Agenda of Te Kuaka Committee for Māori Strategic Relationships Meeting

	Authorising Body	Council
	Status	Standing Committee
COUNCIL COMMITTEE	Title	Te Kuaka Committee for Māori Strategic Relationships Terms of Reference
	Terms of Reference Adoption	11 December 2025 and revised 5 March 2026 , 15 April & 29 April 2026
	Responsible Officer	Manuhautū Te Hono - Group Manager Te Hono

Kaupapa / Purpose

To provide strategic leadership and guidance that strengthens Te Ao Māori perspectives within Council decision‑making, ensuring genuine Te Tiriti‑based partnership and leadership between FNDC and iwi/hapū, and to provide recommendations to full Council. This includes strengthening Council’s relationship with Iwi and Hapū by promoting effective partnership models, improving engagement practices, championing shared decision‑making, and adding value to relationships with Māori.

Ngā Huānga / Membership

The Committee will comprise of no less than 4 elected members and external representation.

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

All committee members will have full speaking and voting rights.

Cr Tāmati Rākena (Chairperson)

Mane Tahere (Deputy Chairperson) (by Council resolution 15 April 2026)

Kohepu / Deputy Mayor Chicky Rudkin

Cr Arohanui Allen

Cr Hilda Halkyard-Harawira

Cr Kelly Stratford

Wallace Rivers - Te Kahu o Taonui Representative (by Council resolution 15 April 2026)

Nyze Manuel – Te Rūnanga o Whaingaroa Representative (by Council resolution 29 April 2026)

Kipa Munro – Te Rūnanga o Ngāti Rēhia Representative (by Council resolution 29 April 2026)

Mike Te Wake – Te Rūnanga o Te Rarawa Representative (by Council resolution 29 April 2026)

Hohipere Williams – Te Rūnanga o Ngāti Hine Representative (by Council resolution 22 July 2026)

Thomas Hōhaia – Te Roroa Hapu (by Council resolution 29 April 2026) - Darren Beatty (alternate)

Rukuwai Allen – Te Whiu Hapu (by Council resolution 29 April 2026)

Kōrama / Quorum

The quorum at a meeting of the Committee is 4 members.

Ngā Hui / Frequency of Meetings

The Committee shall meet 8 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 Kuaka Committee for Māori Strategic Relationships 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 Committees responsibilities are described below:

1. Build and sustain genuine, high-trust relationships based on He Whakaputanga and Te Tiriti o Waitangi.

2. Continue with the development and implementation of Te Kuaka - Te Pae ki Tawhiti 2040 Strategic Intent.

3. Support strategic partnerships that empower communities, Hapū, and Iwi to shape their own development.

4. Oversee Te Pae o Uta Te Ao Māori Framework

5. Facilitate collaboration across sectors to invest in quality infrastructure and initiatives.

6. Develop and approve frameworks for partnership, engagement, monitoring and reporting.

7. Identify and prioritise strategic relationships with Iwi, Hapū, Government agencies, and key stakeholders.

8. Monitor and evaluate the effectiveness of partnerships.

9. Provide direction to the Council on relationship strategies and opportunities.

10. Ensure Te Ao Māori perspectives inform Council strategic and operational work.

11. Recommend to Council, aspects of importance to Māori for incorporation into the development of the Strategic documents (e.g. Te Ao Māori Framework, Annual Plan, Long Term Plan, District Plan)

12. Recommend to Council aspects that the Far North District Council could pursue to develop and or enhance Māori capacity to contribute to Council’s decision-making processes.

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.

Far North District Council

Ordinary Te Kuaka Committee for Māori Strategic Relationships Meeting

will be held in the Council Chamber, Memorial Ave, Kaikohe on:

Tuesday 15 September 2026 at 10:00 AM

Te Paeroa Mahi / Order of Business

1 Karakia Tīmatanga / Opening Prayer. 7

2 Ngā Whakapāha Me Ngā Pānga Mema / Apologies and Declarations of Interest 7

3 Ngā Tono Kōrero / Deputation. 7

4 Te Whakaaetanga o Ngā Meneti o Mua / Confirmation of Previous Minutes. 8

4.1 Confirmation of Previous Minutes. 8

5 Ngā Pūrongo Taipitopito / Information Reports. 15

5.1 Whenua Māori - Freehold Land Rating Debt Update. 15

5.2 Development of a Local Alcohol Policy. 20

5.3 District Wide Spatial Strategy Update: Vision, Principles and Objectives and Kaupapa Steering Rōpū. 43

5.4 Ngā Kaupapa Māori Report 140

5.5 Te Pae o Uta Te Ao Māori Framework Update. 149

5.6 Current and Previous Open Resolutions - Actions Sept 2026. 163

6 Karakia Whakamutunga / Closing Prayer. 170

7 Te Kapinga Hui / Meeting Close. 170

Ordinary Te Kuaka Committee for Māori Strategic Relationships Meeting Agenda

15 September 2026

5 Ngā Pūrongo Taipitopito / Information Reports

5.1 Whenua Māori - Freehold Land Rating Debt Update

File Number: A5950110

Author: Ken Macdonald, Chief Financial Officer

Authoriser: Charlie Billington, Group Manager - Corporate Services

TAKE PŪRONGO / Purpose of the Report

The purpose of this report is to provide Te Kuaka Committee for Māori Strategic Relationships with an update on Whenua Māori freehold land rating relief activity for the 2025/26 financial year.

WHAKARĀPOPOTO MATUA / Executive Summary

· This information is an extract from recent reporting through Te Miromiro Committee for Assurance Risk and finance (Te Miromiro), with focus on Māori Freehold Land (MFL) rates and water debt, remissions, property reviews and write-offs.

· The Revenue Recovery team continues to manage these matters through targeted remission activity, property reviews and appropriate write-off processes.

· A further verbal update may be provided at the meeting.

TŪTOHUNGA / Recommendation

That Te Kuaka Committee for Māori Strategic Relationships receive the report Whenua Māori - Freehold Land Rating Debt Update.

TĀHUHU KŌRERO / Background

Council regularly monitors rates, water and sundry debt arrears through Te Miromiro Committee to provide financial oversight, assurance and visibility of collection activity.

That broader reporting includes General Title rates, Māori Freehold Land rates and water debt, and sundry debtor balances, and is available via Council’s website.

Agenda of Te Miromiro Committee for Assurance, Risk and Finance Meeting - Tuesday, 11 August 2026

This report has been prepared for Te Kuaka Committee for Māori Strategic Relationships (Te Kuaka) as an extract from that broader arrears reporting, with the content narrowed to matters relating to Whenua Māori freehold land. This recognises Te Kuaka’s strategic relationship role and its interest in rating relief, remissions, and actions affecting Māori Freehold Land. The report forms the basis for a discussion on MFL debt for alignment with the Te Hono work plan for MFL.

The update covers the 2025/26 financial year and includes current MFL rates and water debt balances, payments received, remission activity, property reviews, and write-offs processed from 1 July 2025 to 30 June 2026.

MATAPAKI ME NGĀ KŌWHIRINGA / Discussion and Next Steps

Māori Freehold Land rates and water debt

Rates debt has increased since the start of the 2025/26 rating year.

The current balance owing for MFL rates for the 2025/26 rating year is $2,840,199.77, and the current balance owing for MFL water rates for the 2025/26 rating year is $86,825.36.

Payments of $2,507,482.99 have been received towards MFL rates for all rating years in 2025/26.

General Title rates arrears and MFL rates arrears for the year ended 30 June 2026

General Title water rates arrears and MFL water rates arrears for the year ended 30 June 2026

MFL rates arrears for the year ended 30 June 2026 compared with the year ended 30 June 2025

MFL water rates arrears for the year ended 30 June 2026 compared with the year ended 30 June 2025

Māori Freehold Land property reviews

Remissions:

· Remissions are applied in accordance with Far North District Council (FNDC) policy.

· Signed-off MFL remissions made up 9% ($677,324.75), consisting of 17 accounts for the 2025/26 rating year of rating relief remissions.

· Investigations are required to ascertain (1) how much additional MFL land is being utilised, (2) the quantum of landowners’ remissions that have expired, and (3) the quantum of MFL landowners who have not renewed their remissions.

Chief Executive (CE) write-offs:

· Chief Executive (CE) write-offs are made under section 90A and 90B of the Local Government (Rating) Act 2002, as amended by the Local Government (Rating of Whenua Māori) Amendment Act 2021.

· Amount processed was $106,376.33, consisting of 10 accounts.

MFL write-offs for non-rateable land:

· These write-offs apply where a Māori Freehold Land (MFL) rate account becomes non-rateable because the unused land criteria have been met under the Local Government (Rating) Act 2002, as amended by the Local Government (Rating of Whenua Māori) Amendment Act 2021.

· A total arrears balance of $21,939.41 has been written off under this section, consisting of 5 accounts.

MFL rates processing update:

For July and August, 34 accounts are currently being processed for MFL remissions, CE write-offs, and non-rateable land write-offs.

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

Provision is made annually for doubtful debts in relation to arrears owed to Council. A higher provision is made for MFL rates and water rates compared with General Title rates and water rates, due to the difference in collection options available to Council.

Definitions of categories for rates and water

Abandoned Land

Abandoned land means a rating unit for which rates have not been paid to the local authority for 3 years or more, and the ratepayer is either unknown, unlocatable, deceased with no representative, or has notified the local authority of their intent to abandon the land.

Payment Arrangement

This is a separate payment arrangement for a set period to halt penalties accumulating on the rate account.

Deceased ratepayer

The probate process has not been completed.

Mortgage run 2024/25

These are properties where the mortgage demand process has commenced.

Legal Action Commenced (external)

These are properties where legal action has commenced with an external legal representative.

Legal action commenced (FNDC)

These are properties where legal action has commenced with FNDC’s legal services team.

Liquidation

The ratepayer is a company that has gone into liquidation, and Council is awaiting completion of the liquidation process.

Direct Debit

Properties that are paying by direct debit.

Debt recovery action to commence

These are properties with arrears, no mortgage, and no payment arrangement or direct debit set up on the account. The next stage would likely be legal action.

Arrangement or direct debit set up on the account; next stage would likely be legal action.

Āpitihanga / Attachments

Nil

Ordinary Te Kuaka Committee for Māori Strategic Relationships Meeting Agenda

15 September 2026

5.2 Development of a Local Alcohol Policy

File Number: A5941430

Author: Donald Sheppard, Policy Advisor

Authoriser: Kate Ivicheva, Group Manager - Planning & Policy

TAKE PŪRONGO / Purpose of the Report

To inform Te Kuaka that a Local Alcohol Policy (LAP) for the district is being developed. A draft LAP will be subject to public consultation in October/November 2026 (subject to approval from Te Kūkupa on 09 September 2026).

WHAKARĀPOPOTO MATUA / Executive SummarY

· Under the Sale and Supply of Alcohol Act 2012, the Council may adopt a LAP to guide alcohol licensing and support the safe and responsible sale, supply, and consumption of alcohol while minimising alcohol-related harm.

· On 12 December 2024 (Resolution 2024/174 refers), Council approved the development of a LAP for the district.

· In May/June 2025, a comprehensive community survey was undertaken to understand community views on potential LAP provisions.

· On 14 May, a stakeholder hui was held with 22 organisations in attendance, with representatives from various Iwi, Hapū, hauora, and support organisations.

· The draft Policy was developed by a working group that includes the Police, Medical Officer of Health, and Alcohol Licensing Inspectorate.

· On 09 September 2026 staff sought approval from Te Kūkupa to consult with the public on 1) the Draft LAP (Attachment One) and 2) the Statement of Proposal for Consultation (Attachment Two).

TŪTOHUNGA / Recommendation

That Te Kuaka Committee for Māori Strategic Relationships receive the report Development of a Local Alcohol Policy.

tĀHUHU KŌRERO / Background

What is a Local Alcohol Policy (LAP)?

A LAP is a council policy, developed with the community under the Sale and Supply of Alcohol Act 2012 (the Act) to support the safe and responsible sale, supply, and consumption of alcohol and minimise alcohol-related harm in the district.

A LAP applies to licensing decisions and may address matters such as trading hours, the location and density of licensed premises, and discretionary licence conditions. Under sections 105 and 131 of the Act, the DLC and ARLA must have regard to a LAP when considering licence applications and renewals.

LAP development

On 16 November 2023, the Council authorised staff to conduct research into making a LAP (Resolution 2023/146 refers). The findings of this research are summarised in the Statement of Proposal (Attachment Two). For more in-depth information, refer to the full research report attached to the Council meeting on 12 December 2024^{^[1]}.

Key research findings relating to Māori included:

Northland results 2023–2025^{^[2]} (updated from the original report):

· Māori adults aged 15 or more are more likely than the overall Northland adult population to be frequent binge drinkers^{^[3]}, with 26% binge drinking at least monthly compared with 19% of all Northland adults.

· Māori adults are also more likely to be hazardous drinkers, with 31% classified as hazardous drinkers compared with 23% of all Northland adults.

New Zealand-wide evidence:

· As reported in a 2023 article^{^[4]}, Māori have a 35% greater probability than non-Māori of experiencing violence due to someone else’s drinking; Māori are over-represented in serious traffic crashes involving alcohol; and Māori children are more likely than non-Māori children to be killed or seriously injured in alcohol crashes.

· In 2022, the Health Promotion Agency^{^[5]} noted that across New Zealand Māori are more likely to be exposed to risk factors that increase alcohol use and harm such as:

o living in deprived areas with a high density of alcohol outlets

o having an increased risk of hazardous drinking when living near these outlets

o greater exposure to cheap alcohol and advertising, especially among tamariki.

On 12 December 2024, based on the research findings, the Council approved the development of a LAP for the District (Resolution 2024/174 refers).

The Draft LAP was developed by a Working Group including the Police, the Medical Officer of Health, and the Alcohol Licensing Inspectorate.

Engagement with Māori to help inform the Draft LAP

In May/June 2025, a comprehensive survey of Far North residents was undertaken to understand community views on potential LAP provisions. Of 422 respondents who indicated their ethnicity, 151 (36%) identified as Māori. The following table shows a high level of concern by Māori respondents regarding alcohol-related issues and problems:

Table One - Level of concern by Māori respondents for alcohol-related problems and issues:

Problems and issues associated with alcohol	% concerned
Domestic violence	97%
Impact on mental health	89%
Police time and resources	88%
Disorderly behaviour	87%
Impact on physical health	81%

From mid-2025 to August 2026, staff engaged with community groups to understand their views. A hui was held in May 2026 where 66 people attended, representing 22 different organisations, including Iwi, Hapū, Hauora, and social agencies. At this hui, in response to participants’ requests, council’s Alcohol Licensing Inspectors agreed to develop an online platform for interested parties to share and discuss information on alcohol-related matters. This platform was launched in August 2026.

MATAPAKI ME NGĀ KŌWHIRINGA / Discussion and Next Steps

Relevant legislation

The Act enables Council to make a LAP for alcohol licensing matters in the district to ensure alcohol is sold, supplied, and consumed safely and responsibly, and that alcohol-related harm is minimised.

Section 77 of the Act provides for a LAP to include policies on the following licensing matters:

a) location of licensed premises by reference to broad areas

b) location of licensed premises by proximity to premises of a particular kind or kinds - for example, how close bottle stores can be to each other

c) location of licensed premises by proximity to facilities of a particular kind or kinds - these facilities include ‘sensitive facilities’ such as places catering for children and alcohol addiction treatment centres

d) whether further licences should be issued - the Council may impose a cap or ‘sinking lid’ on issuing further licences where the current number of licences is considered excessive

e) maximum trading hours - default trading hours are stated in the Act. Council may reduce or increase these hours to reflect community preferences

f) issuing licences subject to discretionary conditions - these are conditions that the DLC may or may not apply to specific licences and may cover areas such as noise control, outdoor advertising of alcohol, and safety and security provisions etc.

g) one-way door restrictions - these restrictions allow patrons to leave premises such as bars, taverns, pubs, and nightclubs but not to re-enter these premises after a certain time.

Under sections 105 and 131 of the Act, the DLC and ARLA must have regard to the LAP when considering licence applications and renewals in the district.

Content of the Draft LAP

The Draft LAP is informed by research, community survey results, engagement with licensees, meetings with community and hauora organisations, and input from Police, Licensing Inspectors, and the Medical Officer of Health.

Staff have aimed to produce a Draft LAP that reasonably reflects community views, the data and research, while providing a balanced and proportionate response to alcohol-related harm in the community.

The content of the Draft LAP (Attachment 1) complies with section 77 of the Act (Content of policies).

Key elements of the draft LAP include:

· setting maximum trading hours for licensed premises

· restrictions on granting further Off-Licences for bottle stores, groceries and supermarkets in the district

· discretionary conditions for Off-licences that the DLC may apply regarding:

o limiting new taverns, pubs, nightclubs, and Class 1 restaurants located close to licensed premises of the same type

o protecting vulnerable users of places catering for children and alcohol and drug addiction treatment centres

o not allowing the sale of single units of some types of alcoholic beverages that were packaged as multiple-unit packs

o prohibiting the purchase of alcohol using Buy Now Pay Later contracts

o limiting alcohol advertising on the exterior of alcohol outlets

o crime prevention, surveillance, and social responsibility practices.

· discretionary conditions for On-Licences and Licensed Clubs regarding:

o supervised areas for minors

o protecting vulnerable users of places catering for children and alcohol and drug addiction treatment centres

o setting maximum patron numbers

o applying one-way door restrictions where alcohol-related disorder has been reported late at night near a premises

o noise control and the management of outdoor areas

o crime prevention, surveillance, and host responsibility practices.

· discretionary conditions for Special Licences regarding the management of events.

Consultation

As required by section 78 of the Act, Council staff have consulted with the Police, Licensing Inspectors, and the Medical Officer of Health on the design of the draft LAP.

Section 79 requires Council to consult on the Draft LAP using the Special Consultative Procedure (SCP) described in section 83 of the Local Government Act 2002. An SCP requires at least one month for consultation.

Section 83 requires Council to prepare a Statement of Proposal explaining what is proposed and how the public can provide their feedback (Attachment Two). This document explains how people can express their views.

NEXT STEPS

Consultation must run for at least one month, and written submissions will be accepted from 12 October to 15 November (five weeks), with oral submissions in early December, depending on Te Kūkupa availability.

Staff will then aim to report submissions analysis and the proposed final LAP to Te Kūkupa in the first quarter of 2027 for a recommendation to Council to adopt the LAP.

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

LAP development costs, including staff time, engagement, and external legal advice, have been met from existing budgets. No new implementation costs are expected, apart from public notification costs required by the Act.

Any additional initiatives, implementation, or enforcement costs that cannot be managed within existing budgets will need to be identified by the teams responsible and considered through the appropriate budgeting and planning processes.

Having a LAP in place may reduce the number of costly hearings regarding objections to the DLC’s decisions, as a LAP will give the DLC and licensed premises clearer direction regarding Council’s intentions for alcohol licensing.

Āpitihanga / Attachments

1. Draft LAP - A5933144 ⇩

2. Statement of Proposal - A5933160 ⇩

Ordinary Te Kuaka Committee for Māori Strategic Relationships Meeting Agenda

15 September 2026

5.3 District Wide Spatial Strategy Update: Vision, Principles and Objectives and Kaupapa Steering Rōpū

File Number: A5952270

Author: Stephen FitzHerbert, Senior Strategic Planner Growth Planning and Placemaking

Authoriser: Kate Ivicheva, Group Manager - Planning & Policy

TAKE PŪRONGO / Purpose of the Report

The purpose of the report is to inform Te Kuaka Committee for Strategic Māori Relationships (Te Kuaka) with an update on two milestones within the District Wide Spatial Strategy (DWSS) work programme:

1. The DWSS’s Vision, Principles and Objectives (VPO). This section outlines the process undertaken to establish a draft VPO and a refined VPO.

2. The Kaupapa Steering Rōpū (KSR). This section is produced by FNDC kaimahi, on behalf of the KSR, to share progress on work activities and methods for better supporting the rōpū.

WHAKARĀPOPOTO MATUA / Executive SummarY

· The District Wide Spatial Strategy (DWSS) has progressed two key milestones: completion of a near-final Vision, Principles and Objectives (VPO) (Milestone 4) and the reconvening of the Kaupapa Steering Rōpū (KSR) (Milestone 2).

· The DWSS has been developed through an evidence-based process incorporating technical analysis, strategic planning work, stakeholder engagement, and Iwi and Hapū input to create a strong foundation for long-term district and regional spatial planning.

· Two workshops and a follow-up hui with Te Kūkupa, Community Board Chairs and KSR members were undertaken to test and refine the draft VPO.

· The emerging vision is for "a Far North where people and whānau can build thriving futures, connected to place and each other", supported by objectives focused on economic prosperity, strong communities, equitable access to services and housing, infrastructure-led growth, and environmental and cultural stewardship.

· Feedback from elected members, Community Board Chairs and KSR members strengthened the VPO through greater recognition of He Whakaputanga and Te Tiriti o Waitangi, stronger emphasis on infrastructure and affordability, enhanced recognition of rural communities and productive land, and a stronger focus on climate resilience and long-term decision-making.

· The KSR has been reconvened under updated Terms of Reference that broaden representation, include rangatahi voices, strengthen cultural expertise, and reinforce its strategic advisory role.

· KSR members have made a significant contribution to refining the draft VPO and ensuring that Te Ao Māori values, aspirations and intergenerational perspectives are embedded throughout the strategy.

· The KSR has identified opportunities to better support the rōpū and increase co-design of future DWSS work, strengthen Te Ao Māori and mātauranga Māori expression, support wider mana whenua engagement, develop Māori success measures, enhance rangatahi participation, and contribute to future implementation and regional spatial planning processes.

· Key risks relate to member availability, compressed project timeframes, role clarity, understanding of spatial planning processes, and representation concerns; however, these risks are considered manageable through improved communication, capability-building, clearer expectations and enhanced support for KSR members.

TŪTOHUNGA / Recommendation

That the Te Kuaka Committee for Māori Strategic Relationships receive the report District Wide Spatial Strategy Update: Vision, Principles and Objectives and Kaupapa Steering Rōpū.

tĀHUHU KŌRERO / Background

The District Wide Spatial Strategy (DWSS) project commenced in late 2025 and has been developed through an evidence-based process informed by elected members, mana whenua, stakeholders and the wider community. Rather than starting with predetermined growth areas or fixed outcomes, the project has focused on developing a robust understanding of the Far North's current conditions, future challenges, opportunities, and aspirations. This has involved integrating technical investigations, strategic and policy reviews, community and stakeholder feedback, Iwi and Hapū perspectives, and spatial analysis to build a shared evidence base. Together, these inputs have helped identify the key factors that will shape the district's future and provide a strong foundation for informed decision-making and long-term planning.

The DWSS is being progressed in advance of forthcoming reforms to New Zealand’s resource management system and the eventual development of a regional spatial plan. By preparing a district-wide strategy now, FNDC can establish a strong local evidence base that reflects community aspirations, Hapū and Iwi priorities, growth trends, infrastructure requirements, and environmental priorities. This proactive approach ensures the district is well positioned to influence and contribute to future regional planning processes. In the meantime, the strategy provides a clear strategic framework to support Council decision-making, helping to guide investment, planning, and development choices until a regional spatial plan is prepared, formally adopted, and becomes the primary mechanism for spatial planning.

The DWSS work programme has six milestones:

1. Project establishment

2. Early Hapū and Iwi partnership and stakeholder and community engagement

3. Baseline data collection and analysis

4. Vision, principles and objectives and Foundation report

5. Scenario development report, spatial scenarios report and engagement

6. Final DWSS development, consultation and adoption

The current project stage is completing Milestone 4 and reconvening the Kaupapa Steering Rōpū (KSR) as per Milestone 2. The development of the vision, principles and objectives (VPO) has been informed by the earlier stages of evidence and engagement (Milestones 1-3) and recent workshops with elected members and the KSR. The KSR has been reconvened as per Milestone 2, see below for an overview of the rōpū’s evolution. Completion of the VPO is scheduled for the beginning of October, when it will be recommended to Te Kūkupa for endorsement.

Te Kuaka Committee for Strategic Māori Relationships (Te Kuaka) endorsed the establishment of a KSR in 2024 (Resolution 2024/25) and its reconvening in 2026 (Resolution 2026/4) as the preferred forum to provide kaupapa‑specific strategic Māori guidance for district‑wide initiatives (i.e., the DWSS), consistent with the District Wide Kaupapa Framework. The KSR is an integral contributor to all stages of DWSS development, serving as an advisory forum to embed partnership, participation and protection and situate Te Ao Māori values, priorities and aspirations within the creation of the DWSS. KSR’s intended contribution to the DWSS includes:

- informing and influencing the vision for the district;

- influencing growth and development priorities;

- situating Te Ao Māori values and mātauranga Māori within the DWSS;

- responding to environmental and community issues; and

- aligning with Iwi and hapu aspirations.

The KSR acts as an advisory rōpū comprised of people with the necessary Te Ao Māori values, expertise and lived experience, and the ability to represent diverse Hapū, Iwi, hapori and district perspectives, to contribute to informed, effective and future-focused district-wide spatial planning. As such, the KSR provides a dedicated, fit-for-purpose mechanism to apply a strong Te Ao Māori lens to the DWSS, while maintaining Te Kuaka’s governance-level oversight role and clarifying the overall project governance and reporting lines. The KSR is not a delegated decision-making authority, nor does it replace wider public consultation, Community Board engagement, Hapū and Iwi engagement, or legislative consultation requirements.

Alongside Te Kuaka’s decision to reconvene the KSR, a refined ToR was endorsed (see Attachment 1). Changes to the draft ToR were completed by the initial KSR in 2025, whose membership included: Hapū/Iwi representatives Pita Tipene, Kipa Munro and Rereata Makiha, Councillors Babe Kapa and Hilda Halkyard-Harawira, as well as FNDC kaimahi from Te Hono and Integrated Planning. The refined ToR reflected a shift from a relatively small initial advisory rōpū toward a more representative and enduring rōpū with broader participation and a clearer strategic purpose. The changes included:

- The inclusion of a vision, mission and values to provide a stronger strategic and cultural foundation for the KSR (see Item 1.1).

- Extending the recognition of ‘Councillors’ to include ‘Elected members’ and clarification of how council representation is determined (i.e., two elected members will be selected at the beginning of each triennium) and the formal appointment process for elected member participation.

- Explicit recognition of rangatahi representation to introduce a youth voice to the KSR and broaden representation beyond Iwi, Hapū, elected members and subject matter experts (SME).

- Greater definition of SMEs to mandate technical cultural expertise.

- Introduction of a formal succession process in the instance an appointed member can no longer serve on the rōpū.

- Expansion of membership from six to ten appointed people to enhance representation and better encompass and reflect the breadth and diversity of Māori interests across the district.

- Explicit linkage to Council’s Appointed Members Allowance Policy to provide clear guidance regarding payment arrangements and allowances.

- The removal of the Open Spaces Strategy project.

Item 1.1 The KSR’s vision, mission and values

The following section details the process undertaken to develop the DWSS’s VPO and current KSR activity.

MATAPAKI ME NGĀ KŌWHIRINGA / Discussion and Next Steps

This section is presented in two parts. The first section outlines the process undertaken to develop the DWSS’s VPO. The second provides a KSR progress update.

Part 1: District-Wide Spatial Strategy and establishing the Vision, Principles and Objectives

Work progressed during July and August to complete Milestone 4. This activity has involved two workshops with elected members and the KSR, as well as engagement with stakeholder groups.

Current

Item 2.1. District-wide Spatial Strategy development process

Establishing the VPO

The VPO sets the long-term direction for the district, shaping decision-making and defining the outcomes the strategy aims to achieve. They provide the framework for evaluating spatial options, prioritising investment, and coordinating future decisions relating to land use, infrastructure, environmental management, community development, and the incorporation of Te Ao Māori priorities and values. In essence, every decision made through the spatial strategy will be directly guided by and aligned with these foundations.

The vision sets out the district’s long-term direction and describes the future it is working towards. It reflects the aspirations of the community, Iwi and Hapū, stakeholders, and decision-makers, and establishes a common purpose for the strategy. The vision provides a framework for balancing immediate needs with longer-term goals, ensuring decisions remain aligned with the desired future. In simple terms, the vision answers the question of what we want the district to be in the years ahead.

The principles guide how decisions are made in pursuit of the vision. They establish a common set of criteria that can be applied across a wide range of planning and investment decisions, helping to ensure consistency over time. Where competing priorities or trade-offs exist, the principles provide a basis for evaluating options and determining the most appropriate course of action. In simple terms, they answer the question: How will we make decisions as we work towards our desired future?

The objectives identify the changes and outcomes required to achieve the vision. They turn broad aspirations into clear priorities that can guide planning, policy development, and investment decisions. Objectives also provide a framework for monitoring progress and assessing whether the strategy is delivering the intended results. In simple terms, they answer the question: What do we need to achieve to deliver the vision?

The DWSS project team undertook Iwi, stakeholder and public engagement and reviewed relevant plans, strategies, technical information and evidence to identify the district's key aspirations, growth and development priorities, desired environmental, cultural, social and economic outcomes, and areas where competing interests need to be reconciled. The evidence base articulated a strong collective aspiration for the Far North to become a more connected, resilient, culturally grounded and inclusive district, where growth, infrastructure, environmental stewardship, economic prosperity and community wellbeing are planned and delivered in an integrated way. The key themes consistently emerging across the evidence included:

- a network of thriving centres and rural communities,

- meaningful partnerships with tangata whenua and the expression of kaitiakitanga,

- environmental enhancement within natural limits,

- infrastructure-enabled and place-based growth,

- equitable access to opportunities and services,

- a more diverse and resilient economy,

- and long-term adaptability to future challenges.

The initial baseline evidence findings were workshopped with elected members (Te Kūkupa and Community Board Chairs) and the KSR on 8 July 2026. The evidence base comprised economic, social and wellbeing, transport, planning context as well as strategic direction, community profiles and an engagement summary report (see Attachments 2 and 3). The workshop findings were assessed alongside the evidence base, which informed the initial working draft VPO.

Refining the VPO

Two engagement activities were undertaken to refine the working draft VPO. Firstly, a workshop was held with Te Kūkupa, the KSR and Community Board Chairs on 12 August 2026. At that workshop Te Kūkupa, the KSR and Community Board Chairs shared their perspectives on the working draft VPO and proposed changes. A virtual whiteboard space was kept open until 16 August for workshop invitees to make further comments on the working draft VPO. The refinements represented amendments to five areas of the initial draft VPO. Amendments demonstrated:

· Stronger recognition of He Whakaputanga, Te Tiriti o Waitangi, tangata whenua aspirations and Māori partnerships;

· Greater emphasis on infrastructure as an enabler of housing, economic development, community wellbeing and resilience;

· Stronger recognition of affordability, financial sustainability and infrastructure deliverability;

· Improved recognition of rural communities, productive land, primary industries and renewable energy opportunities; and

· Enhanced references to climate adaptation, resilience and long-term decision-making under uncertainty.

The DWSS project team then reviewed all suggestions and amended the VPO to reflect workshop input. The revised draft VPO was presented at a virtual hui on 28 August 2026. Participation at this hui was limited due to competing priorities, however, a virtual whiteboard space was kept open to receive workshop invitee comments until 31 August. The participants who attended supported the updated VPO, with no objectives raised. For the evolution of the draft VPO, see Attachment 4 for the DWSS – Feedback Summary report for draft vision, principles and objectives, and the reasoning for each of the objectives and principles. And secondly, stakeholders were contacted and invited to express their views on the revised draft VPO.

The final draft of the VPO:

Vision statement: A Far North where people and whānau can build thriving futures, connected to place and each other.

Vision narrative: The Far North is a place where people, whānau and communities can thrive, and where future generations can choose to live, learn, work and remain connected to place. Distinctive towns, rural communities, marae and cultural landscapes are connected through a strong network of centres, healthy natural environments, resilient infrastructure (including transport networks) and a productive, diverse economy. Young people can see a future for themselves here, whānau can remain connected to place, and communities have access to the homes, services, infrastructure and opportunities they need to lead fulfilling lives. The district's future builds on its unique identity as the birthplace of our nation, recognising the significance of He Whakaputanga and Te Tiriti o Waitangi, and the relationship between people, place and the environment. Guided by Te Ao Māori and shaped by the distinctive character of the district, growth and change strengthen environmental health, support economic opportunity, and enable the aspirations of communities and tangata whenua. Future growth is resilient and well-planned, responding to the challenges and opportunities presented by climate change, natural hazards and changing community needs while creating lasting benefits for current and future generations.

Objective 1: Support a thriving, locally connected and regenerative economy

What does this look like in practice? Strengthen local employment, Māori-led economic development, rural industries, including agriculture, horticulture and aquaculture, value-add industries, tourism, renewable energy opportunities, productive sectors, local enterprise and internal supply chains while retaining more economic value within the district and supporting community wellbeing.

Objective 2: Strengthen the district’s network of centres, communities and catchments

What does this look like in practice? Reinforce the complementary roles of centres, communities, marae, rural areas and coastal settlements so that growth, services, infrastructure and investment strengthen local identity, connectivity and community wellbeing.

Objective 3: Improve access to homes, services, facilities and opportunities

What does this look like in practice? Improve access to safe, affordable housing, education, healthcare, employment, recreation, transport, digital connectivity and community services across the district.

Objective 4: Enable growth and wellbeing through resilient infrastructure and integrated land use planning

What does this look like in practice? Direct and sequence growth to locations where infrastructure capacity, transport access, water and waste systems, environmental limits and natural hazard risks can be managed in a resilient, affordable and financially sustainable manner. Invest in, renew and where necessary provide new infrastructure that supports housing, economic development, community wellbeing and long-term resilience.

Objective 5: Protect and restore environmental systems, taonga and cultural landscapes

What does this look like in practice? Protect, restore and enhance freshwater, coastal environments, wetlands, indigenous biodiversity, rural environmental values, productive soils, mahinga kai, wāhi tapu, cultural landscapes and other taonga, so that environmental health and cultural wellbeing are strengthened over time.

Principle 1: Partner with -Iwi and Hapū, uphold Te Ao Māori in recognition of He Whakaputanga and Te Tiriti o Waitangi

Explanation: Spatial planning will be undertaken in partnership with Iwi and Hapū, recognising He Whakaputanga, Te Tiriti o Waitangi, rangatiratanga, kaitiakitanga, tikanga and mātauranga Māori as central to decision-making, design, implementation and monitoring.

Principle 2: Plan as a connected network of places

Explanation: Decisions will recognise the Far North as a network of distinct but connected communities, centres, towns, rural settlements, marae, coastal communities and productive areas, with each place contributing differently to the district’s future, and acknowledge that different places have different roles, needs, opportunities and aspirations.

Principle 3: Integrate land use, infrastructure, transport, environment, economy and wellbeing

Explanation: Spatial decisions will be made by considering land use, infrastructure, transport, environmental systems, housing, economic development, culture and community wellbeing together, rather than as separate workstreams.

Principle 4: Work within environmental limits and restore natural systems

Explanation: Growth, land use and investment decisions will protect and restore environmental systems, recognise natural limits, avoid harm to taonga and cultural landscapes, support food-producing landscapes and productive land, support the long-term mauri of whenua, wai, moana and ecosystems and strengthen the resilience and health of natural systems for future generations.

Principle 5: Sequence growth and investment around infrastructure, access and risk

Explanation: Growth and change will be directed and sequenced to locations where infrastructure capacity, affordability, transport access, service provision, environmental capacity and hazard risk can support resilient long-term outcomes. Innovative, adaptable and alternative infrastructure approaches should be considered where they improve resilience, affordability or service provision.

Principle 6: Improve equity, accessibility and wellbeing

Explanation: Decisions will prioritise improved access to housing, services, facilities, transport, digital connectivity, public places and opportunities, particularly for communities facing cumulative disadvantage, remoteness or barriers to participation so that people, whānau and communities can participate in and benefit from the district's future prosperity and wellbeing.

Principle 7: Build resilience and adaptability over time

Explanation: The spatial strategy will support adaptive, long-term decisions that respond to climate change, natural hazard risk, changing demographics, economic shifts, infrastructure constraints and evolving community aspirations over time.

Principle 8: Investment will first seek to optimise, share, renew, co-locate and better manage existing assets and services, while building the local partnerships and capability needed for delivery.

Explanation: Investment will first seek to optimise, share, renew, co-locate and better manage existing assets and services, while building the local partnerships and capability needed for delivery.

Next steps

The VPO will be presented to Te Kūkupa (7 October 2026) for endorsement. This report will consider any perspectives raised at the Te Kuaka committee meeting. Once the VPO is finalised the DWSS project team is to develop spatial options that will be refined through workshops with the KSR, Elected members, Iwi and stakeholders. The proposed approach is a focus on ‘no regrets’ actions to inform regional spatial planning.

Part two: Kaupapa Steering Rōpū (KSR) Update

This update, produced by FNDC kaimahi on behalf of the KSR, provides Te Kuaka with an update on the progress of the reconvened KSR. The content includes an update on work completed and current risks, challenges and opportunities. This first update presents a partial view of KSR perspectives, and it is envisaged that KSR members will share comment orally during the Te Kuaka hui. Additionally, FNDC kaimahi will continue to attempt to connect with members kanohi ki te kanohi to hear all perspectives on the current situation and recommendations for kaimahi to better tautoko the rōpū.

a) Work completed

· Reconvening the KSR

Upon Te Kuaka’s decision, Te Hono and Integrated Planning kaimahi have initiated the appointment of members for the KSR and a review of the updated ToR to confirm finalisation. Meetings between the KSR and FNDC kaimahi occurred between June and August.

The current members include:

- Kipa Munro

- Pamela-Anne Ngohe-Simon (resignation received on 8 September – has recommended an alternative Hapū member. Replacement to be confirmed).

- Tui Te Paa

- Dallas King

- Tuhoronuku Smith (Rangatahi representative)

- Hineteaio Chapman (Rangatahi representative).

Additional appointments to the rōpū will be considered in conversation with existing members, and upon Te Kuaka’s direction, to identify any opportunities for enhanced representation.

· Appointment of Chair

Expressions of interest for the role of Chair were called for in August. As of 8 September 2026, the KSR Chair has not been confirmed, however, interest has been expressed by a member.

· Refining the DWSS VPO

KSR members who were available participated in combined workshops (08 July, 12 August and 28 August 2026) with Te Kūkupa members and Community Board Chairs. Key KSR contributions at the workshop included recommendations that the DWSS project team:

- elaborate on the position of He Whakaputanga and Te Tiriti within the overarching vision and narrative as well as the respective principles and objectives;

- employ the notion of thriving and expressing the importance of healthy and mutually beneficial relationships between people, place, taonga, water, infrastructure and service delivery.

- emphasise the importance of affordability in supporting mana whenua to be able to live and grow with whanau on ancestral lands;

- expand the temporality of the vision to align with intergenerational perspectives and aspirations;

- acknowledge the function of infrastructure as an enabler for supporting prosperity, opportunity and wellbeing for whanau; and,

- provide a te reo Māori version of the VPO to better encourage mana whenua engagement with the DWSS programme.

The DWSS project team refined the VPO as per the contributions of KSR members (as well as Te Kūkupa and Community Board Chairs). The revised VPO was presented for discussion at a virtual hui (28 August 2026). The sentiment shared by participating KSR members was positive.

· Reviving the KSR

The pace of the DWSS work programme is acknowledged for creating challenges in terms of both bringing together the rōpū, assignment of roles and participation in activities. Essentially, the foundational building work to tautoko the new KSR has (to date) been constrained in comparison to the initial KSR. The suggested way forward, as per recommendations from KSR members, includes (and is not limited too):

- Hosting an independent KSR hui to support whanaungatanga, project understanding, setting expectations and confirming that the updated ToR is fit for purpose.

- Providing the KSR with a clear statement of the ‘how’, ‘what’ and ‘why’ for their role in the DWSS to help mitigate perceptions of the authority- and function- (or not) of the rōpū.

- Supporting rangatahi participation and alteration of activities and/or means of contribution when required due to clashes with obligations (i.e., education).

- Re-establishing regular monthly check-ins with FNDC kaimahi.

- Dedicated individual and rōpū capability-building for shared understanding of DWSS spatial planning objectives and technicalities by way of target Q&A hui with DWSS kaimahi.

- Establishing alternative contribution pathways for members who may have limited availability for certain activities.

- Providing updated workplan timelines and key KSR activities.

- Creating KSR-specific activities with the DWSS project team.

These are proposed activities and not limited to the above. Activities will be confirmed upon hui with KSR members.

b) Current risks, challenges and opportunities

This section shares some KSR members’ perceptions on current risks, challenges and opportunities (RCO). FNDC kaimahi recommend that KSR members be invited to share orally at the Te Kuaka hui. KSR members who were available to share perspectives on the current RCO, identified the following:

Key risks and challenges:

- Limited member participation due to either short notice and or competing obligations. Proposed mitigation is as per above in the steps for reviving the KSR.

- Unclear objectives and key KSR activities. Proposed mitigation is as per above in the steps for reviving the KSR.

- Understanding of unfamiliar spatial planning processes and or technical language. Proposed mitigation is as per above in the steps for reviving the KSR.

- Members being challenged by mana whenua as to the perception of representation and authority. Proposed mitigation is as per above in the steps for reviving the KSR.

- VPO language and connection with mana whenua. Partial mitigation is the commissioning a te reo Māori expression of the VPO (in progress).

- The compressed project timeframe is a challenge. Proposed mitigation includes a high-level evaluation of the process and lessons learnt that can inform opportunities for engagement in future projects.

These risks are acknowledged and respected by FNDC kaimahi and considered manageable through targeted capability-building, clearer communication, improved planning and engagement processes, and strengthened support for KSR members.

Opportunities identified by KSR members include increasing co-design opportunities throughout the development of spatial scenarios, strengthening Te Ao Māori and mātauranga Māori expression within DWSS documents, supporting wider mana whenua engagement, developing Māori success measures and monitoring frameworks, enhancing rangatahi participation, and informing future implementation and regional spatial planning processes. These opportunities would further strengthen the partnership approach underpinning the DWSS and support the achievement of intergenerational outcomes for tangata whenua, whānau and the wider Far North community.

c) A proposed path forward

A number of KSR members have shared their perspectives with FNDC kaimahi on how they have experienced the DWSS programme from the decision to reconvene the KSR in April, recruitment and the scheduled activities during June to August. Several matters were advised by the members, and FNDC will engage with all KSR members to identify any additional matters. FNDC kaimahi are committed to strengthening the effectiveness, capability, and influence of KSR by providing clear work programmes, meaningful engagement opportunities, capacity-building support, and collaborative processes that ensure Te Ao Māori values, mana whenua aspirations, and mātauranga Māori are embedded throughout the development and implementation of the District Wide Spatial Strategy (DWSS). The following steps are proposed to (re)set-up the KSR for success:

· Convene a dedicated KSR hui before the commencement of spatial scenario development to support whanaungatanga, establish shared expectations, and confirm priority areas of focus for the rōpū.

· Finalise and implement a KSR work programme that clearly identifies upcoming DWSS milestones, decision points, engagement opportunities, expected contributions, and time commitments.

· Provide members with a concise induction package outlining the purpose, scope, authority, reporting lines, and expectations of the KSR, including its relationship with Te Kuaka, Te Kūkupa and the DWSS project team.

· Establish regular engagement mechanisms, including monthly check-ins and targeted workshops, to maintain momentum and provide timely opportunities for KSR input.

· Continue capability-building initiatives to strengthen member understanding of spatial planning concepts, scenario development methodologies, infrastructure planning, and statutory planning processes.

· Complete and circulate a Te Reo Māori expression of the Vision, Principles and Objectives to support wider mana whenua engagement and strengthen the cultural accessibility of DWSS materials.

· Involve the KSR in the co-design and assessment of spatial scenarios to ensure Te Ao Māori values, mātauranga Māori, tangata whenua aspirations, and intergenerational outcomes are considered throughout the next stage of the project.

· Work with the KSR to identify Māori-focused outcomes, measures of success, and monitoring indicators that can be incorporated into the final DWSS and future implementation frameworks.

· Explore opportunities for broader mana whenua, Hapū and rangatahi engagement, including the development of targeted engagement approaches and culturally appropriate communication materials.

· Undertake a review of lessons learned from the establishment and early operation of the reconvened KSR to identify improvements that can enhance future district-wide projects and strengthen Māori participation in strategic planning.

· Provide Te Kuaka with a further KSR progress update following completion of the spatial scenario development phase, including progress against agreed actions, emerging opportunities, and any recommendations from the rōpū.

Part three: Summary

The DWSS programme has made substantial progress by establishing a near-final Vision, Principles and Objectives framework and reconvening the Kaupapa Steering Rōpū (KSR). The DWSS team acknowledge there are actions to implement to provide better support to the KSR. The emerging strategy places strong emphasis on partnership with Māori, infrastructure-led growth, environmental restoration, community wellbeing, equitable access, and long-term resilience. The KSR has played an important role in strengthening the strategy's Te Ao Māori foundations, and refining the draft VPO and will continue to contribute as the project moves into spatial scenario development.

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

No additional financial implications are associated with this update. All costs associated with the KSR are aligned with the Appointed Members Allowance Policy and were budgeted for and are covered within the project budget for the current financial year.

Sufficient funds to facilitate the KSR in relation to the DWSS across the next financial year have been forecast into the upcoming annual plan process.

Āpitihanga / Attachments

1. 2026 KSR Terms of Reference - A5952637 ⇩

2. DWSS Engagement Summary Report Updated_20260828 - A5952631 ⇩

3. DWSS_Foundation_Report_Draft_August - A5952665 ⇩

4. DWSS - Feedback summary report for draft vision, principles and objectives - A5952575 ⇩

Ordinary Te Kuaka Committee for Māori Strategic Relationships Meeting Agenda

15 September 2026

5.4 Ngā Kaupapa Māori Report

File Number: A5938156

Author: Llani Harding, Pouhautū - Manager - Te Hono

Authoriser: Aaron Taikato, Manuhautū Te Hono – Group Manager Te Hono

TAKE PŪRONGO / Purpose of the Report

To provide Te Kuaka Committee for Strategic Māori Relationships (Te Kuaka) with an update on Ngā Kaupapa Māori - Matters of Importance to Māori since the last report tabled on 14^th July 2026.

WHAKARĀPOPOTO MATUA / Executive Summary

· Te Kuaka is committed to ensuring that the work of the Committee is carried out in a way that enhances the social, economic, cultural, and environmental wellbeing of the Far North District and assists Council, as appropriate, in conducting and maintaining effective, good-faith working relationships with Māori communities.

· Ngā Kaupapa Māori - Matters of Importance to Māori are raised at Council meetings and/or by the Kahika-Mayor and Councillors, Te Kahu o Taonui Iwi representatives, or members of the public. This report serves as a mechanism to provide Te Kuaka Committee with an update on these matters.

TŪTOHUNGA / Recommendation

That Te Kuaka Committee for Māori Strategic Relationships receive the report Ngā Kaupapa Māori Report – Matters of Importance to Māori – July to August 2026.

NGĀ KAUPAPA JULY – AUGUST 2026 TE HIKU WĀRI.

26 July 2026 – Te Hono Engagement Hui – Te Manawa O Ngāti Tara Marae - Parapara

This hui strengthened communication and relationships with Te Manawa o Ngāti Tara Marae, including updates to Hapū contact information and engagement records. Hapū shared progress on key environmental and cultural initiatives, including dune restoration, GIS mapping, and the identification of culturally significant sites. The discussion provided Council with greater insight into Hapū priorities, aspirations for protecting taonga and wāhi tapu, and preferred communication pathways. Opportunities for Council support were identified, including connecting Hapū with relevant staff, providing guidance on Council processes and funding opportunities, and supporting ongoing engagement and collaboration.

The hui contributed to Te Pae o Uta by strengthening relationships with Hapū, supporting effective engagement, and enabling Māori participation in Council processes while identifying opportunities for future collaboration and shared outcomes.

NEXT STEPS

· Update Council records with the revised Hapū contact information.

· Maintain regular engagement through Te Hono.

· Explore opportunities to support the development and implementation of the Taiao Hapū Development Plan.

· Maintain engagement with Te Manawa o Ngāti Tara and monitor progress on environmental and cultural mapping initiatives.

· Facilitate connections with relevant Council teams to support identified environmental and cultural priorities.

· Provide information on available funding opportunities and Council processes that may assist Hapū-led projects.

· Identify potential partnership and funding opportunities.

· Provide ongoing Council information, advice and support relevant to Hapū priorities.

3rd August - Lake Ngātu Karakia – New Alcohol Ban Signs

Karakia was held to acknowledge and provide cultural support for the introduction of the new alcohol ban at Lake Ngātu. The blessing was an important step in recognising the significance of the lake to local Iwi and the wider community, and to support the protection of the area as a safe and welcoming place for recreation, cultural activities and whānau. The Policy and Planning team led the review of alcohol ban areas and supported the evidence-based policy process that resulted in Lake Ngātu being designated an alcohol ban area. They provided the research and implementation information that underpinned the communications and community celebration activities.

The alcohol ban responds to requests from local Iwi Ngāi Takoto and community members seeking to protect the wellbeing of people using the lake and the health of the natural environment. The karakia provided an opportunity to formally acknowledge the kaupapa, bring together those involved, and reaffirm our shared responsibility as kaitiaki to protect Lake Ngātu for present and future generations of Te Hiku o Te Ika.

The ceremony was led and blessed by Rev Tuterangi Rameka, with attendance from Cr Hilda Hayward-Harawira, Council staff and Ngāi Takoto Iwi representatives.

As with all Te Hono engagements with Iwi, Hapū and Marae, this kaupapa strengthened relationships with our tangata whenua partners and supported meaningful partnership through culturally appropriate engagement.

Image credit: Te Hono

10 August 2026- Te Hono Engagement Hui- Haititaimarangai Marae 339 Trust

Kaiārahi Kaupapa Māori facilitated a hui with the Haititaimarangai Marae 339 Trust to introduce Te Hono, provide an overview of Council's structure and current initiatives, and discuss the support available to iwi, hapū and marae across Te Hiku o Te Ika.

The hui provided an opportunity for the Trust to share its aspirations, priorities and key kaupapa, helping to inform future engagement and identify opportunities for Council support. The engagement strengthened the relationship between Council and the Trust and established a foundation for ongoing collaboration.

Several key issues and matters of importance to the Trust were raised and recorded during the hui to inform Council's ongoing work and engagement activities. These matters will be considered through the appropriate Council channels, with follow-up discussions and outcomes to be communicated as they progress.

Outcomes

· Strengthened the relationship between Council and Haititaimarangai Marae 339 Trust.

· Increased awareness of Te Hono's role and the support available through Council.

· Captured and recorded the Trust's aspirations, priorities and key issues to inform future engagement and decision-making.

· Established a pathway for ongoing communication, collaboration and information sharing.

· Identified opportunities for continued engagement between Council and the Trust on matters of mutual interest.

This engagement supports Te Hono's iwi, hapū and marae engagement commitments and contributes to Te Pae o Uta by strengthening relationships and supporting meaningful Māori participation in Council processes and decision-making.

14th August 2026 - Blessing of Te Ahu Workspace and Acknowledgement of Joe Tua

The Te Ahu office and the desk of long-serving Council staff member Joe Tua were blessed by local Te Rarawa kaumatua John Paitai on Friday 14 August, as colleagues gathered to remember Joe and his legacy.

Matua John led a form of taki (ceremonial first entry into the building), followed by those in attendance, and a karakia whakawātea (clearing prayer). Staff also shared words about Joe, who gave more than 21 years of dedicated service to Far North District Council.

Joe joined Council in May 2005 as a Monitoring Officer and later became a Monitoring Compliance Officer. He was passionate about bringing the Te Ahu whānau closer together, often using food to connect people, share time together and strengthen relationships.

The blessing concluded with a small hākari attended by staff who had worked alongside Joe, providing another opportunity to acknowledge a respected colleague and kaumatua who made a lasting contribution to Council and his community. This gives effect to Te Pae o Uta by including staff in cultural safety practices such as whakawatea and karakia to uphold tikanga and spiritual understanding.

This opportunity also provided our kaimahi at Te Ahu to experience and take part in the formalities around tikanga building their cultural capabilities and confidence align to our internal tikanga policy.

Image credit: Te Hono

24 August 2026 – Te Hono Engagement Hui - Te Rarawa Marae

Te Rarawa Iwi/Hapū engagement hui was hosted at Te Rarawa Marae, Pukepoto, Monday 24th August 2026. Representatives acknowledged the ongoing engagement and appreciated Council efforts to reach out directly to our communities, share information and improve awareness of our services.

Te Rarawa representatives noted they have attended several engagement hui and advised they will now invite Council to future hui to continue the kōrero and provide opportunities for further presentations.

The outcome provided positive engagement with strong support for a continued relationship-building and regular information sharing opportunities between Council and Te Rarawa Marae.

Image credit: Te Hono

Te Rarawa Papakāinga – Housing Blessing and Opening

The Te Rarawa Papakāinga housing blessing and opening, acknowledging this significant milestone for whānau and Te Rarawa.

The engagement supported the ongoing relationship between Council and Te Rarawa and aligned with the commitments and intent of the Te Rarawa Memorandum of Understanding (MOU), particularly through maintaining meaningful engagement, strengthening partnership, and supporting iwi aspirations.

The occasion provided an opportunity for Council to be present alongside Te Rarawa and whānau, reinforcing positive relationships and demonstrating Council’s commitment to ongoing partnership and engagement with Te Rarawa.

NGĀ KAUPAPA JULY – AUGUST 2026 PĒOWHAIRANGI - WHANGAROA WĀRI.

9 July 2026 - Māori Business Engagement – ĀTEA Ltd

Te Hono supported Council’s Procurement Specialist and Business Compliance team to engage with ĀTEA Ltd, a Māori-owned and operated business, to discuss their interest in working with Council and to explore potential opportunities for future services.

The engagement focused on providing general guidance to help ĀTEA Ltd understand Council’s procurement processes and identify appropriate pathways for future opportunities. As ĀTEA Ltd did not have a formal proposal to table at the time, the discussion was exploratory and focused on connecting the business with the relevant Council teams.

ĀTEA Ltd was encouraged to maintain engagement with the Business Compliance team and explore potential opportunities with Council’s Transportation Network team.

This engagement supports Te Pae o Uta by strengthening pathways for Māori businesses to understand and participate in Council processes, while supporting relationship-building and opportunities for Māori-led businesses to contribute to Council outcomes.

22 July 2026 - Matauri X Incorporation Customer Hui.

Kaiārahi Kaupapa Māori and Whenua Māori Engagement Officer met with the chairperson for Matauri X Incorporation (MXI) to discuss the progression of a Memorandum of Understanding (MoU) and Whenua Māori rates relief opportunities for MXI. Discussion also touched on the maintenance and servicing of the public toilets in the carpark just back from the beach front.

Council provided advice for MXI to complete the update of titles for Matauri X block. Once Council receive the updated information, rates relief provisions can then be investigated further. This has been an ongoing historical relationship issue dating back to before the existence of Te Hono within Council.

Our Whenua Māori Engagement Officer has provided all the rating information and options available to MXI for them to follow up on and we can look to support resolve their concerns. MXI have been asked to supply the updated information on prior occasions.

To date, Council have been maintaining and servicing the toilets mentioned above as well as surrounds and berms.

The following steps would be to look at creating an MoU with Council which would include discussion around the rating schedule and servicing of the public toilets.

A Te Pae o Uta outcome for Council would be building enduring relationships, supporting Māori land aspirations, and creating a practical agreement pathway between Council and MXI.

Matauri Bay

Matauri Bay and offshore Cavalli Islands: Image credit Tripbucket.com

4 August 2026. Review Mana Ōrite Relationship Agreement with Te Rūnanga o Whaingaroa

Council representatives, met with Te Rūnanga o Whaingaroa Strategic Leadership Team (TROW) at their Kerikeri facility, Te Pūtahitanga.

The hui gave an opportunity for both TROW and Te Hono to reflect on progress, discuss the draft work plan, and identify practical ways to implement the relationship agreement.

The Mana Ōrite Relationship Agreement (MORA) was developed to refresh the previous relationship arrangements between Te Rūnanga o Whaingaroa and Council. Initial discussions were held in Whangaroa in February 2024, and the agreement was formalised in September 2025 at Te Pokapū Community Hub in Kāeo.

The hui confirmed a willingness for TROW to work openly with Council through formal and relationship-based approaches.

Key discussion points:

· Confirming the role of Te Hono team as a relationship monitor within Council.

· The need for TROW to finalise the draft work plan and share it with relevant Council departments.

· The importance of aligning agreed priorities with Long-Term Plan processes.

· Opportunities to explore procurement, system sharing, and use of the Te Kahu o Taonui consenting portal.

Next Steps.

· TROW to continue confirming priority work streams and finalise the draft work plan.

· Te Hono to socialise the confirmed work plan with relevant Council departments and general managers.

· Once Council receives the draft work plan, we will be able to consider the agreed priorities and how these may be reflected through the Long-Term Plan (LTP) processes.

· Both parties to continue regular engagement and identify practical opportunities to support implementation of the agreement.

Council and Te Pae o Uta outcomes strengthens our MORA with TROW through agreed work plans, shared priorities, regular engagement and implementation that will support a long-term relationship with TROW.

NGĀ KAUPAPA JULY – AUGUST 2026 KAIKOHE KI HOKIANGA WĀRI.

20 August 2026- Hapū Marae Engagement Hui (Kokohuia Marae)

Te Hono held a hui at Kokohuia Marae with hapū of Ngāti Korokoro, Ngāti Whararā me Te Pouka, alongside representatives from Te Whakamaharatanga, Te Kai Waha, and Pākanae Marae. The purpose of the engagement was for Te Hono to provide a clear overview of Council’s structure, roles, and services, supporting stronger understanding of how Council operates and how Hapū and Marae can connect with the right teams. This included outlining key functions, points of contact, and the pathways available for Māori communities to access information, raise issues, and participate in Council processes. The hui emphasised transparency, partnership, and ensuring our communities remain informed and connected to ongoing mahi.

The hui also created a space for meaningful kōrero on kaupapa important to Hapū and Marae wellbeing. Participants shared priorities Wastewater Treatment Plant that require better communication and better representation from hapū, to provide workshop on Papakāinga tips and advice, raised questions, and discussed areas where improved would benefit whānau and the wider South Hokianga community by having more council staff utilise Te Hono when engaging with Marae, Hapū, Hapori, better notification on projects to allow good timing and if necessary, a responses. Hapū and marae priorities relating to wellbeing, cultural resilience, and local development were heard and recorded. It gives increased confidence for Hapū and Marae to connect with Council teams and seek support when needed and a reinforced commitment to partnership, transparency, and ongoing collaboration with Council, Iwi, Hapū and Marae across the district.

This increased understanding of Council roles, services, and key points of contact for future engagement. It was to provide a clearer communication pathway and updates on projects, funding opportunities, and Council processes that require Te Hono to assist in helping to provide that information, putting them in touch with the right person.

Image credit: Te Hono

6th August 2026 - E Tū Rangatahi (Ngawha Innovation Park)

E Tū Rangatahi – Stand Up Young Leaders brought together Taitamariki aged 15–24 from across Te Tai Tokerau to explore issues affecting their communities and to develop youth led ideas for positive change. Led by Civic Engagement, and supported by Te Hono, Digital Information, Communications & Engagement, and Events Coordination, the kaupapa provided a well-structured and welcoming environment for Rangatahi to participate confidently and meaningfully.

In the lead up to the event, Rangatahi formed their own teams, selected kaupapa that mattered to them, and worked collectively to shape solutions grounded in their lived experiences. This preparation phase strengthened leadership, critical thinking, and teamwork, giving young people the space to reflect on what is happening in the Far North and how they want to influence the future of their rohe.

On the day, teams gathered at the Mahinga Innovation Centre to present their ideas and take part in a programme centred on collaboration, wānanga, and youth voice. The environment supported open discussion and creativity, allowing Rangatahi to express their perspectives freely and learn from one another. The emphasis remained on participation rather than perfection, valuing their thinking, their voice, and their willingness to step forward as emerging leaders. Its core focus is Empowering Rangatahi as decision makers to be culturally grounded and included in community developments, but also to build resilience on future focused communities as drivers that align with the Rangatahi Strategy. Concluding the event teams were announced on placings of their pitch and the winner will have some time to present to the Mayor's Office.

1st - Te Kura Takiwā o Taipa - Taipa Area School - Strengthening Rangatahi Voice in Local Decision-Making. This pitch explored how young people could have a stronger voice in local decision-making by promoting meaningful engagement with rangatahi. Guided by the principle "Nothing about us, without us," the group emphasised the importance of listening, involving, empowering, supporting, and following through—ensuring rangatahi are genuine partners in shaping the decisions that affect their communities.

2nd Kaitaia College - Te Hiku Hauora Interns Pure Shift – Helping Rangatahi Make the Shift Away from Vaping. This pitch explored the impact of vaping on rangatahi through the lens of Te Whare Tapa Whā. The group examined why young people vape, including peer pressure, stress relief, flavours, and social influences, before introducing Pure Shift—an interactive app that supports rangatahi to quit through educational resources, habit tracking, quizzes, access to support services, and a rewards system that incentivises healthier choices.

3rd Te Kura Kaupapa Māori o Kaikohe -The rangatahi pitch centred on the importance of young people showing up and voting and enrolling in elections. They highlighted that every vote is an opportunity to have a voice, influence the decisions that shape our communities, and create meaningful change. With the Far North having some of the highest rates of unenrolled eligible voters, they emphasised that if more rangatahi enrolled and voted, they could become one of the most influential groups in determining the future of our district. Their message was clear: our voices matter, and by participating in local democracy, rangatahi have the power to shape the communities they want to live in.

Some of the outcomes from this Kaupapa were:

· Rangatahi voice strengthened – young people confidently shared their experiences, concerns and ideas directly with Council.

· Youth participation increased – Rangatahi gained greater awareness of how they can engage with and influence Council decision-making and community outcomes.

· Youth Council development supported – the kaupapa contributed to conversations around establishing a Far North Youth Council and creating stronger pathways for ongoing rangatahi representation.

· Leadership capability developed – Rangatahi demonstrated teamwork, critical thinking, communication and problem-solving skills.

· Council insight improved – honest kōrero provided Council with a clearer understanding of the priorities and challenges facing young people in the district.

· Cross-Council connections strengthened – the kaupapa connected rangatahi with existing youth-focused initiatives across Council, including Community Development and Te Hono.

· Māori youth voice elevated – Te Hono supported meaningful opportunities for Taitamariki Māori to contribute their perspectives and aspirations.

· Future engagement pathways identified – the kaupapa created a stronger foundation for ongoing engagement between Council and rangatahi.

Image credit: Te Hono

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

There are no financial implications involved in receiving this report.

Āpitihanga / Attachments

Nil

Ordinary Te Kuaka Committee for Māori Strategic Relationships Meeting Agenda

15 September 2026

5.5 Te Pae o Uta Te Ao Māori Framework Update

File Number: A5940408

Author: Kieran Morrison, Principal Advisor - Te Hono

Authoriser: Aaron Taikato, Manuhautū Te Hono – Group Manager Te Hono

TAKE PŪRONGO / Purpose of the Report

To provide Te Kuaka Committee for Māori Strategic Relationships with an update on Te Pae o Uta – Te Ao Māori Framework following the Te Kuaka Committee workshop presentation delivered on Friday 21 August 2026.

WHAKARĀPOPOTO MATUA / Executive SummarY

The Far North District Council (FNDC) adopted Te Pae o Uta Te Ao Māori Framework at its Council meeting on 7 September 2023 (resolution 2023/8). The framework provides the primary organisational approach for embedding Te Ao Māori across governance, strategy, operations, partnerships and service delivery. Since adoption, the programme has grown to 284 goals across 48 teams, with 99.3% of goals either completed, nearing completion, or actively in progress as at the end of July 2026.

The programme is now entering a maturation phase. It is proposed that no new team goals be added in FY27, allowing teams to focus on closing out current goals, completing a programme-wide health check, and preparing an evidence-based refresh for implementation from July 2027. Te Kuaka Committee is asked to receive this update and note the proposed direction for the next phase of Te Pae o Uta.

The overall principles for Council in respect of Te Pae o Uta are to:

· Recognise He Whakaputanga o te Rangatiratanga o Nu Tireni (Declaration of Independence) and Te Tiriti o Waitangi (Treaty of Waitangi) as the founding covenants of Te Tai Tokerau and Aotearoa New Zealand respectively.

· Acknowledge the importance of relationships, both tangible and intangible, including Ngā Atua, whenua, Mauri o te Wai and taiao.

· Focus on the pursuit of excellence in Te Ao Māori.

· Enable staff to understand key Te Ao Māori concepts and practices.

· Acknowledge kōrero tuku iho at Council by recognising Iwi, and Hapū kōrero

TŪTOHUNGA / Recommendation

That the Te Kuaka Committee for Māori Strategic Relationships receive the report Te Pae o Uta Te Ao Māori Framework Update.

tĀHUHU KŌRERO / Background

Adopted by Council in September 2023, Te Pae o Uta has become the primary framework guiding the integration of Te Ao Māori across the organisation.

Key achievements to date

· Te Pae o Uta – Te Ao Māori Framework adopted by Council and embedded as the organisation's strategic framework for advancing Te Ao Māori.

· Established and expanded the organisation-wide Te Pae o Uta work programme, growing from 161 goals in 2024 to 284 goals in 2026.

· Developed and implemented Te Pae o Waho, a structured cultural competency programme supporting organisational capability and Te Ao Māori understanding.

· Delivered the Te Pae Waiata cultural capability programme and established the Council kapa haka rōpū.

· Developed and endorsed Ka Irihia - Te Reo Māori Action Plan, providing a strategic pathway for increasing the use and visibility of te reo Māori.

· Developed and adopted Te Ao Mārama - Reorua Strategy, strengthening Council's commitment to bilingual communication.

· Developed and adopted Te Kiri Waiwai o Papatūānuku - Whenua Māori Strategy, establishing a coordinated approach to supporting Whenua Māori aspirations.

· Established Te Rōpū Tupu Wanawana to provide governance oversight, strategic guidance and monitoring of Te Pae o Uta implementation.

· Implemented formal six-weekly and quarterly reporting processes to strengthen accountability and performance monitoring of Te Pae o Uta outcomes.

· Strengthened strategic partnerships with Iwi and Hapū through formal agreements.

· Expanded the reach of Te Pae o Uta into Far North Holdings Limited and Pou Herenga Tai Trust.

· Developed and commenced implementation of the Hapū Engagement Programme.

· Achieved national recognition as a finalist in the Human Resources New Zealand Awards, recognising Te Pae o Uta as an innovative organisational initiative.

Since Te Pae o Uta was established, it has evolved from a Māori responsiveness framework into an organisation-wide change programme that is actively influencing governance, organisational capability, service delivery, community engagement and strategic planning.

Te Pae o Uta has achieved three significant outcomes:

Established a Council-wide Māori outcomes framework

A major achievement has been the creation of a common organisational language and framework that applies across governance, strategy, operations, partnerships and service delivery.

Increased organisational participation and accountability

Te Pae o Uta goals are now embedded within Council work programmes and monitored through a structured reporting process. This shows a growing organisational uptake and indicates Te Pae o Uta is increasingly becoming business-as-usual activity across Council.

It has strengthened Māori participation in governance and decision-making

These outcomes are reflected in strategic alignment with Te Pae ki Tawhiti and in practical mechanisms that support participation, leadership and local aspirations.

Strategic alignment to Te Pae ki Tawhiti

Te Kuaka’s Strategic Vision: "Our Far North communities are thriving, self-reliant, inter-dependent, engaged, proud and determined."

Te Pae o Uta strongly contributes to this vision by:

· Building mechanisms for Māori participation.

· Supporting community-led decision making.

· Strengthening local leadership.

· Recognising Iwi, Hapū and Marae aspirations in planning and service delivery.

Te Pae o Uta can be viewed as one of the key delivery mechanisms helping transform the Te Kuaka vision into operational practice.

Work programme current state

As at the end of July 2026, the Te Pae o Uta (TPoU) work programme shows 99.3% of goals either completed, nearing completion, or actively in progress. Significant progress has been achieved in te reo Māori implementation, Iwi, Hapū and Marae engagement, cultural capability development, and embedding Te Ao Māori practices across the organisation. While some strategic initiatives require targeted acceleration, the overall programme reflects sustained progress towards Council's Te Pae o Uta outcomes and strategic priorities.

A total of 284 goals have been established across Council teams.

· Tū Kotahi: 169 goals (59.5%).

· Whanake Tahi: 79 goals (27.8%).

· Kōkiri Tahi: 36 goals (12.7%).

There are 48 teams represented within the Te Pae o Uta work programme.

· 13.6% of goals are completed or near completion.

· 85.7% of goals are actively in progress.

· 0.7% of goals have not started or are incomplete.

Key updates

· A new Principal Advisor – Te Hono has been onboarded as the custodian of Te Pae o Uta and to manage the organisation's TPoU framework and work programme.

· A programme-wide health check has been initiated to validate the current state and ensure reports, tools and resources are fit for purpose.

· It is proposed that no new team goals be added to the TPoU work programme in FY27 due to the number of goals still in progress.

· This financial year will focus on closing out current team goals and preparing for the framework refresh for the next triennium.

Te Pae o Waho capability programme

Te Pae o Waho supports the Te Pae o Uta strategy and aligns with the Whanake Tahi goal of building staff capability and confidence to respond effectively to Māori. Training continues to be delivered across multiple sites and online.

· Five classes were delivered in the final intake of FY26, concluding on 2 July 2026.

· Intake one for FY27 commenced on 21 July 2026, with 10 classes scheduled to finish on 24 September 2026.

· An additional class has been set up for the Mayor’s Office and is due to finish on 7 October 2026.

MATAPAKI ME NGĀ KŌWHIRINGA / Discussion and Next Steps

To enable teams to focus on closing out open goals and strengthening internal capability, it is proposed that no new team goals be added in this financial year.

Te Hono is meeting with managers and teams to review progress, identify support needs, and agree practical plans to close out open team goals.

The framework is now entering a maturation phase. While significant progress has been made, the refresh will focus on capability measurement, strategic alignment, policy implementation and measurable community outcomes, rather than organisational activity alone.

The refresh will use a collaborative and evidence-based approach, considering where improvements can be made without changing the whakapapa or mauri of the framework. Once a design concept is approved, a detailed implementation plan will be developed.

High-level refresh pathway

The proposed pathway is to complete the health check, confirm priority improvement areas, develop the refresh design concept, and return to Te Kuaka with key milestones before implementation from July 2027.

Implementation of the refresh is scheduled for July 2027, aligning with the new financial year and the start of the second triennium for Te Pae o Uta. Te Kuaka will be kept informed of key milestones and progress as these mahi advances.

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

There are no financial implications in the receiving of this report.

Āpitihanga / Attachments

1. Te Kuaka Workshop te Pae o Uta Presentation 21082026 - A5940332 ⇩

[2] Source: the NZ Health Survey (Ministry of Health)

[3] Binge drinking is defined as consuming six or more standard drinks per drinking session.

[4] Casswell, S; Huckle T; et al. Quantifying Alcohol-Attributable Disability-Adjusted Life Years to Others than the Drinker in Aotearoa, New Zealand. (SSRN Scholarly Paper, 2023)

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