nov17 spent or ML ahead -Cumulative

Projected expenditureSpent to date

-$2,000,000

-$1,500,000

-$1,000,000

-$500,000

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000 Is the rebuild progressing on budget? (Actual vs.Nov17 baseline)

Key Financial Notes:

1. Clarence Valley Access solution is excluded from the Total Cash Flow chart above.

2. Betterment funding of $2.4m is shown as fully allocated. BAU Betterment projects are included totalling $480,992.

3. Project Contingencies have been re-assessed project by project. This will continue on an ongoing basis.

4. Rebuild Programme estimates assume programme completion at end of June 2020.

5. Pressure on KDC budget is stable since last report, but remains a major financial issue to manage. Estimated KDC budget variance is now estimated at -$1,210,835.

6. The November 2017 baseline has been retained.

7. The Crown’s “Budget Bid” financial assitance is capped at $2.2m.

8. Income form KDC insurers/LAPP is fixed at $4,431,057.

Rebuild Programme – Financial Overview

ML Programme

EstimateSpent to date ML forward NZTA KDC Insurers

Betterment - Crown

60% FAR - Crown

Bid 2018 - Crown

KDC ML contribution

KDC approved Budget /

expenditure

KDC Budget - Variance

% Spent

Rebuild Programme Mgt & Others $ 2,461,942 $ 1,039,106 $ 1,422,836 $ 944,268 $ - $ 480,992 $ 583,200 $ 385,987 $ 67,495 $ 545,368 $477,873 42%Programme Management - Claimable as programme overhead $ 1,915,466 $ 1,010,218 $ 905,249 $ 944,268 $ - $ - $ 552,900 $ 365,787 $ 52,511 $ 49,417 $3,094 53%Programme Management - Claimable as 3W overhead $ 50,500 $ 28,888 $ 21,612 $ - $ - $ - $ 30,300 $ 20,200 $ - $ - $0 57%Programme Management - Non Claimable $ 14,983 $ - $ 14,983 $ - $ - $ - $ - $ - $ 14,983 $ 14,959 $25 0%Provision for betterment projects $ 480,992 $ - $ 480,992 $ - $ - $ 480,992 $ - $ - $ - $ 480,992 $480,992 0%

Roading $ 19,831,878 $ 8,231,163 $ 11,600,715 $ 18,412,271 $ - $ - $ - $ - $ 1,419,607 $ 1,413,179 $6,428 42%Sealed Roads EQ Damage Assessments / Geotech $ 510 $ 510 $ - $ 485 $ - $ - $ - $ - $ 26 $ 1,140 $1,115 100%Unsealed Roads EQ Damage Assessments / Geotech $ 22,293 $ 22,293 $ - $ 21,179 $ - $ - $ - $ - $ 1,115 $ - $1,115 100%Drainage EQ Damage Assessments $ 18,914 $ 18,914 $ - $ 17,968 $ - $ - $ - $ - $ 946 $ - $946 100%Streetlights EQ Damage Assessments $ 22,490 $ 22,490 $ - $ 21,365 $ - $ - $ - $ - $ 1,124 $ - $1,124 100%Footpaths EQ Damage Assessments $ 23,639 $ 23,639 $ - $ - $ - $ - $ - $ - $ 23,639 $ - $23,639 100%Bridges EQ Damage Assessments $ 80,853 $ 65,853 $ 15,000 $ 76,811 $ - $ - $ - $ - $ 4,043 $ 1,896 $2,147 81%Roading Programme 16/17 - Management $ 417,281 $ 417,281 $ - $ 396,417 $ - $ - $ - $ - $ 20,864 $ 16,537 $4,327 100%Roading Programme 16/17 - Sealed $ 1,801,309 $ 1,801,309 $ - $ 1,711,243 $ - $ - $ - $ - $ 90,065 $ 90,726 $661 100%Roading Programme 16/17 - Unsealed $ 1,697,635 $ 1,697,635 $ - $ 1,612,753 $ - $ - $ - $ - $ 84,882 $ 41,512 $43,369 100%Roading Programme 16/17 - Drainage $ 435,613 $ 435,613 $ - $ 413,832 $ - $ - $ - $ - $ 21,781 $ 66,385 $44,605 100%Roading Programme 17/18 - Management $ 196,031 $ 196,031 $ - $ 186,230 $ - $ - $ - $ - $ 9,802 $ 9,802 $0 100%Roading Programme 17/18 - Sealed $ 574,166 $ 574,166 $ - $ 545,457 $ - $ - $ - $ - $ 28,708 $ 28,708 $0 100%Roading Programme 17/18 - Unsealed $ 495,960 $ 495,960 $ - $ 471,162 $ - $ - $ - $ - $ 24,798 $ 24,604 $194 100%Roading Programme 17/18 - Drainage $ 866,239 $ 866,239 $ - $ 822,927 $ - $ - $ - $ - $ 43,312 $ 44,258 $946 100%Roading Programme 17/18 - Environmental $ 227,589 $ 227,589 $ - $ 216,210 $ - $ - $ - $ - $ 11,379 $ 11,379 $0 100%Roading Programme 17/18 - Traffic Services $ 18,663 $ 18,663 $ - $ 17,730 $ - $ - $ - $ - $ 933 $ 933 $0 100%Roading Programme 18/19 - Management $ 156,000 $ 40,700 $ 115,300 $ 148,200 $ - $ - $ - $ - $ 7,800 $ 6,180 $1,620 26%Roading Programme 18/19 - Sealed $ 600,100 $ 13,022 $ 587,078 $ 570,095 $ - $ - $ - $ - $ 30,005 $ 18,222 $11,783 2%Roading Programme 18/19 - Unsealed $ 190,119 $ 190,119 $ - $ 180,613 $ - $ - $ - $ - $ 9,506 $ - $9,506 100%Roading Programme 18/19 - Drainage $ 806,496 $ 135 $ 806,361 $ 766,171 $ - $ - $ - $ - $ 40,325 $ 28,088 $12,237 0%Roading Programme 18/19 - Footpaths $ 183,444 $ 2,295 $ 181,149 $ - $ - $ - $ - $ - $ 183,444 $ 160,125 $23,319 1%Streetlights $ 59,000 $ 2,295 $ 56,705 $ - $ - $ - $ - $ - $ 59,000 $ 100,000 $41,000 4%Bridges repairs (x15) $ 730,020 $ 13,510 $ 716,510 $ 693,519 $ - $ - $ - $ - $ 36,501 $ 57,806 $21,305 2%Bridges replacement (x5) $ 4,370,394 $ 286,594 $ 4,083,800 $ 3,976,640 $ - $ - $ - $ - $ 393,755 $ 436,920 $43,165 7%Clarence Valley Access $ 5,095,941 $ 381,930 $ 4,714,011 $ 4,841,143 $ - $ - $ - $ - $ 254,797 $ 248,354 $6,443 7%Clarence Valley Road protection $ 312,328 $ 312,328 $ - $ 296,712 $ - $ - $ - $ - $ 15,616 $ - $15,616 100%Clarence Valley SAR $ 428,853 $ 104,052 $ 324,801 $ 407,410 $ - $ - $ - $ - $ 21,443 $ 19,603 $1,839 24%

Water $ 3,855,956 $ 2,002,222 $ 1,853,734 $ - $ 836,991 $ 1,294,191 $ 1,075,946 $ 479,397 $ 169,432 $ - $169,432 52%Post EQ - Temporary Water Safety Plans & Samplings $ 36,942 $ 36,942 $ - $ - $ - $ - $ - $ - $ 36,942 $ - $36,942 100%Water Assessment / Retic $ 102,947 $ 102,947 $ - $ - $ - $ - $ 61,768 $ 41,179 $ - $ - $0 100%Water Assessment / Structures $ 48,820 $ 48,820 $ - $ - $ - $ - $ 24,499 $ 16,333 $ 7,989 $ - $7,989 100%Water 16/17 Emergency repairs - Retic $ 418,635 $ 418,635 $ - $ - $ - $ - $ 200,595 $ 133,730 $ 84,310 $ - $84,310 100%Water 16/17 Emergency repairs - Structures $ 151,322 $ 151,322 $ - $ - $ - $ - $ 86,748 $ 57,832 $ 6,742 $ - $6,742 100%Water - 17/18 EQ OPEX repairs - Retic $ 23,151 $ 23,151 $ - $ - $ - $ - $ 13,890 $ 9,260 $ - $ - $0 100%Water - 17/18 EQ OPEX repairs - Structures $ 5,931 $ 5,931 $ - $ - $ - $ - $ 3,559 $ 2,373 $ - $ - $0 100%Mt Fyffe Water main and road reinstatement $ 986,557 $ 986,557 $ - $ - $ 393,546 $ - $ 498,547 $ 94,464 $ - $ - $0 100%Urban water main from NCTIR Village $ 215,206 $ - $ 215,206 $ - $ - $ 215,206 $ - $ - $ - $ - $0 0%Water - East Coast - Structures - Reservoir $ 27,760 $ 27,760 $ - $ - $ - $ - $ - $ - $ 27,760 $ - $27,760 100%Water - Kincaid - Structure - Reservoir $ 25,680 $ - $ 25,680 $ - $ 15,118 $ - $ 6,337 $ 4,225 $ - $ - $0 0%Water - Ocean Ridge - Structure - Reservoir $ 28,184 $ 28,184 $ - $ - $ 2,674 $ - $ 11,892 $ 7,928 $ 5,690 $ - $5,690 100%Water - Urban - Reticulation $ 9,360 $ - $ 9,360 $ - $ - $ - $ 5,616 $ 3,744 $ - $ - $0 0%Water - Urban - Structure - Fords $ 1,226,984 $ 106,664 $ 1,120,320 $ - $ 166,048 $ 1,028,984 $ 19,171 $ 12,781 -$ 0 $ - $0 9%Water - Urban - Structure - Peninsula $ 247,442 $ 31,616 $ 215,827 $ - $ 194,102 $ - $ 32,004 $ 21,336 $ - $ - $0 13%Water - Urban - Structure - Mackles Bore $ 301,035 $ 33,694 $ 267,341 $ - $ 65,503 $ 50,000 $ 111,319 $ 74,213 $ - $ - $0 11%

Stormwater $ 688,739 $ 31,862 $ 656,876 $ - $ 209,096 $ - $ 412,862 $ 66,145 $ 636 $ 0 $636 5%Stormwater Assessment - Structures $ 28,250 $ - $ 28,250 $ - $ - $ - $ 16,950 $ 11,300 $ - $ - $0 0%Stormwater Assessment - Retic $ 43,648 $ 1,273 $ 42,375 $ - $ - $ - $ 26,189 $ 17,459 $ - $ - $0 3%Stormwater 16/17 Emergency Repairs $ 6,047 $ 6,047 $ - $ - $ - $ - $ 3,247 $ 2,165 $ 636 $ - $636 100%Stormwater 17/18 OPEX Repairs $ 24,542 $ 24,542 $ - $ - $ - $ - $ 14,725 $ 9,817 $ - $ - $0 100%Stormwater Repairs - Structures $ 286,251 $ - $ 286,251 $ - $ 102,096 $ - $ 171,751 $ 12,405 $ - $ - $0 0%Stormwater Repairs - Reticulations $ 300,000 $ - $ 300,000 $ - $ 107,000 $ - $ 180,000 $ 13,000 $ - $ 0 $0 0%

Sewerage $ 13,841,299 $ 3,106,815 $ 10,734,484 $ - $ 3,384,971 $ 624,817 $ 6,893,103 $ 1,268,471 $ 1,669,938 $ 157,725 $1,512,213 22%Sewerage Assessment / Retic $ 501,870 $ 501,870 $ - $ - $ - $ - $ 300,206 $ 200,138 $ 1,527 $ - $1,527 100%Sewerage Assessment / Structures $ 18,934 $ 18,934 $ - $ - $ - $ - $ 11,361 $ 7,574 $ - $ - $0 100%Sewerage 16/17 emergency repairs - Retic $ 458,605 $ 458,605 $ - $ - $ - $ - $ 246,048 $ 164,032 $ 48,525 $ - $48,525 100%Sewerage 16/17 emergency repairs - Structures $ 643,212 $ 643,212 $ - $ - $ - $ - $ 239,016 $ 159,344 $ 244,851 $ - $244,851 100%Sewerage 17/19 OPEX repairs - Retic $ 10,500 $ 1,005 $ 9,495 $ - $ - $ - $ 6,300 $ 4,200 $ - $ - $0 10%Sewerage 17/19 OPEX repairs - Structures $ 42,000 $ 31,171 $ 10,829 $ - $ - $ - $ 25,200 $ 16,800 $ - $ - $0 74%Sewerage 17/20 OPEX - EQ maintenance and powering $ 157,500 $ 63,484 $ 94,016 $ - $ - $ - $ - $ - $ 157,500 $ - $157,500 40%Lyell Creek $ 7,071,483 $ 666,329 $ 6,405,154 $ - $ 1,481,978 $ 301,000 $ 4,231,519 $ 343,316 $ 713,671 $ 157,725 $555,946 9%Aeration Lagoon $ 3,590,866 $ 559,990 $ 3,030,876 $ - $ 1,502,456 $ 323,817 $ 1,058,756 $ 201,973 $ 503,864 $ - $503,864 16%Pump Station - Esplanade $ 39,500 $ 39,500 $ - $ - $ - $ - $ 23,700 $ 15,800 $ - $ - $0 100%Pump station - Mt Fyffe Meadows $ 340,987 $ 104,760 $ 236,227 $ - $ 42,611 $ - $ 179,025 $ 119,350 $ - $ - $0 31%Sewerage Manholes $ 493,948 $ 2,454 $ 491,494 $ - $ 174,417 $ - $ 296,369 $ 23,163 $ - $ - $0 0%Sewerage Pipework Esplanade $ 54,769 $ 736 $ 54,033 $ - $ 20,384 $ - $ 32,861 $ 1,524 $ - $ - $0 1%Sewerage Pipework Beach Rd catchments $ 148,005 $ 736 $ 147,269 $ - $ 55,084 $ - $ 88,803 $ 4,118 $ - $ - $0 0%Sewerage Pipework South Bay $ 49,019 $ 736 $ 48,283 $ - $ 18,244 $ - $ 29,411 $ 1,364 $ - $ - $0 2%Sewerage Pipework Mt Fyffe Hawthorne $ 12,555 $ 12,555 $ - $ - $ 12,555 $ - $ - $ - -$ 0 -$ 0 $0 100%Sewerage Pipework Ocean Ridge $ 52,296 $ 736 $ 51,560 $ - $ 19,463 $ - $ 31,378 $ 1,455 $ - $ - $0 1%Sewerage Pipework Middle creek crossing $ 155,250 $ - $ 155,250 $ - $ 57,780 $ - $ 93,150 $ 4,320 $ - $ - $0 0%

Grand Total $ 40,679,814 $ 14,411,168 $ 26,268,646 $ 19,356,540 $ 4,431,057 $ 2,400,000 $ 8,965,111 $ 2,200,000 $ 3,327,107 $ 2,116,272 $1,210,835 35%

ACTIVE PROJECT PROGRESS / STATUS UPDATESThe following is a brief outline of the status of all active projects, showing “most likely” project estimates, start and finish dates for physical works. Relevant project numbers are used in the project description.

Projects that are 100% complete are not listed.

Roading and Structures

(R.2.11 R.2.21 R.2.41) Roading Emergency Works – Pavement and Drainage repairs

Estimate: $1,563,000 Spent to date: $53,856

Status: Downers are engaged to complete the scheduled repairs as part of the Council’s road maintenance contract. Works are now progressing.

Start: Feb 2019 Finish: July 2019

R.2.71 Footpath Repairs

Estimate: $183,500 Spent to Date: $2,295

Status: Rebuild and Council’s BAU works are being combined and coordinated with Chorus’ Ultra-Fast Broadband (UFB) rollout, to ensure a single efficient reinstatement and repair programme. Non-subsidised activity.

Start: Aug 2019 Finish: Dec 2019

R.2.90 Streetlight Repairs


Status: Repairs to be undertaken through preferred supplier Mainpower. Non-subsidised activity.

Start: Aug 2019 Finish: Dec 2019

R.3.1 Bridge Repairs


Status: Jacobs undertaking detailed design of major repairs and procurement documents for procurement in April/May. Minor repairs to be detailed and combined with BAU works programme, and delivered through Council’s road maintenance contract.

Start: Jul 2019 Finish: Dec 2019

R.3.3 Five Bridges Replacement

Estimate: $4,370,000 Spent to Date: $286,594

Status: Design & Build Contract awarded to CSL (Concrete Structures Ltd) in Jan 2019. Design verification due by April. Contract works to commence at Hawthorne Road Bridge.

Start: late May 2019 Finish: Feb 2020

R.3.4 Clarence Valley SAR (Southern Access Route)


Status: Council’s road maintenance contractor Downer is maintaining the SAR. Significant risks with unstable ford across Wharekiri stream. Active slips the along temporary route are being assessed for remedial work.

Start: ongoing Finish: Jun 2020

R.3.5 Clarence Valley Access


Status: Work is progressing with Beca, The Property Group, Simpson Grierson and NZTA to complete the required Indicative Business Case assessment of all infrastructure and non-infrastructure options by April 2019. The RSG/Council and NZTA will then be able to consider the Business Case. The Indicative Business Case may then be presented to the Clarence Valley community. Council’s roading contractor Downer will maintain the Clarence Valley temporary southern access route in the interim. Temporary closures will continue to occur during wet weather events to ensure the safety of all road users. Council will notify residents and road users of temporary closures/openings using the established procedures.

Start: ongoing Finish: tbc 2020

Water Reticulation and Structures

W.2.1 Mackles Bore


Status: Jacobs preparing a detailed design and methodology for repair works to earthquake damage. Specialist drilling will be required. Sequencing works with other water supply works will be necessary.

Start: est Jul 2019 Finish: Nov 2019

W.2.2 Fords Reservoir


Status: Fords Reservoir Physical Works Delivery contract CW-EQ-043 has been awarded to Isaac Construction Ltd. The contractor will establish on site in late March, earthworks will proceed and new reservoir supply from Tasman Tanks will get underway.

Start: Mar 2019 Finish: Dec 2019

W.2.3 Peninsula Concrete Reservoir Lining


Status: The pipework repairs were awarded to IWK and are complete. The requirement for this additional storage has been confirmed. A lining contract has been negotiated with Mainmark and is currently being awarded.

Start: Jun 2019 Finish: Sep 2019

(W.2.6 W3.1) Kincaid Reservoir and Urban Reticulation Repairs

Estimate: $35,000 Spent to Date: nil

Status: Design specification documents for repairs are being prepared.

Start: Apr 2019 Finish: Jun 2019

W.3.3 Watermain from NCTIR Village to Seaview

Estimate: $215,000 Spent to Date: nil

Status: Awaiting formal approval of Betterment Funding before committing to expenditure. We have a suitable quote from IWK to proceed with the works at the earliest opportunity.

Start: Apr 2019 Finish: Jul 2019

Wastewater Reticulation and Structures

WW.2.1 Wastewater Treatment Plant (WWTP), Aeration Lagoon


Status: All post tender clarifications and negotiations are complete, to allow award of contract. Isaac’s are the preferred tenderer. A substantial area of the WWTP operational site is located on KiwiRail land. We are urgently working to apply and obtain a Deed of Grant in the form of a property right from KiwiRail. This is a standard application and legal document that KiwiRail use, and is expected to be obtained without any unexpected consequences to the project. Award of contract is expected in early April.

Start: May 2019 Finish: May 2019

WW.2.6 Totara Lane (Mt Fyffe Meadows) Pump Station


Status: Construction is underway by Fulton Hogan, the contractor undertaking this work with completion due by the end of April.

Start: Nov 2018 Finish: Apr 2019

WW.3.1 Lyell Creek Sewer Upgrade


Status: Fulton Hogan has been identified as the preferred tenderer. All evaluation and tender negotiations are complete and award of contract will follow once resource consents are formally issued by ECAN. FH is expected to establish on site in April.

Start: Apr 2019 Finish: May 2020

(WW.2.7 WW.3.3 WW.3.4 WW.3.5 WW.3.6 WW.3.7) Reticulation Pipework & Manholes


Status: Stantec are compiling a full schedule of specified works for procurement. IWK are the preferred supplier for reticulation repairs. Structure/manhole repairs are expected to be procured through the pre-qualified physical works panel of Fulton Hogan, Isaac, and Brian Perry Civil.

Start: Jul 2019 Finish: Nov 2019

Stormwater Reticulation and Structures

(SW.1.1 SW.1.2 SW.2.1 SW.3.1)Stormwater structures and reticulation repairs


Status: Specific repair works are to be designed and documented for procurement. We are awaiting some wet weather to verify/highlight drainage issues and solutions.

Start: Jul 2019 Finish: Nov 2019

PROGRAMME RISKS AND ISSUES Only medium, extreme and high risks are included in this report table.

Category Event OwnerActionee

Inherent_Consequence

Inherent_Likelihood

Inherent_Risk level Risk Control/Mitigation Status

Residual_Consequence

Residual_Likelihood

Residual_Risk_Level

Since last month

Further_ControlFinancial Rebuild programme scope not fully defined

resulting in increased programme estimatesRebuild Programme Manager

PT Major Likely High 21 Asset investigation undertaken and incorporated. Programme contingencies reviewed and project estimates updated. Project scope agreed.

Initial Assessment

Significant Unlikely Med 9

=Betterment projects approval pending. Project contingencies reviewed.

Financial KDC ability to meet financial obligations - cashflow and budgets

KDC Finance manager

PT Major Likely High 21 Thorough review through the 3YP process. Business case preparation for additional support. Confirmation of additional budget bid funding.

Initial Assessment

Significant Possible Med 13

▼Confirmation of Draft Annual Plan budgets. Confirm Better project funding.

Programme management The programme is not delivered on time or cost Rebuild Programme Manager

PT Significant Possible Med 13 Appropriate programme management and fit for purpose reporting.

Monitor Response


=Need regular monitoring of delivery programme and project contingencies.

Physical delivery The programme is not delivered safely Rebuild Programme Manager

PT Major Possible High 18 Appropriate safety standards defined and implemented for the programme. Appropriate monitoring and assurance to ensure compliance.

Initial Assessment

Major Unlikely Med 14

▼H&S standards included in panels, and will follow through into physical works tenders.

Physical delivery The programme is not delivered to appropriate quality standards

Rebuild Programme Manager

PT Major Possible High 18 Quality standards and requirements defined for the programme. Appropriate monitoring and assurance.

Initial Assessment


▼Standards & requirements to be managed through appropriate project control and MSQA.

Physical delivery Interdependencies from other workstreams or funding affect programme delivery (e.g. NCTIR, EQC, Insurance, natural hazards programme)


PT Major Likely High 21 Coordination across workstreams and interface with key parties

Initial Assessment

Significant unlikely Med 9

=

Stakeholder Loss of community and stakeholder confidence in and tolerance to ongoing rebuild work

Communications Offi cer

PT Significant Possible Med 13 External communications plan developed and implemented. Timely response to rebuild queries

Initial Assessment


=Response to 2019 resident satisfaction survey, 50% satisfied with progress of rebuild to date.

Stakeholder Community/Stakeholder expectations are not achieved with programme outcomes


PT Significant possible Med 13 Clearly articulated rebuild programme objectives, regularly stakeholder engagement

Monitor Response

Significant possible Med 13=

Good stakeholder engagement during physical works delivery.

Programme management Lack of internal resources or loss of key resources KDC CEO PT Significant Possible Med 13 Timely engagement of appropriate resource, backfill resource as required. Agreement for additional support.

Initial Assessment

Significant unlikely Med 9=

Retain Rebuild staf till end of programe mid-2020.

Physical delivery Lack of external resources to deliver the programme


PT Significant Likely High 17 Timely communication of rebuild programme to market and appropriate procurement strategy in place. Market testing and appropriate packages identified.

Initial Assessment

Significant Unlikely Med 9

▼Contractors and consultants engaged for all programme tasks.

Financial Timely access to Crown funding leading to major cashflow issues for KDC over next summer (up to $2.5M/month)

DPMC and NZTA RSG reps

PT Major Possible High 18 Streamlining claiming process and ensure funder's confidence in KDC's claim preparation processes forward.

Monitor Response

Significant unlikely Med 9=

Monthly assessment claim meettings with DPMC scheduled.

Programme management Rebuild information not provided to stakeholders in a timely way

Communications Offi cer

PT Significant Possible Med 13 Rebuild communications plan in plan and implemented with regular stakeholder updates

Monitor Response


=Response to 2019 resident satisfaction survey, 62% satisfied with Council comms.

Physical delivery Environmental or cultural consenting requirements impacting programme


PT Significant Likely High 17 SLA with MKT, Archaeological authority application and work being undertaken with ECan

Monitor Response


=Each project is being assessed for cultural and environmental impact.

Physical delivery Opportunity for legal challenge on key projects e.g. Lyell Creek, Clarence valley access


PT Major Possible High 18 Legal advice sought as required Initial Assessment


▼High profile CVA project, but otherwise unlikely for balance of programme.

Subject Action Scoring - After mitigation Further Mitigation requiredInherent Scoring

Notes for the Programme Risk and Issues table:

Financial, KDC ability to meet financial obligations - cashflow and budgets: ▼The Residual Likelihood of this risk has decreased from Likely to Possible. Crown Betterment projects pending formal approval. Staff have also reviewed all Programme and individual project contingencies, and included budgets into the 2019-2020 draft Annual Plan.

Physical Delivery, The programme is not delivered safely: ▼Key contracts are in place with appropriate H&S standards, documentation, and construction monitoring. All suppliers have very good attributes.

Physical Delivery, The programme is not delivered to appropriate quality standards: ▼Quality standards for physical works will be managed using specialist construction management resources.

Physical Delivery, Lack of external resources to deliver the programme: ▼All key contractor and consultant resource have been successfully procured to complete the rebuild works programme.

Physical Delivery, Opportunity for legal challenge on key projects: ▼Unlikely risk for the significant balance of the programme, as all planning tasks are completed or well advanced. Clarence Valley Access remains the notable exception.

Rebuild Risks Register

No of Risk Items

Current Inherent

Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18 Jan-19 Feb-19 Mar-19

Extreme 0 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0High 11 8 7 6 7 7 7 8 7 5 6 4 6 7 6 6 4 4 5 5 0Medium 6 6 7 8 7 7 7 7 8 10 9 12 9 8 9 10 12 12 11 11 14Low 0 0 0 0 0 0 0 0 2 2 3 2 2 2 2 2 3New 2 1 1Closed 1 1Total Items 17 15 15 15 15 15 15 16 16 16 16 16 17 17 18 18 18 18 18 18 17

Almost certain

Insignificant Minor Significant Major Catastrophic Catastrophic

Likely Almost Certain

Med 11 High 16 High 20 Ext 23 Ext 25 Major

Possible Likely Med 7 Med 12 High 17 High 21 Ext 24 Significant

Unlikely Possible Low 4 Med 8 Med 13 High 18 High 22 Minor

Rare Unlikely Low 2 Low 5 Med 9 Med 14 High 19 Insignificant

Rare Low 1 Low 3 Low 6 Med 10 Med 15

The potential threat/event could infrequently occur

Consequences are manageable for programme/ project delivery

The potential threat/event may occur in exceptional circumstances Not l ikely to have consequences for programme/ project

Likelihood definitions Consequence Consequence definitionsThe potential threat/event is almost certain

to occur

Like

lihoo

d

Programme Project fails

The potential threat/event will probably occur in most circumstances

Potential to majorly impact Programme/ project success and/or time/quality/budget/reputation

The potential threat/event may occur occasionally

Programme or Project is still deliverable but impacts to time/quality/cost/reputation

FINANCIAL IMPLICATIONS AND RISKS:There are no specific financial issues or implications from this report that require Council decisions at this time.

RECOMMENDATION:That The Horizontal Infrastructure Rebuild Programme Report is received.







SIGNIFICANCE OF DECISION:

This decision is not considered significant in terms of Council’s Significance and Engagement Policy.


NA

COMMUNITY VIEWS:

NA

Report to: COUNCIL


Subject: 2019 Triennial Elections

Prepared by: 7. Julie Gapper

Input sought from: Anthony Morton at Electionz.com

Authorised by: Angela Oosthuizen

PURPOSE AND ORIGIN:The purpose of this report is to provide Council with information regarding the election process and for Council to make the resolutions which are required for the 2019 local body elections.

BACKGROUND AND REQUIREMENTS:

Appointment of Electoral OfficerSection 12 of the Local Electoral Act requires all local authorities to have an appointed Electoral Officer in place at all times. The Act provides that, unless the Electoral Officer dies, resigns or is dismissed from office, or becomes incapable of acting, he or she remains in office until his or her successor comes into office.

The Electoral Officer and other electoral officials, with specified exceptions, are not subject to the direction of the local authority in the exercise of powers or the carrying out of duties under the Local Electoral Act or the Local Electoral Regulations.

At its meeting of 19 September 2012, and in accordance with the Electoral Act 2001, Council appointed Mr Anthony Morton of electionz.com as Electoral Officer for the Kaikoura District Council.

Order of Candidate NamesCouncil may make a resolution determining which order candidate names are to be presented on the voting paper. There are three options:

1. Alphabetical order by surname – candidates are ordered by surname, in ascending alphabetical order.

2. Pseudo-random order – the order of candidates is randomised, and then each voting paper is printed with the same order of candidates.

3. Random order – the order of candidates is determined randomly at the time each voting paper is printed. Each voting paper will then list the candidates in a different order.

If Council does not make a resolution, then alphabetical order is used by default. In 2010, Council resolved to have candidates’ names in pseudo-random order and 2013 random order.

In terms of cost, there is no difference between any of the three methods. All other local authorities within the Canterbury region except Hurunui DC are expected to resolve to use the random order for the 2019 elections.

Communications Prior to the ElectionThe third issue for the Council to consider is communications in the pre-election period. The Office of the Auditor General (OAG) has produced the Good Practice Guide for Managing Public Communications by Local Authorities (2004).

The guidelines contain several principles relevant to communications in the pre-election period (see attachment). They note that it is neither possible nor practicable to stop all communications during the pre-election period, and that routine council business must continue. It can require careful judgement to draw the line between ordinary and appropriate communication, and communication that could be seen as creating an electoral advantage.

The principles discussed in the guidelines as relevant in a pre-election period are that: a local authority should not promote, nor be perceived to promote, the re-election

prospects of members in a local authority-funded publication; a local authority should exercise care in the use of its resources for communications

that are presented in such a way that they raise, or could have the effect of raising, a member's personal profile in the community; and

a local authority's communications policy should recognise the risk that communications about members, in their capacities as spokespersons for the authority, during a pre-election period could result in the member achieving an electoral advantage at ratepayers' expense.

The guidelines also state that photographs or information that may raise the profile of a member in the electorate should not be used during the pre-election period. The pre-election period is deemed to be the three months before the close of polling day (as it is for the purposes of calculating electoral expenses).

It is recommended that the OAG Guidelines for Managing Public Communications by Local Authorities in a pre-election period be adopted and that the pre-election period begin on 12 July 2019. This means the final Mayor’s report in the newsletter in the Kaikoura Star would be listed in the June edition and that all other non-urgent Council communications involving elected members would cease from 12 July 2019.

Pre-election ReportThe Pre-election Report is prepared by the local authority’s Chief Executive, and must be politically independent. The report is a requirement for all Councils under the Local Government Act.

The purpose of a Pre-election report under the Act is to provide information about the issues the Council faces. This will promote public discussion ahead of the Council elections, to help voters make more informed choices. The Pre-election Report will include financial results for the three financial years immediately preceding the date of election, and forecasts for the three years immediately after.

The Pre-election Report must be completed and published no later than the day that is 2 weeks before the nomination day for a triennial general election of members of a local authority under the Local Electoral Act 2001. For the 2019 election that date is 2 August 2019.

GENERAL INFORMATION:

KEY DATES FOR LOCAL AUTHORITY ELECTIONS 2019

25 June 2019 Electoral Enrolment Centre enrolment campaign starts

19 July 2019 Nominations open for candidates

16 August 2019 Nominations close at 12 noon. Rolls close.

From 21 August 2019 Election date and candidate names published by electoral officer

20-25 September 2019 Voting documents delivered to households

20 September - 12 October 2019 Voting Period

12 October 2019 Election Day – voting closes at noon.

By 17 October 2019 Official Results Declaration

17-23 October 2019 (or as soon as practicable)

Public Notice of Official Declaration of Election Results

RECOMMENDATION: That the report be received, That Council resolves that candidate names on the voting paper for the Kaikoura District

Council be listed in random order. That Council adopts the recommendations of the Office of the Auditor General regarding

communications in a pre-election period That Council instruct the CEO to advise staff accordingly regarding communications in a pre-

election period Council notes the election timeline and key dates That this matter or decision be recognised as not significant in terms of s76 of the Local

Government Act 2002.

COMMUNITY VIEWS:







Report to: COUNCIL


Subject: Update on repurposing Temporary Accommodation Units, 32 Beach Road, Kaikōura

Input sought from: Susi Haberstock – Community Services Manager

Alan Bruce – National Manager for Temporary Accommodation Services MBIE

Authorised by: Angela Oosthuizen - Chief Executive

PURPOSE AND ORIGIN:To provide the Mayor and Councillors with information to be able to make an informed decision on leasing the Temporary Accommodation Village on 32 Beach Road from MBIE for one year.

BACKGROUND:

Housing NeedThe February 2019 Resident Satisfaction Survey states on page 11 that in 2018/19:

53% of our residents required work on their properties 69% had found contractors to undertake this work 29% of community members stated that they would need to move out of their property to undertake

repairs 40% of community members were still unsure when they would expect to begin their repair work.

Temporary housing availability is still one of the most difficult issues facing our post-earthquake residents and while KDC is not in the business of providing any accommodation short term or otherwise, we do still have an advocacy and facilitation role to ensure housing needs are addressed.

HistoryAlan Bruce, the National Manager of the Temporary Advisory Service (TAS), is looking at the broader needs of the Kaikōura community, not just the legislation. At the beginning of this year, his team sent out letters to the 79 people on the TAS register to identify how many require support and will want to utilise the temporary accommodation village. The parties responded that they may have need in the future.As a result, his recommendation to the Housing Minister Salesa was to repurpose 4 of the 7 temporary two bedroom units in the village for temporary housing needs that fall outside of the current criteria.He has also been in contact with the General Manager of MBIE, MSD and has discussed the housing need with the Ministry of Housing and Urban Development.

DISCUSSION:Since October 2017, accommodation issues in Kaikōura have been closely monitored by the outreach team. Over the last twelve months’ concerns have been identified and discussed regularly within various hui, meetings and fora of the Kaikōura District Council (KDC), community and social service groups.

The lack of rental accommodation and the underutilisation of the seven Temporary Accommodation units built to house home homeowners who needed alternative accommodation while repairing their EQ damaged homes has become an issue.

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The units are currently managed by Ministry of Business, Innovation and Employment (MBIE). The fact that they have been mostly empty while people are unable to find interim accommodation, is a subject of consternation and frustration within the community, local social media and external media alike.

The strict criteria for eligibility of these exclude people who have short term accommodation needs for the following reasons:

Landlords evicting tenants to repair house due to earthquake repairs Landlords evicting tenants to hire out to contractors Landlords evicting tenants to offer their rental homes for tradespeople Lack of accommodation availability due to increased demand in addition to historically low rental

properties Existing rental placed on property market and sold Families living with families, people living with friends

MBIE has drawn up a basic lease agreement with a view that KDC take on this lease FOR ONE YEAR ONLY, with one right of renewal for a further 12 months, subject to owner approval. Please see full rental agreement in Appendix A. The start date is 1 April 2019.

OPTIONS TO BE CONSIDERED:

Option 1KDC takes on the lease and manages the provision of accommodation to tenants.

If Council agrees to leasing the temporary accommodation village for ONE YEAR, there will be objectives and criteria. If Council were to fully manage this, then Council would need to manage:

Identification of tenants who fitted the criteria Manage the allocation of tenants into houses Manage the keys and inspection of premises on entry and vacation of premises Ensure that the houses were provided with water, electricity and waste water Management of the rent payments and bad debts Management of any nuisance activities

Council would also be taking on the responsibilities as outlined under clause 6 of the Lease agreement. This means Council would carry the responsibility for keeping the cabins free from damage.

Comment : It would not be possible for Council to perform the above given current resourcing and funding.

Option 2KDC takes on the lease and manages the provision of accommodation to tenants. Council then signs an agreement for an agency to manage the tenancies and payments collection.

Council would need to develop the policy and criteria for allocation of units.If Council were to partly manage this, then Council would need to take the role of identifying and allocating tenants who fitted the criteria. Council and would carry the responsibility. This is traditionally not a Local Government function and staff are not appropriately trained to identify hardship, would also be taking on the responsibilities as outlines under clause 6 of the Lease agreement. This means Council would carry the responsibility for keeping the cabins free from damage. This is problematic is tenants damage the cabins as the cost of repair would fall to the ratepayers to fund and this is not equitable.

The real estate agent could potentially the following: Manage the keys and inspection of premises

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Ensure that the houses were provide with water, electricity and waste water Management of the rent payments and bad debts

Option 3 KDC plays an advocacy and facilitation role only.

KDC does not continue to manage the housing forum as this in not a core function of council. The government agency taking over this lease will draw up their own criteria for placement of the tenants.

Central government agency taking over this lease will carry the risk associated with damage to the cabins manage the process for identifying and allocating tenants manage the keys and inspection of premises ensure that the houses are provided with water, electricity and waste water Manage of the rent payments and bad debts.

Options Analysis

Options Pros Cons

1 Locally run so good understanding of community needs

Not a core Council FunctionCouncil not well placed to run given funding constraints and resourcesNegative consequences if tenants unsuccessful places Councillors in an invidious position to be lobbiedRisky as Council carries the responsibility of repairing damage to cabins

2 Locally run so good understanding of community needs. Responsive solution.

Minimise resources if tenancy and management of tenancy outsourced to a real estate agency

Not a core Council Function

Negative consequences if tenants’ unsuccessful places Councillors in an invidious position to be lobbied

Risky as Council carries the responsibility of repairing damage to cabins

Finding an appropriate agency to run may be time consuming

Limited Council Community development resources will be committing time to a central government function and KDC will not be reimbursed.

The cost of this will be ratepayer funded. Difficulty in dealing with problematic tenants will become a Council issue and costs can escalate if clean-ups/ damage incurred. This can lead to negative media consequences. Council staff could become embroiled in complaints about tenants and disputes.

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Options Pros Cons

3 Minimise the risk to be carried by Council

Most cost effective

Places the responsibility for managing tenancy and needs with an appropriately skilled and resourced agency

FINANCIAL IMPLICATIONS AND RISKS:

Option 1 - KDC takes on the lease and manages the provision of accommodation to tenants. This is not considered feasible.

Option 2 - KDC takes on the lease and manages the provision of accommodation to tenants

Cost Breakdown for Option 2Please find indicative numbers and estimated costs associated with the TA village. KDC continues with the Harcourt’s Property Management arrangement already in place.Total costs for 7 Units Costs for 4 units – KDC’s costs $250 monthly - Mowing and spraying $50 monthly - Management fees $68.50 monthly - Maintenance fee Repairs – as required = $ 368.50 monthly $210.57 monthly= $4422.00 annually $2526.72 annually

In addition, there are some general costs associated with Harcourt’s Property Management that MBIE have in place at present. Set up fee – $3105.00 (one weeks rent plus GST to cover administration. Depending on short term

accommodation period e.g. 4 monthly x 3 times per year) Commission – $5,112.90 ( a management fee of 9.5% plus GST of the rent received for all occupied tenancies

is at 4 units occupied for 52 weeks of the year at $225.00 per week) Additional work– an hourly rate of $50 per hour plus GST for extra work outside of the normal scope of

services (requirement to obtain MBIE approval before incurring charges).If the weekly rental is $225pw, and assuming the village is at full occupancy, the initial 4 units would incur a set-up fee of $3105.00 for the year. The 9.5% commission + GST cost would be $5,112.90 per year for the 4 units. It’s hard to quantify any extra work costs. So in summary, the annual management costs would be approximately $8,217.90. Council would also need to provide insurance for the cabins and contents.Income4 units @ $225.00 x 52 weeks per year = $46,800Minus costs @ $8218 – Potential profit $36,055Risks

Income may not eventuate Additional costs could be incurred for cabin damage

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Option 3 – another agency takes over the whole project and does not commit Council to any costs or risk.

RECOMMENDATION:That Council :Adopt option 3 is the most practicable option given this is not deemed to be a core Council function

SIGNIFICANCE OF DECISION:Part of the Reimagine Kaikōura recovery programme outlines what needs to be done to create strong and caring communities (p54). Of the 5 identified community opportunities and actions on p55, ‘meeting housing needs’ is number two:

Determine temporary accommodation needs and ensure adequate case management support is available.Identify actions to meet current and future housing needs including regulatory and non-regulatory methods.Current and future housing needs are understood and proactive responses developedKaikōura district is an affordable place to live.


Core Local Government FunctionsSection11 A of the Local Government Act states the following to be core

11A Core services to be considered in performing roleIn performing its role, a local authority must have particular regard to the contribution that the following core services make to its communities:

(a) network infrastructure:(b) public transport services:(c) solid waste collection and disposal:(d) the avoidance or mitigation of natural hazards:(e) libraries, museums, reserves, and other recreational facilities and community amenities.

It is pertinent to note that Council is not resourced nor funded to provide housing services.

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Appendix A

Portable Cabin Hire Agreement

Information Schedule

Date of agreement:

Owner: Her Majesty the Queen acting by and through the Chief Executive of the Ministry of Business, Innovation and Employment (Owner)

Contact address: 15 Stout Street, PO Box 1473, Wellington 6140

Attention: Alan Bruce

Email: [email protected]

Hirer: Kaikōura District Council (Hirer)

Contact address: Level 2, 96 West End, PO Box 6, Kaikōura 7340

Attention: Angela Oosthuizen

Email: angela.oosthuizen@Kaikōura.govt.nz

Cabins: 4 Cabins comprising:

4 x 2 bedroom cabins

Rent: $1 inclusive of GST per year

Payment period: Annually Payment date: 1 April 2019

Site Address: 34 Beach Road, Kaikōura, 7300

Term Twelve (12) months, with one right of renewal for a further 12 months, subject to Owner approval. The Hirer may request the renewal by providing the Owner with one month’s written notice prior to the expiry of the Term (Renewal Request). The Owner will notify the Hirer whether it approves the renewal within 10 Business Days of receiving the Renewal Request.

Start Date: 1 April 2019

End Date: 1 April 2020

Signed by the Owner: Signed by the Hirer:

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_____________________________ Date:

_____________________________ Date:

_____________________________ Date:

_____________________________ Date:

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1. Term and Acknowledgements

1.1 The Owner agrees to hire the Cabins (as described in the Information Schedule above) and the Hirer agrees to take the Cabins on hire for the Term of the Agreement at the Rent set out in the Information Schedule.

1.2 The term of this Agreement commences on the Start Date and continues until the earlier of the End Date or the date upon which this Agreement is otherwise terminated by either party in accordance with clause 9 of this Agreement.

1.3 The Owner and the Hirer acknowledge:

(a) that the Cabins to be hired are in a reasonable condition;

(b) this Agreement is a commercial chattels lease and does not create any lease or tenancy subject to the Residential Tenancies Act 1986 or the Property Law Act 2007.

2. Title to the Cabins

2.1 Title in the Cabins will not pass to the Hirer.

3. Insurance

3.1 The Hirer and/or its permitted occupants will be solely responsible for obtaining any insurance cover required for the contents of the Cabins.

4. Cabin Site

4.1 The parties acknowledge that, as at the Start Date of this Agreement, the Cabins have been placed on specific sites located at the Site Address 34 Beach Road, Kaikōura, 7300 which is controlled by the Hirer.

4.2 The Hirer also agrees to provide and maintain to each of the Cabins for the Term of the Agreement, all services reasonably required to allow occupation of the Cabins, including but not limited to:

(a) fresh water;

(b) electricity; and

(c) waste water disposal.

5. Payments

5.1 The Hirer will pay the Rent (together with any other payments required under this Agreement) to the Owner by an annual payment.

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6. Restrictions on use of Cabin and maintenance obligations

6.1 The Hirer is responsible for keeping the Cabins from damage, except for ordinary wear and tear occurring through reasonable use.

6.2 The Hirer shall not alter or modify the Cabins during the term of this Agreement without the prior written consent of the Owner, and will not do anything which will or may have the effect of voiding any manufacturer’s warranty for the Cabins, with any agreed alterations to the Cabins vesting in the Owner.

6.3 The Hirer will ensure that:

(a) the Cabins are maintained and kept reasonably clean and tidy at all times;

(b) all reasonable care is taken in handling and care of the Cabins; and

(c) the Owner is notified immediately if there are any problems with the Cabins.

6.4 The Hirer will allow the Owner (or its representative) to inspect the Cabins at all reasonable times if the Owner has given 48 hours’ notice to the Hirer (except in an emergency).

6.5 The Hirer will be responsible (at the Hirer’s expense) for:

(a) all necessary servicing relating to the Cabins ; and

(b) all regular and ongoing maintenance in relation to the Cabins and ancillary services, which is reasonably necessary for the use and enjoyment of the Cabins by the occupants; and

(c) keeping and maintaining the outdoor areas surrounding the Cabins and located on the Site in a clean and tidy condition.

7. Restrictions on Dealing with the Cabin and Tenancy Arrangements

7.1 Subject to clause 7.2, the Hirer will not without the prior written consent of the Owner (which shall be at the Owner’s sole discretion):

(a) move, relocate, sell, transfer or assign or sublease, licence, hire or part with possession of the Cabins;

(b) assign the Hirer’s rights under this Agreement; or

(c) mortgage, charge, pledge or grant any security interest over the Cabins to anyone other than the Owner.

7.2 Notwithstanding clause 7.1 above, the Owner expressly consents to the Hirer renting the Cabins to persons identified by the Hirer as needing temporary housing.

7.3 All property management services in relation to the tenancies granted by the Hirer pursuant to clause 7.2 of this Agreement will be the sole responsibility of the Hirer and will be managed exclusively by the Hirer and its appointed property manager.

7.4 The Hirer and the Owner acknowledge that during the Term of the lease some of the Cabins may cease to be required for occupation by people in need of temporary housing.

7.5 Where the Hirer no longer requires the Cabin pursuant to clause 7.4, the Hirer will give notice of the availability of the relevant Cabin to the Owner, and the Owner may terminate this lease in respect of that Cabin.

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8. Hirer to Notify Change of Details

8.1 The Hirer will notify the Owner in writing at once of any change of the Hirer’s name, address or contact details.

9. Termination

9.1 Unless terminated earlier in accordance with clauses 9.2 or 9.3 below, this Agreement will continue on after the End Date on a periodic basis, terminable by either party giving the other 10 Business Days’ notice in writing.

9.2 The Hirer may terminate this Agreement prior to the End Date by giving the Owner at least a month’s prior written notice of termination.

9.3 The Owner may terminate this Agreement and repossess the relevant Cabins, if notice is given under clause 7.5.

9.4 Either party may immediately terminate this Agreement if the other party commits a material breach of this Agreement and such breach cannot be remedied, or in the event that such breach is capable of remedy, the party in breach fails to remedy the breach upon receiving notice from the other party specifying the breach and requiring the breach to be remedied within ten Business Days of such notice.

9.5 Termination of this Agreement for any reason shall not affect any rights or liabilities that have accrued prior to termination.

10. Protection of the Owner’s Interests

10.1 On or before the End Date of this Agreement (or upon earlier termination in accordance with clause 9 above), the Hirer will surrender control of the Cabins to the Owner and will ensure that any occupants placed in the Cabins by the Hirer have been relocated prior to the End Date (or earlier termination).

10.2 The Hirer confirms that it is entitled to place the Cabins on the land at the Site Address of 34 Beach Road, Kaikōura for the duration of the Agreement.

10.3The parties acknowledge that the Owner is not responsible for any acts or omissions of the Hirer in respect of the Cabins or in respect of the occupants or tenancies in relation to the Cabins.

10.4The Hirer indemnifies the Owner against all liability, losses, damages, costs and expenses (including legal costs on a full indemnity basis) suffered or incurred by the Owner resulting from:

(a) this Agreement, or

(b) the possession or use of the Cabins by the Hirer or any occupant of the Cabins.

10.5The Owner’s maximum aggregate liability arising in relation to or in connection with this Agreement is, in respect of all losses (being all liabilities, losses, damages, costs and expenses

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(including legal costs on a full indemnity basis)), limited to the total value of the Rent payable under this Agreement.

11. Entire Agreement and Variations

11.1 This Agreement contains the entire Agreement between the Hirer and the Owner in relation to the Cabins and cannot be altered, amended, modified or otherwise changed except in writing signed by both parties.

12. Miscellaneous Provisions

12.1 Definitions: In this Agreement:

(a) References to “Cabins” will refer to the Cabins described on the front page of this Agreement.

(b) References to “Business Day” mean a day (other than a Saturday, Sunday or public holiday) when banks in Kaikōura and Wellington are open for business.

(c) References to “Rental Payment” refers to the annual rental payment specified on the front page of this Agreement which the Hirer agrees to pay to the Owner for the hire of the Cabin.

12.2Headings: The headings in this Agreement merely give an indication of the content of the clauses or terms to which they are related, and are included only for the purpose of assisting the reading of the document. Headings do not affect the meaning of the terms or clauses of this Agreement themselves.

12.3 Notices: Notices to either party under this Agreement may be sent to the relevant address as shown in this Agreement.

12.4 Waiver: A delay in exercising, or failure to exercise, any right or remedy in connection with this Agreement shall not operate as a waiver of that right or remedy. The waiver of a right to require compliance with any provision of this Agreement in any instance shall not operate as a waiver of any further exercise or enforcement of that right and the waiver of any breach shall not operate as a waiver of any subsequent breach. No waiver in connection with this Agreement shall, in any event, be effective unless it is in writing.

12.5 Variation: No variation of this Agreement shall be effective unless it is in writing and is signed by or on behalf of each of the parties.

12.6 Severance: If a provision of this Agreement is held to be illegal, invalid or unenforceable, in whole or in part, the parties intend that the offending provision shall be severed and the legality, validity and enforceability of the remainder of this Agreement shall not be affected.

12.7Counterparts: This Agreement may be signed in any number of counterparts (including scanned copies) and provided that each party has signed a counterpart, the counterparts, when taken together, will constitute a binding and enforceable agreement between the parties.

12.8 Jurisdiction: This Agreement will be governed by and construed in accordance with New Zealand law. Each party submits to the non-exclusive jurisdiction of the New Zealand courts in relation to any dispute connected with this Agreement.

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12.9Nothing expressed or implied in this Agreement will be deemed to constitute either party as the partner, agent, or joint venturer of the other party.

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Report to: COUNCIL


Subject: Kaikōura Youth Council monthly report

Prepared by: 10. Kaikōura Youth Council Incorporated

11. Vicki Gulleford, Youth Council Coordinator

Input sought from:

Authorised by: Angela Oosthuizen, KDC CEO

PURPOSE AND ORIGIN:To provide the Mayor and Councillors with an update of the recent activities undertaken by Kaikōura Youth Council (KYC).

BACKGROUND:Kaikōura Youth Council (KYC) are a group of young people making a difference to the Kaikōura community. They have been active in Kaikōura since 1999 and meet regularly after school at Te Hā o Mātauranga – Learning in Kaikōura, to work on youth issues, organise events and bring Kaikōura’s youth together. KYC aim to help Council engage with the youth of Kaikōura by facilitating a pathway of communication, and representing youth in Council matters. All of their work is to improve the ways of wellbeing (social, environmental, cultural and economic) for the youth of Kaikōura. KYC’s vision statement is; Kaikōura youth are optimistic, confident and make valued contributions.

DISCUSSION:

Basketball Concrete PadWe met with Bruce Apperley and viewed his recommended sites for the basketball pad. We are clear that what we are wanting as a quick, easy to achieve response is a small pad of approximately 5m x 5m which will allow shooting hoops, slam dunking – not a half court.

The site recommended (old playcentre on Killarney Street) will take a significant amount of time and work to be usable. Youth Council’s next steps are to speak with Rūnanga representatives around potential sites. KYC will continue to work with Council staff within this workstream.

EventsWe held a successful youth blast event playing Human Hungry Hippos and other games at the Scout Hall. This was well attended by Year 7 and 8 and Year 11 and 12 youth. We have another youth blast coming up on 12th April – we are still working on the activity for this.Planning for Youth Awards is in progress – we have a weekly work-plan to ensure tasks are completed on time and thoroughly.

Leadership DevelopmentWe have 10 members booked to attend the annual #Activate – South Island Youth Connect on 6/7 April in Wainui, Christchurch. This is an action packed weekend of trainings, workshops, team bonding and fun! Youth will come home with an expanded skill set after attending multiple workshops and sessions with inspiring speakers.

We are really proud to share that one of our members Noah Bentley was chosen for a $3600 scholarship to attend a 21 day Mind, Body, Soul course at Outward Bound in April. The Mind Body Soul course focuses on helping teens build the independence and leadership qualities to make the most of their final school years and take on the new challenges lying ahead with confidence and self-belief.Another of our members, Petra Jellyman, has been selected to attend the United Nations Youth Declaration in Auckland in April, participating in the Social Development Roopu where she will help shape a declaration from the Youth of NZ that goes to all MP’s and Government Departments.We are about to open up a small contestable funding round for Kaikōura Youth to apply for funds to lead opportunities for youth. This is part of our theory of change – if we run a contestable funding round, we get and give advice and support around funding, leading to youth ideas being acted upon which supports Kaikōura Youth to be optimistic, confident and make valued contributions.

Community ParticipationWe’ve attended the Love the Lyell meeting and were really disappointed to hear that the residents along the Lyell Creek planting by Mitre 10 have destroyed the trees planted about 3 years ago. Youth Council are working with Environment Canterbury to figure out next steps in this area.

FINANCIAL IMPLICATIONS AND RISKS:N/A

RECOMMENDATION:Nil. For information only.









N/ARELEVANT LEGISLATION:WellbeingThe Local Government (Community Wellbeing) Amendment Bill currently before Parliament will reintroduce a focus on wellbeing to the purpose of local government, and in about a dozen places elsewhere in the Act.We support the recommendation made by SOLGM that

That central and local government agree on a joint wellbeing strategy that assigns responsibilities to central and local government.

That this strategy set out jointly determined criteria for determining the national good element of funding for local government.

COMMUNITY VIEWS:Kaikōura Youth Council currently have 20 members attending meetings. These youth are aged 10 to 16 and all attend Kaikōura High School. They provide the views of approximately 10% of high school aged students in Kaikōura. KYC survey all the Kaikōura High School students at least twice per year to obtain wider youth views. They also offer opportunities for youth feedback through informal consultation sessions i.e. ‘an idea for a juicie’.

Report to: COUNCIL

Date: 12. 27/03/2019

Subject: Request for Road Closure at Rakanui Road, Peketa

Prepared by: 13. Jacob Turnbull - Policy Planner

Input sought from: Matt Hoggard – District Planning Manager

Authorised by: Angela Oosthuizen - CEO

PURPOSE AND ORIGIN:A request has been made by Bruce Ensor to a have a piece of paper road closed running adjacent to his property at Rakanui Road, Peketa.

BACKGROUND:In order to progress any road stopping Council :

must pass a resolution to instigate the road closing procedure and having done that Council must then follow the statutory process as set out in Schedule 10 of

the Local Government Act. The area in orange that is requested to be purchased from KDC. The length of the road is

approximately 465 metres long.

PROCESS TO BE FOLLOWED:1. The area has to be legally surveyed and a survey plan has to be lodged and approved by and

Information New Zealand (LINZ). 1. Plans must be prepared, advertised and be available for public inspection and allow persons

to object to the proposal. 2. Notices must also be served on any occupiers of land adjoining the land proposed to be

stopped. 3. If no objections are received Council may, by public notice, declare the road to be stopped.

The declaration takes effect once two copies of the public notice and the survey plan are

received by the Chief Surveyor at Land Information New Zealand. A new certificate of title for the land comprising the stopped road would be issued.

4. The Act provides that Council may sell that part of the closed road to the owners of any adjoining land, for a price to be fixed by a competent valuer, or grant a lease of that part to the owners of any adjoining land.

5. If successful it is understood that Mr Ensor will purchase the land off KDC at the fixed price.

Issues and Options:

Options Advantages Disadvantages

Do not agree to instigate the stopping of the road

Council would retain ownership of the land.

No immediate revenue

Agree to instigate the stopping of the road

Council would receive income from the sale of land which is not currently used for any purpose. Council would no longer have any responsibility for this area of legal road.

Council would no longer have ownership of the land so would not have control over its use except through the consenting process.

DISCUSSION:The road does not give access to anyone else’s land except that owned by Mr Ensor. There is no apparent reason for not selling this land as it has no benefit for the public use. Mr Ensor would benefit from having the increased privacy and security which gives certainty for any more developments. In the past Council has allowed him to encroach onto the land, no formal arrangements exist.

FINANCIAL IMPLICATIONS AND RISKS:All costs associated with the road stopping process will be borne by Mr Ensor regardless of whether or not the stopping is successful. Council would also receive the proceeds from the sale of the land. The price for the land would be fixed by a competent valuer.

RECOMMENDATION:It is recommended that Council:

1) Instigate closing the road at Rakanui Road starting from past the last driveway access to the end of the road (that highlighted in orange).









Not significant.RELEVANT LEGISLATION:Section 342 and Schedule 10 of the Local Government Act 1974COMMUNITY VIEWS:The public will be advised by public notice and will have an opportunity to object to the proposal if they do not agree with it. There are no adjoining owners to notify in this case.

Report to: COUNCIL

Date: 14. 15 March 2019

Subject: Planning Update

Prepared by: 15. Matt Hoggard - Strategy Policy and District Plan Manager

Input sought from: Nirosha Seelaratne – Planning Officer

Authorised by: Angela Oosthuizen Chief Executive Officer

PURPOSE AND ORIGIN:This report provides a general update of what is occurring in the planning space. The report is for information only.

BACKGROUND/UPDATE:The planning team has a number of varied projects that are progressing, below provides a snapshot of some key projects:

Resource Consents: Appendix 1 includes a list of resource consents that are currently in progress, Nirosha Seelaratne has prepared Appendix 1.

District Plan: natural hazard plan change, draft technical reports are being received and peer reviews are occurring. Mahaanui Kurataiao Ltd (MKT) have been engaged and specific risk workshops will be set up with Te Runanga o Kaikōura, through MKT. The scope and structure of the plan change is intended to be workshopped with Council on 10 April. Significant work is still required to progress this plan change. Thanks must go to Environment Canterbury of the support we continue to receive in this area.

Responsible Camping: the Pohowera, South Bay Camp Site has been reduced in size. Thanks must go to Councillor

Mackle for assisting. CamperMate are currently monitoring the site. The latest image still shows more than 20 vehicles the site and consideration is occurring as

if further reduction is required. Ground work for the bylaw under the Freedom Camping Act 2011 is underway. A project

timeline is being completed. It is expected that Council will discuss to the level of service provide by enforcement and for

responsible camping. This will be undertaken as part of the Annual Plan. It is intended to hold a workshop with the Councillors in April to discuss the Terms of

reference for the Responsible camping bylaw.

Tourism Infrastructure Funding (TIF): work is still occurring looking at Kiwa Road and the development of a master plan for this area.

Council staff have provide opportunities for key stakeholders to provide feedback and to meet to discuss options.

View from stakeholders range from do nothing (leave as is) to providing commercial opportunities. The aim is to have the project completed by 31st July. Significant Natural Areas Working Group: The first meeting of the working group will be held 22nd March. It is noted The SNAWG’s role is to provide expertise and guide decision-making to re-start the KDC SNA Project and ensure its long-term success. The SNAWG does not have the authority to commit Council to any path or expenditure and its decisions do not compromise the Council’s freedom to deliberate and make decisions.

EarthCheck: Work continues to maintain our accreditation

Kotahitanga Alliance: Please refer to additional report on agenda

Road Stopping: Please refer to the additional report on agenda

DISCUSSION:

Nil


Nil

RECOMMENDATION:The list be received for information








Process


RMA 1991

COMMUNITY VIEWS:

Nil

Appendix 1Resource Planning

1. Active and deferred Resource consent applications from 21st February 2019 to 15th March 2019

RC ID Applicant Name RC Description RC Location RC Status

1038 Vaughan, Steven Michael

Land use- Change of consent conditions

170 Beach Road Deferred(Hurunui DC processing the application)

1400 Vendbos Holdings Ltd Subdivision 2009, SH1 Deferred

1446 Parklands Southland Ltd

Land use 166, Esplanade Deferred

1495 Napoleon Ltd Subdivision 43, Wiffens Road Deferred

1506 Kanuka Terrace Ltd Subdivision 105, 5-15 Grange Road

Deferred

1533 Nelson petroleum Distributors Ltd

Erection of signs 136-142, Beach Road

On Hold

1538 Harmac Concrete Ltd Land use 137, Red Swamp Road

Deferred(external consultant)

1552 New Zealand Motor Caravan Association

Operation of members only motor caravan park

19, Old Beach Road Hearing will be held on 20th MarchActive

1561 McKeown Group Ltd Establish a 24hr self-service fuel facility

92, SH 1 Deferred(s92)

1564 Prestige Homes(Canterbury)

Subdivision 74, Torquay St Deferred

1569 St Pauls Presbyterian Church

Land Use. Sonic Building (Demolition & reconstruction )

11, Deal Street Deferred (s 92)

1574 Kaikōura Hotel Investments Ltd

Construct & Operate a hotel on site

114 Esplanade Active

1576 Kevin Genet & Dot Halliday

New Dwelling 204 Esplanade Notified on a limited basis.Active

1577 Bryan Austin & Lisa Higgins

To operate an office 238 Beach Road Deferred (s 92)

1579 Millton Farming Company

Subdivision 467 Waipapa Road Active

1580 Gordon & Sherry Wood

Visitor Accommodation 4, Moa Road Active

1581 Con Hannon Extension to existing 25 Ludstone Road Active

dwelling

1582 Jill Campion To build a residential dwelling

94 Churchill Street Active

1583 Adele Sissons Dwelling in Flood Hazard Zone

293B Postmans Road

Active

1584 Rick & Karina Kittelty Dwelling in Flood Hazard Zone

108 Schoolhouse Road

Active

2. Notified consentsResource consent No: 1552, NZ Motor Caravan Association application for a member only motor caravan and motor homes park has been notified on a limited basis to 5 neighbouring property owners on the 30th November 2018.

The submission period ended 4:00pm 23rd Jan 2019 and the hearing will be held on the 20th

of March 2019.

Resource consent No: 1576, application for a new dwelling from Kevin Genet & Dot Halliday at 204 Esplanade has been notified to 208, Esplanade (Betula Holdings Limited)

3. MonitoringAlthough monitoring of complaints is ongoing, there is also a requirement to monitor the granted resource consents consistently.

4. General Project Information memorandum processing is ongoing

Author: Manager, Strategy, policy & District Plan Endorsed by Chief Executive Officer

Report to: COUNCIL

Date: 16. 28 March 2019

Subject: Kaikoura District Council representation on Liaison Committee

Prepared by: 17. Matt Hoggard

Input sought from: Environment Canterbury (planning and river engineering staff)

Authorised by: Angela Oosthuizen

PURPOSE AND ORIGIN:The purpose of this report is to seek Council’s appointment of a Councillor to the Kaikoura Rivers and Drains River Rating Liaison Committee.

BACKGROUND:A range of regulatory and non-regulatory methods are available to local government to manage flood risk. Key methods include flood protection works, land use planning, and civil defence response. This paper relates to flood protection works.

The Soil Conservation & Rivers Control Act 1941 (SCRCA) enables Environment Canterbury to undertake catchment works to promote soil conservation or minimise and prevent damage by floods and erosion. Flood protection and drainage works are funded by targeted rates for each river rating district. In Kaikoura there is one river rating district and one drainage rating district, as shown in Attachment 1 to this report. In 2017 the assets within the Kaikoura rating district were valued at $29.9M for the rivers scheme and $1.2 for the drainage scheme. They protect $904M worth of assets (2014 capital valuation).

A river rating district liaison committee (RDLC) is elected every three years via a public meeting for the main river and drainage rating districts in the region. RDLC’s play an important role in local decision-making for flood protection infrastructure. The committees meet every year to consider the flood protection required within the community and its funding, bearing in mind the cost that would have to be met through targeted rating within that community. They make recommendations (to Environment Canterbury) regarding works programmes, financial expenditure, and targeted rates for inclusion in Environment Canterbury’s annual plans, LTPs and infrastructure strategies.

District Councils usually appoint a Councillor to each RDLC in their district following local government elections. Current members of Kaikoura Rivers and Drains Rating District Liaison Committee are:

Biddy Getz Barbara Woods Rachel Vaughan John Snushall Lynette Buurman Mark Hislop

The committee does not currently include a Kaikoura District Council (KDC) councillor. The last meeting was hold on 15 March at 2:30 pm at Dolphin Encounter.

DISCUSSION:Benefits from KDC having an appointed Councillor on the River Rating Liaison Committee include: An opportunity for Council to be regularly informed and have a better understanding of flood

management issues and flood protection works in the Kaikoura Rivers and Drains Rating District, KDC would have a say in the committee’s decision making, as the Councillor would have voting

rights as a representative of Council, and An opportunity for greater integration and alignment of flood risk management between KDC

and the regional Council.

FINANCIAL IMPLICATIONS AND RISKS:There are no financial implications or risks associated with the appointment of a KDC Councillor to the committee.

RECOMMENDATION:That Kaikoura District Council appoint one Councillor to the Kaikoura Rivers and Drains Rating District Liaison Committee.

COMMUNITY OUTCOMES SUPPORTED:Flood risk impacts on social, environmental, economic and cultural wellbeing. The appointment of one Councillor to the Kaikoura Rivers and Drains River Rating Liaison Committee would support the following community outcomes of the Council’s 3-Year Plan in particular:





This report does not trigger KDC significance policy

RELEVANT LEGISLATION:Under Local Government Act 2002 (LGA), the avoidance of or mitigation of natural hazards is a core service to be provided by local authorities – both Environment Canterbury and District Councils.COMMUNITY VIEWS:It is not necessary to seek community views in relation to this paper.Attached reports are for ‘Information only’ and contain no recommendations that

require resolution.

Report to: COUNCIL

Date: 28 March 2019

Subject: Community Services Report

Prepared by: Susi Haberstock, KDC Community Services Manager

Input sought from: Kim Whitwell, KDC Community Development Arlene Brown, KDC Community DevelopmentSteve Vaughan, Rebuild NavigatorJackie Brown, Library Acting ManagerSarah Beardmore, Te Ha o Matauranga

Authorised by:

PURPOSE AND ORIGIN:To provide the Mayor and Councillors with an update on community services and development in Kaikōura District.

BACKGROUND:The community services area encompasses five sub activities:

1. Community development 2. Civil defence emergency management3. Community grants and fundraising4. Kaikōura District Library5. Youth development

DISCUSSION:

Community DevelopmentYouth CouncilKim Whitwell is working with Te Hā o Mātauranga and providing support and assistance for Kaikōura Youth Council. Current projects include finding a place for a basketball hoop to be installed.3.1 Networkers MeetingKim Whitwell continues to host the monthly community networkers meeting, bringing together social agencies operating in Kaikōura – celebrating victories and identifying issues that are coming up in the community.Community SupportKim Whitwell continues to support community groups and initiatives with advice and information. This includes minute taking for the NCTIR employment transition group, which aims to provide support to local NCTIR workers as they transition out of NCTIR and into other roles in the community (CV writing, interview skills, etc). Pool Working GroupPlease see the KCPWG report to Council.CommunicationsKim Whitwell is working with the communications team as the new communications coordinator comes up to speed.

Community FacilitiesKim Whitwell is working with the Bruce Apperley (Community Facilities Engineer) and Susi (Community Services Manager) to identify opportunities for community input in the community facilities repair and wider work stream. Temporary Housing See separate report.

Rebuild Navigator March update41 cases in total: 34 Cases are actively being managed and 7 Cases require no assistance at this point.

The main areas of concerns continue to be repairs and insurance. Work with our community is progressing smoothly and for some cases it is a waiting game.

Our Rebuild Navigator has travelled north to visit residents in Clarence who may be in need of assistance and has had good success, making contact with a few homeowners he will soon begin work with.

A major area of concern for Clarence residents is access. With tradesmen having to pass two creeks that often flood over winter. There is a high chance they would get trapped either side possibly for weeks, which in turn hinders repairs.

The Rebuild Navigator is working with Karen Hayes from Canterbury Community Law to progress some cases requiring legal help.

Further to this, there have been cases of Insurance Companies who have advised clients that unless work begins on their property, they will no longer have insurance coverage. The insurer has visited these ones and advised them to increase their coverage which would in turn increase their premiums. Our Navigator is working with Community Law on this as it is our understanding that if the original policy is still open, they are covered until this is settled.

The Rebuild Navigator has been unable to find a definitive answer regarding wiring being bought up to code. He has been in contact with the Building Department who advised that if wiring is not damaged it does not need to be bought up to code unless it is very old wiring. The builders and electricians have advised they are not able to tell the state of wiring, until they begin repairs. It seems decisions on this will need to be made on a case by case basis.

With more cases arising with EQC/insurance issues we have re-established a direct liaison with EQC in order to quickly resolve these issues.

Community Grants and FundraisingGeorge Low, Sport Rural Travel Fund and the Initiative Grants are open for application and close on Friday the 22nd March.

Kaikōura District LibraryColleaguesWe are sadly saying bon voyage to the lovely Nikki Eagle after the 14th March. It has been a decision not made lightly by her and we wish her all the best on her next endeavour.Danielle Solheim has been filling in while Ging Roberts was on medical leave and we are lucky enough to have Danielle stay on with the team to cover some of the hours and tasks that Nikki did. Ging Roberts is also coming back on limited hours and light duties until she is given a medical all clear.Health and SafetyAt this stage we are still waiting for our counter safety gate to be installed by the Joiner’s shop. Hopefully this will make colleague’s working areas less accessible to customers and children, making our work environment safe for all. Our safer and more stable shelving units for our toy library and storage areas as have been installed they are lovely and create much more useful storage spaces.We are also planning to do further staff training on some of our health and safety issues discussed during library staff meetings.Library WI-FI It has nearly been a month since Hurunui IT set up a timer for our free library Wi-Fi to be available during library opening hours only. This is a great support for colleagues closing up at the end of the day, as library users automatically exit the building 10 minutes before closing time when there is no connectivity. The museum has also noticed less congestion in the entrance/foyer to the building over the weekends with less people around the toilet areas.Library NewsAgain a very busy month with the visiting cruise ships and varied visitors to our town.Our new opening and closing hours are working well for many residents and so far no complaints that cannot be remedied. Our online service is gaining popularity and hopefully we are offering the residents the information about the library that they need on our online platform.Added this week were half a dozen new titles and we have signed up 21 new memberships this month.

Youth DevelopmentSeparate report

FINANCIAL IMPLICATIONS AND RISKS:N/A

RECOMMENDATION:That Council receives this report for information Community outcomes supported:







N/A


Wellbeings

The Local Government (Community Wellbeing) Amendment Bill currently before Parliament will reintroduce a focus on wellbeing to the purpose of local government, and in about a dozen places elsewhere in the Act.We support the recommendation made by SOLGM that

That central and local government agree on a joint wellbeing strategy that assigns responsibilities to central and local government.

That this strategy set out jointly determined criteria for determining the national good element of funding for local government.

COMMUNITY NEWS:

Te Ha o Matauranga report:

Report to: COUNCIL

Date: 18. 21 March 2019

Subject: Building and Regulatory Update

Prepared by: 19. Mark Mitchell – Building and Regulatory Manager

Authorised by: Angela Oosthuizen Chief Executive Officer

PURPOSE AND ORIGIN:Brief update as to the month’s current progress in both the BCA and Regulatory areas of our business.

BACKGROUND:

Building Control

Commercial New Other Total0

100

200

300

400

500

600

9 4092

14116 49

130

195

5

47

168

220

Building consents Issued By KDC 2016-2018

2016 2017 2018

There continues to be a steady growth in consents and inspection for 2019. There has been a significant increase in building inspection delivery as many previously consented works are now entering construction phase.

Building consent received the 20th of February to 21st March =14 (6 in-house-6 to Comply) Building Consents issued for 20th of February to 21st March =17 Code Compliance Certificates received for 20th of February to 21st March =30 Code Compliance Certificates granted for 20th of February to 21st March =12 78 Building Inspections conducted for 20th of February to 21st March. 43.2% inspection pass rate. 56.8% inspection fail rate. Slight increase in failure rate from

previous month. Stage 1 Consent approved and Stage 2 for hotel construction scheduled for April 2019.

Regulatory

Parking infringements from 20th of February to 21st March issued=80 tickets of which so far 39 have been paid=$1,560

Out of office Dog Impounds= 2 and one unregistered ($130) Out of office noise complaints= 6 RMA Investigations=2 BWoF Compliance Schedule Audits= 3 Animal Complaint investigation= 9

Sale and supply of alcoholNew Manager application-1

The Licensing Inspector reported on the A&P Show, Kegkoura, Bee Box Special On-licence applications and new manager’s application.

Licensing Inspector advised: The Police regarding offences found during regular monitoring (s.248 Sale or Supply of

Alcohol to intoxicated people & s.249 Allowing people to become intoxicated) Manukau Lodge with their exemption from an alcohol licence DLC chair regarding alcohol being served at work events MOH on next monitoring sessions

Health IssuesThe EHO’s and Regulatory Manager dealt with/did the following:

A norovirus outbreak at Kekerengu farm camp for Victoria Uni students. A full day visiting the Council designated Freedom Camping sites. Joined a meeting at CPH regarding the amendments to the Health Act, Water provisions and

the Drinking Water Standards for NZ - Public Health implications. Liaised with HNZC with regards to accumulated household waste at 65 Churchill St. and the

clean-up they organised. Reviewed the freedom camping report. Followed up with Aromas restaurant that they got their grease trap professionally cleaned

FoodFood verifiers did the following:

Mentoring - Cods and Crays Verified numerous businesses Provided advice for prospective businesses Provided advice to transitioning businesses Admin, reports, CAR follow-ups and close-outs & scheduling Monitoring during the recent boil water notice to ensure compliance with Food Safety Plans

– hospitality industry performed well under the BWN and implemented emergency procedures as required in the Food plan.

MPI satisfied with KDC Food Plan Act implementation by MPI – KDC advised that we are a good performer in this area.

STAFF TRAININGRegulatory officers undertook BWOF training on line. BCA / regulatory administrators are completing Introduction to BCA Admin and BCA Vetting.


Variance explanations in the Finance variance analysis.

RECOMMENDATION:That this report be received for information







Report to: COUNCIL

Date: 20. 22 March 2019

Subject: Kaikōura Community Pool Working Group workshop 3

update and final report

Prepared by: 21. Kim Whitwell (KDC Community Development) & Libby

Clifford (KDC Communications)

Input sought from: Councillor Craig Mackle (Chair); Susi Haberstock (KDC Funding); Working Group members - Mark Fissenden (SRRLT); Winston Gray (SRRLT); John Diver (Combine sports group representative); Murray Lassen (Community member); Toni Batey (Community member); Petra Jellyman (Youth representative); Kayden Manawatu (Youth representative)

Authorised by: Angela Oosthuizen (KDC CEO)

PURPOSE AND ORIGINTo provide Council with an update on the progress of the Kaikōura Community Pool Working Group and present recommendations to Council outlining the work required between March 2019 and August 2019 to significantly progress the Kaikōura Community Pool Project.

BACKGROUNDThe KCPWG was formed by Council resolution on December 19 to:

1. Review all the information gathered to date on pool options2. Identify and assess any other options3. Verify both capital and opex costs for all options4. Form a view on the realisation of community fundraising and on realistic targets and

timeframes for this.

RECOMMENDATIONThat Council:

1. Agrees to contribute up to a total of $1million in capex towards a new pool across the 2018/19-2020/2021 financial years, including $300k of insurance proceeds.

2. Agrees to plan to contribute $250k per annum in operation costs once the new pool is operational.

3. Agrees to the formation of a Trust (2019 Kaikōura Community Charitable Trust).4. Notes that the trust will coordinate the fundraising, design, building and operation of the

new community pool under relevant agreements with Council.5. Notes that independent advice is being sought on what agreements and supporting

paperwork are needed.6. Notes the Working Groups preferred options for a new pool in order of preference.7. Agrees that the Working Group can work with Council to define a site and apply for funding

to the Department of Internal Affairs by August 2019.

8. Approves the attached 6 month project plan, noting that Council and the working group will continue to work together to progress the project and monthly updates will be provided to Council.

9. Approves unbudgeted spend up to a maximum of $50,000 as needed to meet the following costs; administrative and logistics expenses involved in supporting the working group and forming a Trust as well as essential costs for work required to enter an application to the DIA. (2018/2019 $30k; 2019/2020 $30k)

10. Approves the waiving of any and all fees for any resource and building consents required to successfully complete the Kaikōura Community Pool Project.

Review of options and costs Current funds availableFor the sake of certainty, only funds that Council is formally aware of have been included in calculations to date. Council staff and working group members are aware that there are other funding sources and in-kind work resources available from community members or organisations that may be used towards the pool.

- Council funds (3 Year Plan) $400,000- Insurance proceeds $300,000- OpShop $100,000

Working GroupThe working group has reviewed all available information including all previously tabled options and a review of several pools in nearby communities.

The working group is now recommending the final three options and indicative project budgets outlined below. At this early stage in the project, all figures being discussed for capex and opex costs have a confidence level of +/- 30%, 30% contingencies, to allow for unknowns, and 15% project management fees have been allowed for

The working group’s proposed project plan (Appendix A) allows for decisions to be made iteratively as, design, cost estimates and fundraising realties become clearer. Monthly meetings will be held between working group members and Council staff to discuss these developments and what they mean for the options below.

The working group aim to make an application to the DIA Lotteries earthquake fund by August 2019 to ensure money is secured from the remaining amount in that fund. This means that site and detailed design will need to be decided by June 2019 at the latest. This timeframe also allows for community consultation as part of the Annual Plan process.

The figures in the table below assume that the working group and Council together are able to successfully secure an additional at least $900,000 from the DIA Lotteries fund.

Depending on level of service and additions (such as gym facilities, café etc.), a new indoor pool will cost anywhere between $3M and $10M to build.

Pool option Site Target time to opening

Estimated capex cost

Estimated amount to fundraise

Estimated annual opex

needed (once built)

Option 1: New pool, staged buildTwo working group votes

Stage 1

Scarborough Street South

2 years (2019-2021)

$1.3M develop site$2.6M capex build

$2.2M $100K (3.5months use)

Stage 2 +2 years (2021-2023)

$1.7M $1.7M $400K

Option 2: New pool, staged build1 working group vote

Stage 1

Scarborough Street North

2 years (2019-2021)



Stage 2 +2 years (2021-2023)

$1.7M $1.7M $400K

Option 3: New pool, staged build1 working group vote

Stage 1

Existing Site

2 years (2019-2021)



Stage 2 +2 years (2021-2023)

$1.7M $1.7M $400K

The working group recommend three options for Council’s consideration however note that a Scarborough Street site remains the working group’s majority view for a community pool.

Staff and other adviceStaff are supportive of the options outlined above noting that the top end of all estimated cost ranges still only provide for a relatively simple pool. Staff agree with the working group that a simple but functional indoor pool is a good balance between community desire for a new indoor pool and the need for any new pool to be affordable to run.

Independent financial advice was sought from Dave Foster. He reviewed all available information and complied a report that has been presented to the working group and to Councillors and is

available via the Council website. Council received advice on this report at the February Council meeting.

Best available estimates indicate that Council is able to contribute up to a maximum of $1million in capital expenditure (capex) and $250,000 a year towards annual operation and maintenance costs (opex) to the pool project. Work currently underway around Council’s financial and corporate sustainability and 12 year financial plan will help to increase confidence in these figures and identify if any further contributions can be made. It is worth noting that it is unclear at this stage whether $250K a year will be sufficient to cover all opex costs for an indoor pool. As the project develops, the Trust will need to identify what additional opex may be needed to sustain the level of service over the life of the assets and how that would be sourced.

The pool project is important to the Kaikōura community. Community led trusts are able to access networks, funding and goodwill across the community. Staff support the working group’s recommendation of establishing a Trust to coordinate the fundraising, design, building and operation of the new community pool under relevant agreements with Council.

Independent advice is being sought on the agreements, processes and risk mitigations that would need to be in place between the Trust and Council to ensure correct use of public funds and correct level of support for the Trust and the project moving forward.

Views on community fundraising, targets and timeframes

Working group viewsThe timeframes and fundraising requirements for all three preferred options are outlined above. The working group is aware of how optimistic these fundraising targets are and is confident they can be achieved. Working group members believe that there is large willingness within the Kaikōura community to contribute both money and sponsorship in kind. They are confident that once a clear way forward is committed to, fundraising and sponsorship in kind will progress rapidly.

Staff and other advice The independent advice sought by Council indicates that the fundraising goals as outlined above are highly aspirational but also notes that our community is somewhat unique and may well be able to achieve them.

Staff are supportive of the overall approach outlined above, noting that achieving these goals will require extensive efforts by the working group, Trust and supporting Council staff. Staff also note that the project plan outlined allows for decisions to be made iteratively about the pool, meaning designs and timeframes can be adjusted as fundraising realities become clearer.

Financial implications and risksCouncil staff are seeking independent advice around the risks and mitigations in establishing a Trust/Council partnership. This information will be available for the April Council meeting.

Resource needed AmountFinancial contribution (capex)

$1million including $300,000 insurance proceeds

Resource and building consent fees waiver

Unknown

Land contribution Between $.5 and $1million depending on final site chosen Staff, admin and logistics support for working group/trust

Staff time approximately 120 hours over the next six months. Admin/logistics costs including essential costs for designs, site plans etc. approximate value of up to $50,000 over 6 months.

Community outcomes supportedThe work is in support of all community outcomes, but more specifically the four below:





SIGNIFICANCE OF DECISIONThis decision is considered significant in terms of Council’s Significance and Engagement Policy. A full special consultative procedure will be required as the decision entails a significant change to the 3 Year Plan. This will take place in May 2019 as part of consultation on the draft Annual Plan 2019/2020.

RELEVANT LEGISLATIONN/A

COMMUNITY VIEWSWorking group members were selected through an expression of interest process due to their connections with various community groups and their ability to represent those groups within the Pool Working Group forum. Further community consultation will be necessary to understand community views and build community and potential investor buy-in and support. This will be completed in partnership between the working group/community Trust and Council.

Working group final workshop summary AttendeesThe following people were in attendance at the final working group meeting:

Councillor Craig Mackle (Chair) Kim Whitwell (KDC Community Development and Communications) Libby Clifford (KDC Communications) Angela Oosthuizen (KDC CEO) Susi Haberstock (Funding) Mark Fissenden (SRRLT) Winston Gray (SRRLT) John Diver (Combined Sports Group) Murray Lassen (Community) Toni Batey (Community) Emma Duncan (HDC & Waiau Pool Project Manager) Bruce Apperley (KDC Community Facilities) Jacon Turnbull (KDC Planning) Amy Scott-Thomas (KDC Communications – minutes)

Apologies:

Darran Kerei-Keepa (Te Rūnanga o Kaikōura) Rawiri Manawatu (Te Rūnanga o Kaikōura) Petra Jellyman (Youth) Kayden Manawatu (Youth)

Overview, outcomes and next stepsOverviewThe working group met from 9am-3pm on Wednesday 20 March 2019. The purpose of the meeting was for the working group members to agree a preferred option(s) and agree a common vision and plan for the Kaikōura Community Pool Project.

Emma Duncan, from Hurunui District Council and the Waiau Pool Committee was in attendance and discussed with the working group some of challenges, lessons learned and celebrations that occurred during the Waiau Pool process.

OutcomesThe working group discussed and measured different pool options and sites against a matrix, to determine scores for both pool type and site. They recommended three options for Council’s consideration however note that Scarborough Street remains the working group’s majority view for a community pool.

The working group estimate their most preferred option has a project cost of $3.9 million to develop the site and build a facility with like-for-like service levels of the existing pool and an additional $1.7 million to then enclose this pool at a later date as the second stage of the project. The working group recommends Council support the formation of a Trust and that Council will partner with and support the Trust to fundraise, design, build and operate the new pool.

Next stepsThe working group have put together a project plan (Appendix A) that covers work for the next six months.

Report to: COUNCIL

Date: 28 March 2019

Subject: Mayors Report

Prepared by: Winston Gray

It has been a busy period of late. I attended the rural provincial meeting in Wellington. Some of the topics that came out of the meeting…

Centralisation of polytechnic and vocational training Review of tomorrow’s schools reversing community governance. Proposed amalgamation of 3 waters, companies stripping communities of decision

rights eroding property rights. Ending of Oil & Gas in Taranaki. Centralisation of transport control and potential abandonment of the co investment

model.

Michael Moynihan spoke of the arts, why the arts matter to us and our country, why we need to be thinking and talking about cultural wellbeing.

How we can grow one partnership for the benefit of all New Zealanders. The arts are at the heart of cultural wellbeing, the arts matter to New Zealanders every day.

Engagement in the arts and a positive attitude towards them are growing. 4 out of 5 of us either attended or participated in the arts in the last twelve months.

57% agree arts help improve New Zealand society. 50 % agree their community would be poorer without the arts. 64% agree they learn more about different cultures via the arts 54% agree the arts help define who we are as New Zealanders.

The concept of wellbeing is making a comeback. For Central Government this is through the approach to the budget. For Local Government it is via the four well beings Cultural, Social, Environmental and Economic.

What might success look like with more connections and more fresh plans? Deeper genuine strengthened relationships with Tangata Whenua and other communities. Cultural infrastructure groups and we co-design initiatives.

Attended the zone 5 & 6 meeting in Hanmer.

Richard Kempthorne gave an update on the fire issues In Nelson with up to 3000 people having to be removed from their homes to be away from the fires, with a massive amount of support from across the country including Kaikoura [fire brigade] in attendance with staff.

Rachel Hyde gave an overview of where civil defence are at. Rachel will be here in the next month or so.

Mayor Sam Broughton gave a picture of his travels throughout the South Island with a visit here to Kaikoura through to Blenheim and down the Coast and around Southland. The connections we have right across the island and working in together to make things happen is seen as a growth in the Mayoral forum. The forum has taken on getting data from across the regions to see where people are moving from and working together for the betterment of all parties in the group.

Regards

Winston

moved by mayor gray, seconded by councillor bond and ... · web viewminutes to be confirmed; page...

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