Agenda of Te Kūkupa Committee for Strategy, Policy and Regulation Meeting

	Authorising Body	Mayor/Council
	Status	Standing Committee
COUNCIL COMMITTEE	Title	Te Kūkupa Committee for Strategy, Policy and Regulation
	Terms of Reference Adoption	11 December 2025
	Responsible Officer	General Manager Planning and Policy

Kaupapa / Purpose

Te Kūkupa – Strategy, Policy and Regulation Committee is established to provide governance oversight, leadership, and direction on the development, review, and monitoring of the Far North District Council’s strategies, policies, bylaws, and regulatory frameworks. The Committee ensures that Council’s strategic objectives are advanced through robust policy development and effective regulatory practice.

Ngā Huānga / Membership

The Council will determine the membership of the Committee.

Te Kūkupa Committee for Strategy, Policy and Regulation will comprise of at least six elected members (one of which will be the chairperson).

Kahika / Mayor Moko Tepania is an ex-officio member of all Committees.

Membership is as follows:

Cr Kelly Stratford - Chairperson

Cr Ann Court - Deputy Chairperson

Cr Felicity Foy

Cr Davina Smolders

Cr Hilda Halkyard Harawira

Cr Rachel Baucke

Kōrama / Quorum

The quorum at a meeting of Te Kūkupa Committee for Strategy, Policy and Regulation is 4 members.

Ngā Hui / Frequency of Meetings

The Committee shall meet 4 weekly.

Ngā Apatono / Power to Delegate

The responsibilities, duties and powers of the Committee are subject to the prohibition on delegation of powers under Clause 32(1), Schedule 7, Local Government Act 2002, and any other restrictions on delegation under any other relevant legislation.

Te Kūkupa Committee for Strategy Policy and Regulation may not delegate any of its responsibilities, duties or powers however it may establish working groups to consider issues within the committee’s areas of responsibilities noting that working groups have no decision-making powers.

Ngā Herenga Paetae / Responsibilities

The Committee’s responsibilities include, but are not limited to:

· Leading the development, review, and recommendation of Council strategies, policies, and bylaws.

· Overseeing the preparation and review of the Long Term Plan, Annual Plan, and associated consultation processes.

· Monitoring the implementation and effectiveness of adopted strategies and policies.

· Provide Governance level insight on Council’s approach to regulatory matters - having regard to the separation of regulatory and non-regulatory decision-making functions as between the Chief Executive and Governance (section 42(3)(a) LGA02).

· Have input into submissions on central government policy, legislation, and regulatory proposals relevant to Council’s functions.

· Considering and recommending to Council on matters relating to:

- District Plan and Resource Management Act functions,

- Environmental policy and planning,

- Economic development strategies,

- Social and community wellbeing policies,

- Climate change adaptation and mitigation policy,

- Regulatory fees and charges,

- Other strategic or regulatory matters as delegated by Council.

The Committee has delegated authority to:

· Approve for consultation draft strategies, policies, and bylaws.

· Hear and consider submissions, including oral submissions on strategies, policies, and bylaws, and recommend adoption to Council.

· Have Governance level oversight of regulatory and policy matters as specifically delegated by Council - subject to Clause 32(1), Schedule 7, Local Government Act 2002 and section 43(3)(a) of the LGA02.

· Request reports and briefings from staff on matters within its scope.

The Committee does NOT have the authority to:

· Adopt final strategies, policies, or bylaws (unless specifically delegated by Council).

· Make decisions that are the responsibility of the full Council or another committee.

Ngā Ture / Rules and Procedures

Council’s Standing Orders and Elected Member Code of Conduct apply to all meetings.

Reporting and Review of Committee Terms of Reference

In December of each year, the Responsible Officer alongside Democracy Services will submit a report to Council. The report will summarise the activities of the Committee and how it has contributed to the Council’s governance and strategic objectives. This will look at whether the Council are meeting the full requirements of the Committee Terms of Reference and whether any amendments are required to the Committees terms of reference to increase efficient and effective decision making.

The terms of reference of the Committee will be reviewed as part of this report but can be amended by Council at any point throughout the term.

Ordinary Te Kūkupa Committee for Strategy, Policy and Regulation Meeting Agenda

18 March 2026

4 Te Whakaaetanga o Ngā Meneti o Mua / Confirmation of Previous Minutes

4.1 Confirmation of Previous Minutes

File Number: A5602822

Author: Imrie Dunn, Democracy Advisor

Authoriser: Aisha Huriwai, Manager - Democracy Services

Take Pūrongo / Purpose of the Report

The minutes are attached to allow the Committee to confirm that the minutes are a true and correct record of previous meetings.

tŪtohunga / Recommendation

That Te Kūkupa Committee for Strategy, Policy and Regulation confirm the minutes of the meeting held 18 February 2026 are true and correct.

1) TĀhuhu kŌrero / Background

Local Government Act 2002 Schedule 7 Section 28 states that a local authority must keep minutes of its proceedings. The minutes of these proceedings duly entered and authenticated as prescribed by a local authority are prima facie evidence of those meetings.

2) matapaki me NgĀ KŌwhiringa / Discussion and Options

The minutes of the meetings are attached.

Far North District Council Standing Orders Section 27.3 states that no discussion shall arise on the substance of the minutes in any succeeding meeting, except as to their correctness.

TAKE TŪTOHUNGA / REASON FOR THE RECOMMENDATION

The reason for the recommendation is to confirm the minutes are a true and correct record of the previous meetings.

3) PĀnga PŪtea me ngĀ wĀhanga tahua / Financial Implications and Budgetary Provision

There are no financial implications or the need for budgetary provision as a result of this report.

Attachments

1. 2026-02-18 - Te Kūkupa Committee for Strategy, Policy and Regulation Minutes - A5583767 ⇩

Hōtaka Take Ōkawa / Compliance schedule:

Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:

1. A Local authority must, in the course of the decision-making process,

a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and

b) Assess the options in terms of their advantages and disadvantages; and

c) If any of the options identified under paragraph (a) involves a significant decision in relation to land or a body of water, take into account the relationship of Māori and their culture and traditions with their ancestral land, water sites, waahi tapu, valued flora and fauna and other taonga.

2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.

He Take Ōkawa / Compliance Requirement	Aromatawai Kaimahi / Staff Assessment
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy	This is a matter of low significance.
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision.	This report complies with the Local Government Act 2002 Schedule 7 Section 28.
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought.	It is the responsibility of each meeting to confirm their minutes therefore the views of another meeting are not relevant.
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water.	There are no implications for Māori in confirming minutes from a previous meeting. Any implications on Māori arising from matters included in meeting minutes should be considered as part of the relevant report.
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences (for example, youth, the aged and those with disabilities).	This report is asking for minutes to be confirmed as true and correct record, any interests that affect other people should be considered as part of the individual reports.
State the financial implications and where budgetary provisions have been made to support this decision.	There are no financial implications or the need for budgetary provision arising from this report.
Chief Financial Officer review.	The Chief Financial Officer has not reviewed this report.

Ordinary Te Kūkupa Committee for Strategy, Policy and Regulation Meeting Agenda

18 March 2026

5 Ngā Pūrongo / Reports

5.1 Te Kūkupa Work Programme 2026

File Number: A5608621

Author: Roger Ackers, Group Manager - Planning & Policy

Authoriser: Guy Holroyd, Chief Executive Officer

Take Pūrongo / Purpose of the Report

The purpose of this report is to seek Committee approval of the proposed Te Kūkupa Work Programme for 2026, as attached

WhakarĀpopoto matua / Executive Summary

· This report presents the proposed Te Kūkupa Work Programme for 2026 for Committee approval.

· The Work Programme has been developed to give effect to the Committee’s full Terms of Reference, including responsibility for:

o strategy and policy development and adoption

o monitoring the implementation and effectiveness of adopted strategies and policies

o governance‑level oversight of regulatory matters

o review of bylaws and regulatory frameworks

o oversight of regulatory system performance, compliance, and risk

· The Work Programme reflects feedback from the Chair and Deputy Chair combining forward‑looking decision making with structured governance assurance.

· Key features of the proposed Work Programme include:

o scheduled governance reporting on strategy and policy implementation

o six‑monthly and annual reporting on regulatory performance and bylaw review programmes

o clear distinction between governance assurance reporting and operational awareness provided through Monthly Operational Briefings

o a disciplined, dashboard‑led reporting approach to support assurance and early warning without unnecessary reporting burden

tŪtohunga / Recommendation

That Te Kūkupa Committee for Strategy, Policy and Regulation:

a) Approves the Te Kūkupa Work Programme for 2026, as attached; and

b) Notes that the Work Programme has been designed to reflect the Committee’s full governance responsibilities under its Terms of Reference, with operational updates provided through Monthly Operational Briefings.

1) TĀhuhu kŌrero / Background

Te Kūkupa Committee for Strategy, Policy and Regulation is established to provide governance leadership, oversight, and direction across Council’s strategy, policy, and regulatory functions.

The Committee’s Terms of Reference extend beyond policy development and adoption to include ongoing governance responsibilities for monitoring implementation, regulatory system performance, compliance, and effectiveness.

An annual Work Programme supports the Committee by:

· providing transparency about upcoming governance decisions and assurance activities

· aligning reporting with the Committee’s delegated responsibilities

· supporting effective agenda management and Committee time discipline

The proposed 2026 Work Programme has been refined following from the Chair and Deputy Chair of the Committee to ensure it appropriately balances governance assurance with proportionality.

2) matapaki me NgĀ KŌwhiringa / Discussion and Options

In considering the Te Kūkupa Work Programme for 2026, the Committee has the following options;

Option One: Approve the Te Kūkupa Work Programme (recommended option)

The Committee approves the attached Te Kūkupa Work Programme for 2026 as presented.

Advantages

· Confirms a clear, agreed forward programme aligned to the Committee’s Terms of Reference, including strategy, policy, and regulatory oversight.

· Provides certainty for elected members and staff about scheduled governance decisions and assurance reporting.

· Enables the Committee to discharge its responsibilities for implementation monitoring, regulatory performance oversight, and bylaw review in a structured way.

· Supports disciplined agenda planning and early signalling of governance issues throughout the year.

Disadvantages

· Limits the opportunity to further refine scope, frequency, or reporting format at this meeting.

· Any subsequent refinements would need to be managed through adjustments to the Work Programme via future resolutions of the Committee.

Option Two: Approve the Te Kūkupa Work Programme with amendments

The Committee approves the Te Kūkupa Work Programme subject to agreed amendments (for example, changes to reporting frequency, scope, or format).

Advantages

· Allows the Committee to adopt the Work Programme while refining specific elements to better reflect governance preferences.

· Enables adjustments to ensure reporting remains proportionate, assurance‑focused, and aligned with Committee expectations.

· Maintains momentum and certainty while responding to feedback from the Chair and Deputy Chair.

Disadvantages

· May require additional officer time to incorporate amendments and confirm the final version.

· Risk of ambiguity if amendments are not clearly specified at the meeting.

Option Three: Defer adoption of the Work Programme to a later Committee meeting

The Committee defers consideration of the Work Programme to a future meeting to allow further discussion or refinement.

Advantages

· Provides additional time for detailed discussion on governance scope and reporting expectations.

· Allows further alignment between elected members before committing to a full‑year programme.

Disadvantages

· Delays formal adoption, reducing clarity and certainty for both the Committee and staff.

· Risks creating gaps in planned governance assurance and forward planning during the early part of 2026.

· May result in ad‑hoc agenda setting rather than a structured programme aligned to the Terms of Reference.

Option Four: Do not approve the Te Kūkupa Work Programme

The Committee decides not to approve the Te Kūkupa Work Programme for 2026.

Advantages

· Signals that the Committee is not satisfied that the proposed Work Programme appropriately reflects its governance role or priorities.

Disadvantages

· Leaves the Committee without an agreed forward programme, reducing transparency and governance discipline.

· Increases the risk of reactive or fragmented agenda planning.

· Makes it more difficult for the Committee to systematically meet its Terms of Reference obligations, particularly for implementation monitoring and regulatory oversight.

TAKE TŪTOHUNGA / REASON FOR THE RECOMMENDATION

Option One is recommended option as it enable the Committee to adopt a structured Work Programme aligned to its Terms of Reference while maintaining the ability to refine governance reporting expectations as required via future resolutions of committee.

3) PĀnga PŪtea me ngĀ wĀhanga tahua / Financial Implications and Budgetary Provision

There are no direct financial implications arising from approval of the Te Kūkupa Work Programme.

Any financial implications associated with individual agenda items will be addressed through those specific reports as they are brought to the Committee.

Āpitihanga / Attachments

1. Te Kūkupa Work Programme 2026 - A5619272 ⇩

Hōtaka Take Ōkawa / Compliance Schedule:

Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:

1. A Local authority must, in the course of the decision-making process,

a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and

b) Assess the options in terms of their advantages and disadvantages; and

2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.

He Take Ōkawa / Compliance Requirement	Aromatawai Kaimahi / Staff Assessment
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy	Assessment: Low significance Staff assessment: approval of the Te Kūkupa Work Programme establishes the Committee’s forward governance agenda and reporting framework for 2026. It does not in itself commit Council to specific policy decisions, budget changes, or service level adjustments. Individual agenda items arising from the Work Programme will be subject to their own significance assessment at the time they are considered.
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision.	Staff assessment: The decision relates to the following: · Local Government Act 2002 – particularly sections relating to governance, decision‑making, and committee delegation · Te Kūkupa Committee Terms of Reference – Strategy, Policy and Regulation · Long Term Plan (LTP) and Annual Plan – governance oversight of delivery, implementation, and regulatory performance · Council’s Significance and Engagement Policy – applied at the level of individual decisions arising from the Work Programme The Work Programme supports Council’s community outcomes by enabling structured governance oversight of strategy implementation, regulatory effectiveness, and statutory compliance.
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought.	Staff assessment: The Te Kūkupa Work Programme has district‑wide relevance, as the Committee’s Terms of Reference cover Council‑wide strategy, policy, and regulatory matters. Community Board views are considered where required through specific agenda items and decision‑making processes arising from the Work Programme.
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water. State the possible implications and how this report aligns with Te Tiriti o Waitangi / The Treaty of Waitangi.	Staff assessment: Approval of the Work Programme does not of itself have direct implications for land or water, nor does it make substantive policy decisions. However, the Work Programme explicitly includes governance oversight of strategies, policies, and regulatory frameworks that engage with Māori interests and Te Tiriti o Waitangi obligations. Māori participation and partnership considerations will be addressed in detail through individual agenda items as they arise, in accordance with Council’s Te Tiriti commitments and statutory obligations.
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences (for example – youth, the aged and those with disabilities).	Staff assessment: Approval of the Work Programme primarily affects internal governance planning and reporting. External stakeholders, including the wider community, iwi, hapū, and sector groups, will be engaged through individual policy, strategy, and regulatory processes scheduled within the Work Programme, where appropriate.
State the financial implications and where budgetary provisions have been made to support this decision.	Staff assessment: There are no direct financial implications arising from approval of the Te Kūkupa Work Programme. Financial implications associated with individual strategies, policies, or regulatory decisions will be considered and reported through those specific agenda items.
Chief Financial Officer review.	The CFO has reviewed this report..

Ordinary Te Kūkupa Committee for Strategy, Policy and Regulation Meeting Agenda

18 March 2026

6 Ngā Pūrongo Taipitopito / Information Reports

6.1 Te Pātukurea Kerikeri Waipapa Spatial Plan - Implementation Reference Group Establishment

File Number: A5604285

Author: Jaye Michalick, Team Leader – Growth Planning & Placemaking

Authoriser: Roger Ackers, Group Manager - Planning & Policy

TAKE PŪRONGO / Purpose of the Report

The purpose of the report is to inform Te Kūkupa Committee for Strategy, Policy and Regulation (Te Kūkupa) of the establishment of the Te Pātukurea Kerikeri Waipapa Spatial Plan Implementation Reference Group (Reference Group), including the appointment of two members of the Bay of Islands-Whangaroa Community Board (Community Board) as representatives on to the Reference Group. This report also informs Te Kūkupa of the name change for the Group, based on feedback given at the Community Board meeting.

WHAKARĀPOPOTO MATUA / Executive SummarY

This report:

· Outlines the initial projects required to be commenced as part of the implementation plan within Te Pātukurea Kerikeri Waipapa Spatial Plan, including to establish the Reference Group.

· Reiterates the extent of mana whenua partnership and stakeholder engagement undertaken to prepare the adopted spatial plan as context for the need to establish an ongoing Reference Group.

· Discusses the change of name for the Reference Group, from ‘Steering Group’ as described in Te Pātukurea implementation plan, to ‘Reference Group’ as suggested by our Community Board representative.

· Outlines the purpose, composition and draft Terms of Reference, of the Reference Group.

· Informs Te Kūkupa that the Reference Group is currently being established.

TŪTOHUNGA / Recommendation

That the Te Kūkupa Committee for Strategy, Policy and Regulation receive the report Te Pātukurea Kerikeri Waipapa Spatial Plan - Implementation Reference Group Establishment.

tĀHUHU KŌRERO / Background

Te Pātukurea Kerikeri Waipapa Spatial Plan (Te Pātukurea) is a non-statutory plan that was adopted by Council in June 2025 via Resolution 2025/61 (link to adopted version here: Te Pātukurea). Te Pātukurea is a plan for the long-term growth (30+ years) of Kerikeri and Waipapa, it is based on good-practice spatial planning principles and sets out how we can grow and service the subject urban areas. The spatial plan was developed in partnership with Te Pātukurea Hapū Rōpū^{^[1]} and with significant iterative stakeholder engagement and public consultations.

Te Pātukurea includes an implementation plan with actions that need to be carried out over the short-, medium- and long-term to deliver the plan.

To ensure ongoing mana whenua partnership and stakeholder engagement throughout the implementation phase of Te Pātukurea, the implementation plan includes two key actions:

· Establish an implementation steering group (the subject of this paper); and

· Explore co-governance and collaboration opportunities with hapū (staff have met with Te Pātukurea Hapū Rōpū, which confirmed a desire to reform and continue to partner with Council on the implementation of Te Pātukurea).

The purpose of the implementation reference group (formerly “Steering’) is defined in the implementation plan as:

to ensure the community’s needs, values, and priorities are represented throughout the process. It fosters shared ownership and transparency in delivering the plan. A diverse membership is key – Community Board representation connects the plan to local governance, while Hapū Rōpū representation brings mana whenua perspectives and Kaitiakitanga. Young people’s participation ensures their unique perspectives are recognised, valued and included.

In accordance with Bay of Islands-Whangaroa Community Board resolution 2026/7 (12 February 2026), the Community Board appointed Tyler Bamber and Jo Alexander to the Implementation Steering Group, now called the Reference Group.

At the February 2026 Community Board meeting, the name of the steering group was discussed, it was agreed that the word steering infers decision making responsibilities, rather than providing community advisory input to projects. As a result, the name of this group has changed from Steering Group to Reference Group. A representative of Vision Kerikeri spoke at the February Community Board meeting, providing suggested changes to the draft terms of reference for the Reference Group. The terms of reference will be on the first meeting agenda for the Reference Group to finalise. They will be able to raise their suggested changes directly to the Reference Group members.

Te Pātukurea Hapū Rōpū representatives have confirmed that, alongside regular meetings with staff on implementation plan projects, and potentially workshopping with elected members on certain project milestones in the same way the rōpū did for Te Pātukurea, they also agree to be members of the Reference Group. This is both to ensure that there is a full sharing of knowledge and ideas between mana whenua and other community representatives on implementation plan projects and at the request of both the rōpū and community group representatives to have ‘everyone in the room’ at key stages of projects.

Along with setting up this Reference Group, staff are in the process of commencing two further Implementation Plan actions: Waipapa Structure Plan project – which was reported on to Te Kūkupa in February 2026, and starting a Kerikeri Urban Design Framework project, which will be the subject of a future agenda item paper.

MATAPAKI ME NGĀ KŌWHIRINGA / Discussion and Next Steps

The Reference Group will serve in an advisory role, assisting with the monitoring and evaluation of Te Pātukurea and the implementation of related projects. The Reference Group can offer guidance and suggestions; however, it will not possess decision-making authority regarding projects that it advises on. The Reference Group will provide critical community voice to key projects required to deliver Te Pātukurea. Refer to the diagram below, being the Project Governance Structure for the Waipapa Structure Plan, which demonstrates how the Reference Group is intended to fit within a project governance structure for implementation plan projects.

It is anticipated that the Reference Group would meet approximately 2 to 4 times per year, to be kept up to date with the various Te Pātukurea implementation plan projects that are underway, and to identify further opportunities for relevant representatives to participate in individual projects, or collectively as the Reference Group, if appropriate. Attachment 1 contains a draft Terms of Reference for the Reference Group, which will be finalised following establishment of the Reference Group.

In addition to establishing the Reference Group, it is expected that all projects established to implement Te Pātukurea will be reported on to Te Kūkupa at key milestones as standard practice.

PĀNGA PŪTEA ME NGĀ WĀHANGA TAHUA / Financial Implications and Budgetary Provision

The costs of facilitating the Reference Group meetings are estimated to be between $5,300 (2 meetings p/a) and $10,600 (4 meetings p/a) per annum, and these costs have been budgeted for in the Growth Planning and Placemaking Team cost centre for this financial year. Other than rangatahi and the Hapū Rōpū, membership of the Reference Group is voluntary and not remunerated.

Āpitihanga / Attachments

1. Draft Terms of Reference Te Pātukurea Implementation Reference Group - A5607444 ⇩

Ordinary Te Kūkupa Committee for Strategy, Policy and Regulation Meeting Agenda

18 March 2026

6.2 Stage One - Community Adaptation Planning, Te Hōtaka Urutau Hapori-Community Adaptation Programme

File Number: A5556106

Author: Katy Simon, Adaptation Programme Lead Climate Action and Resilience

Authoriser: Roger Ackers, Group Manager - Planning & Policy

TAKE PŪRONGO / Purpose of the Report

To update Te Kūkupa Committee for Strategy, Policy and Regulation on the Stage One Community Adaptation Planning project.

WHAKARĀPOPOTO MATUA / Executive SummarY

The Climate Action and Resilience Department is starting Stage One of community adaptation planning, as set by Te Hōtaka Urutau Hapori, Council’s Community Adaptation Programme.

This information report outlines Te Kūkupa Committee for Strategy, Policy and Regulation’s (Te Kūkupa Committee) anticipated governance role in Stage One project. The report introduces the project plan and initial scoping decisions, ahead of Te Kūkupa Committee’s direction on a draft scoping report.

TŪTOHUNGA / Recommendation

That Te Kūkupa Committee for Strategy, Policy and Regulation receive the report Stage One - Community Adaptation Planning, Te Hōtaka Urutau Hapori-Community Adaptation Programme.

tĀHUHU KŌRERO / Background

August 2025, Council approved Stage One Community Adaptation Planning as part of the decision to approve an accelerated Te Hōtaka Urutau Hapori – Community Adaptation Programme

Since this decision, the Climate Action and Resilience Department have procured professional services and established a project team to deliver Stage One. Early engagement and relationship-building has also continued with the support of Kaimanaaki Hapori, contracted community advisors.

The Stage One project is now formally starting. This community adaptation planning project spans multiple functions and areas of Council. Staff are briefing all Elected Members anticipated to have a governance role: Te Hiku Community Board, Kaikohe-Hokianga Community Board and Te Koukou Transport and Infrastructure Committee.

MATAPAKI ME NGĀ KŌWHIRINGA / Discussion and Next Steps

Stage One Community Adaptation Planning

By 2027, the project team aims to deliver adopted Community Adaptation Plans for the Stage One area. Attachment A, Stage One Community Adaptation Planning Project Summary, shows the project’s phases, key tasks and decisions, and different roles. Staff will be available to answer questions on the project summary during this March 2026 Committee meeting.

Tonkin + Taylor, Isthmus and Ākau are jointly contracted to deliver Stage One. A project team has been established and is made up of the external specialists, Far North District Council, and Northland Regional Council staff. Katy Simon, Adaptation Programme Lead and Sarah Peri, Kaupapa Māori Lead – Climate Action and Resilience, are the key staff leading this project.

The Stage One area covers Whangapē, Herekino, North Hokianga, South Hokianga and Waimamaku areas. Figure One below shows a map of the area (also shown in Attachment A).

Figure 1 Stage One Project Area

Community Adaptation Plans will set out how communities and Council will prepare for and respond to increasing natural hazards. The purpose is to effectively plan for existing assets and elements of value to community, to manage and/or reduce risk to Council services and for Far North communities. Community Adaptation Plans will decide:

- What’s happening?

o Future risks from natural hazards to services, places and elements we care about

- What matters most?

o Community values, outcomes and risk tolerance levels that set long-term priorities for services and assets

- What can we do about it?

o Adaptation response options available

- How are we going to do it?

o Preferred short, medium and long responses and the triggers for changing responses

Council’s Pou 1, Stage One, webpage describes adaptation planning in more detail: Pou 1 Community Adaptation Planning | Far North District Council.

Christchurch City Council’s Coastal Hazards Adaptation Plan (2025) provides a good example of a community adaptation plan.

Stage One project also supports:

- Working relationships with tangata whenua and communities

- Collaboration and alignment across FNDC functions

- Collaboration between councils and regional agencies

- Quality of natural hazards risk information

Te Kūkupa Committee’s governance role

Based on the Te Kūkupa Committee’s Terms of Reference, Staff anticipate that this Committee will provide general governance oversight and will receive all draft deliverables and proposals across the Stage One Community Adaptation Planning project.

Staff will either present an information report or a report seeking endorsement to Te Kūkupa Committee before each Council decision.

Attachment A shows the anticipated governance touchpoints.

Project structure and wider decision-making process

Under Te Hōtaka Urutau Hapori – Community Adaptation Programme, Council commits to working alongside communities and tangata whenua on adaptation planning. The project is designed to deliver on this commitment.

This means:

- a haukāinga kaitiaki rōpū – local adaptation tangata whenua expert group will be set up to advise at the project level,

- Community Panels will be established to make recommendations on adaptation decisions to Council,

- staff expect to seek formal hapū or marae representation for the Community Panels.

- Community Board Members may also be invited to participate in the relevant Community Panels; and

- Council will be the final decision-maker because it is the main entity responsible for implementing the Community Adaptation Plans.

In some cases, elements of Community Adaptation Plans may need to go to Northland Regional Council, Regional Waters CCO, or other joint regional governance bodies for direction or decision. This will depend on their role and functions in future implementation of adaptation plans.

Next steps – Stage One scoping report

By June 2026, staff will seek Council’s decision on Stage One scoping report. Ahead of this decision, Staff will present the draft Stage One scoping report to Te Kūkupa Committee at the April or May 2026 meetings.

A scoping report will decide:

- Sub-areas where adaptation plans will be created

- What we’re planning for – elements of value included, hazards addressed

- The level of detail we’re planning for – specificity of an adaptation response

- How long we’re planning for – temporal extent for planning decisions

- Who we’re working with, how decisions will be made and who will be involved in implementation

The scoping report will be informed by:

- Existing natural hazards risk information

- Current and future, anticipated legislation

- Current precedent of roles and responsibilities, if not specified in legislation

- Existing, related strategies, plans and projects

- Engagement on tangata whenua and community needs, issues and opportunities

PĀNGA PŪTEA ME NGĀ WĀHANGA TAHUA / Financial Implications and Budgetary Provision

Stage One Community Adaptation Planning has an estimated total budget of $650,000.00, across the 2025-2026 and 2026-2027 financial years.

Northland Regional Council provides $100,000.00 in funding (included in the $650,000.00 total).

The Senior Leadership Team is reviewing a business case for an additional two FTE, as set by Council in the decision to approve the accelerated Adaptation Programme.

Future budget requirements will be determined through the 2027-2037 Long Term Plan process.

Āpitihanga / Attachments

1. Attachment A - Stage One Community Adaptation Planning Project Summary - A5589555 ⇩

[1] Established for the purpose of working alongside staff on the development of the spatial plan until it became adopted. The rōpū comprised representatives from Ngāti Hineira, Ngāti Korohue, Ngāti Mau, Ngāti Rangi, Ngāti Rēhia, Ngāti Torehina ki Matakā, Te Uri Taniwha, Te Whiu.