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

Integrated Work Programme 2026 - Committee Meetings and Monthly Operational Briefings (MOBs)

Date	Forum	Key Programme / Topic	Purpose	Details to be reported on	Te Kūkupa Role / Outcome	Status
18 March 2026	Committee	Work Programme	Adoption of the Work Programme (this document)	Adoption of Te Kūkupa work programme 2026	Approval	Completed
19 March 2026	MOB – Full Council	Planning and Policy Group – Monthly Operational Briefing	Operational awareness and progress updates	Narrative update on progress on planned works, highlights, what is planned next. Status of Submissions Confirm metrics	Note and participate as part of full Council	Completed
15 April 2026	Committee	District Plan update	Governance direction on next statutory stage	Status of District Plan, next phases, key dates and upcoming decisions	Governance assurance	Completed
15 April 2026	Committee – Workshop	LGNZ Remit topics and planning	To workshop what FNDC wants to submit on and plan any submissions or support of submissions	· Remits identified and scheduled approval by Council in alignment Zone meetings.	Oversight and Approval	Completed
16 April 2026	MOB – Full Council	Planning and Policy Group – Monthly Operational Briefing	Operational awareness and progress updates	Narrative update on progress on planned works, highlights, what is planned next. Status of Submissions Confirm metrics	Note and participate as part of full Council	Completed
13 May 2026	Committee	Strategies and policies – Adoption and Implementation - Six monthly update	Monitoring and reporting on the implementation of adopted strategies and policies	· Implementation progress of adopted strategies and policies · Performance against intended outcomes · Risks and issues · Delivery constraints and issues Dashboard style report, narrative on what is off track and recommended corrective actions	Governance assurance	Completed
10 June 2026	Committee	Bylaw Review Programme – Annual Status Report	Annual governance oversight of bylaw review programme	· Statutory review schedule and timeframes · Expiry risks and legislative triggers · Compliance and enforcement trends by bylaw · Revenue versus cost (where applicable) Recommended review priorities	Confirm priorities and sequencing	Completed
10 June 2026	Committee	Status update on the master plan for Kerikeri-Waipapa	Resolution passed at the 15 April Te Kūkupa meeting		Governance assurance	Completed
08 July 2026	Committee	Regulatory Performance Dashboard	Six monthly governance oversight of regulatory system performance	· Building Consent Authority performance and accreditation · Resource consent statutory compliance and trends · Compliance and enforcement activity · Environmental monitoring trends · Backlogs · Contractor performance (where applicable) · Emerging risks and issues Dashboard style report – 3 to 5 pages	Governance assurance and risk oversight	Delivery and Operations team to comment on
08 July 2026	Committee	District Plan status report	Status report on District Plan post Council decision to adopt	· Summary of Decisions · What is implemented Next Steps	Note performance and provide governance direction	Completed
12 August 2026	Committee	Climate Adaptation Programme – Strategy Implementation Report	Six‑monthly governance assurance on implementation	· Progress against agreed milestones and action plan · Budget tracking against allocated funding · Key performance indicators and outcome measures · Risks, constraints and interdependencies · Areas of slippage or reprioritisation Forward look to next period	Note performance and provide governance direction	Defer to meeting in November or December
09 September 2028	Committee	Spatial Planning, Reserves and Placemaking – development and implementation	Six-monthly governance assurance of spatial plan development and implementation	· Progress against agreed milestones and action plan · Budget tracking against allocated funding · Key performance indicators and outcome measures · Risks, constraints and interdependencies · Areas of slippage or reprioritisation Forward look to next period	Note performance and provide governance direction	Defer to meeting in November or December
07 October 2026	Committee	Governance review of selected regulatory policies and bylaws	Review effectiveness of regulatory frameworks	· Effectiveness of current regulatory settings · Compliance and enforcement trends · Revenue versus cost (where applicable) · Identified gaps or issues Potential review triggers	Direction on review priorities	Delivery and Operations team to comment on
03 December 2026	Committee	Regulatory Performance Dashboard	Six monthly governance oversight of regulatory system performance	· Building Consent Authority performance and accreditation · Resource consent statutory compliance and trends · Compliance and enforcement activity · Environmental monitoring trends · Backlogs · Contractor performance (where applicable) · Emerging risks and issues Dashboard style report – 3 to 5 pages	Governance assurance and risk oversight	On track
03 December 2026	Committee	Broadway Kaikohe Placemaking Plan – six-monthly progress report	Six-monthly progress reporting on implementation of the Broadway Kaikohe Placemaking Plan, including reporting back to the Kaikohe-Hokianga Community Board and Te Kūkupa Committee	· Progress on priority projects identified in the plan · Funding and implementation opportunities being pursued Six-monthly progress reported back to the Kaikohe-Hokianga Community Board and Te Kūkupa Committee	Governance assurance	On track
03 December 2026	Committee	Regulatory Performance Dashboard	Six monthly governance oversight of regulatory system performance	· Building Consent Authority performance and accreditation · Resource consent statutory compliance and trends · Compliance and enforcement activity · Environmental monitoring trends · Backlogs · Contractor performance (where applicable) · Emerging risks and issues Dashboard style report – 3 to 5 pages	Governance assurance and risk oversight	Delivery and Operations to respond
Monthly (to be scheduled)	MOB – Full Council	Planning and Policy Group – Monthly Operational Briefing	Operational awareness and progress updates	Narrative update on progress on planned works, highlights, what is planned next. Status of Submissions Confirm metrics	For noting only

5.2 District Wide Spatial Strategy: Foundation Report

File Number: A5969471

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

Authoriser: Kate Ivicheva, Group Manager - Planning & Policy

Take Pūrongo / Purpose of the Report

To seek Te Kūkupa’s endorsement of the District Wide Spatial Strategy Foundation Report (Milestone 4) and, in doing so, confirm the Vision, Principles and Objectives that will guide the next stage of the District Wide Spatial Strategy programme, including the development and evaluation of future spatial growth scenarios.

WhakarĀpopoto matua / Executive Summary

· Milestone 4 (the Foundation Report) is a key governance decision point in the District Wide Spatial Strategy (DWSS) programme. Te Kūkupa’s consideration and endorsement of the Foundation Report is consistent with its Terms of Reference, adopted by Council on 11 December 2025, which delegate responsibility to the Committee for overseeing and providing leadership on the development and review of Council strategies.

· By endorsing the DWSS Foundation Report, Te Kūkupa confirms the Vision, Principles and Objectives that will guide the next stages of the DWSS, including the development of future spatial growth scenarios, their evaluation, while also providing a governance endorsed foundation to inform the Regional Spatial Plan work programme.

· The Vision, Principles, and Objectives provide a clear framework to guide the development and evaluation of future spatial growth scenarios and ensure economic development and community wellbeing outcomes are embedded in subsequent planning and decision-making.

· The Foundation Report 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.

· The Vision, Principles and Objectives were workshopped twice with Te Kūkupa, Community Board Chairs and Kaupapa Steering Rōpū members.

· Feedback from elected members, Community Board Chairs and Kaupapa Steering Rōpū members strengthened the Vision, Principles and Objectives 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 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.

· The refined Vision, Principles and Objectives and an update from the Kaupapa Steering Rōpū were presented to and received by Te Kuaka Committee for Māori Strategic Relationships on 15 September 2026, who supported their advancement to Te Kūkupa.

tŪtohunga / Recommendation

That Te Kūkupa Committee for Strategy, Policy and Regulation:

a) endorse the District Wide Spatial Strategy Foundation Report, which includes the Vision, Principles and Objectives of the Strategy.

1) 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 long-term 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.

A spatial strategy is a strategic guide rather than a rigid legal definition or binding regulatory rule. A key intent of the DWSS Vision, Principles and Objectives is that people can recognise themselves, their communities, their values and their aspirations within the strategy, ensuring it functions as an enabling framework that implicitly supports a wide range of activities and opportunities aligned with the district's long-term outcomes, rather than defining them narrowly or excluding them.

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 (current stage)

5. Scenario development report, spatial scenarios report and engagement

6. Final DWSS development, consultation and adoption

The development of the Vision, Principles and Objectives has been informed by the earlier stages of evidence and engagement (Milestones 1-3) and recent workshops with elected members and the Kaupapa Steering Rōpū. Te Kuaka received the refined Vision, Principles and Objectives on 15 September 2026, and supported their advancement to Te Kūkupa.

2) matapaki me NgĀ KŌwhiringa / Discussion and Options

A key focus of Milestone 4 has been the creation of the District Wide Spatial Strategy (DWSS) Foundation Report and the associated Vision, Principles and Objectives. Together these components establish the strategic foundation for future spatial planning in the Far North. Work to complete Milestone 4 progressed during July and August. Key activities involved two workshops with elected members and the Kaupapa Steering Rōpū, as well as engagement with stakeholder groups. Through a combination of evidence analysis, engagement with Iwi and Hapū, stakeholders, elected members, and the Kaupapa Steering Rōpū, the Vision, Principles and Objectives have been shaped to reflect community aspirations, district-wide opportunities and challenges, and the long-term outcomes sought for the Far North. This section outlines the content of the Foundation Report and the process undertaken to draft and refine the Vision, Principles and Objectives.

Current

Item 2.1. District Wide Spatial Strategy development process

Foundation Report

The DWSS Foundation Report (see Attachment 1) is the key strategic foundation document for the Far North District-Wide Spatial Strategy (DWSS). Its primary purpose is to bring together the extensive evidence gathered through technical assessments, community engagement, iwi and hapū aspirations, and strategic planning reviews to establish a shared understanding of the opportunities, challenges and choices that will influence how the Far North grows and changes over the coming decades. The report does not determine where future growth should occur; instead, it provides the evidence-based framework that will guide the development and assessment of future spatial options.

The report begins by setting out the context for spatial planning in the Far North, explaining what a spatial strategy is, why it is being developed ahead of resource management reforms, and how the project has been undertaken to date. It emphasises an evidence-led, community-informed and mana whenua-informed approach that seeks to understand the district's aspirations, opportunities and constraints before considering future development scenarios. This section establishes the role of the DWSS as a long-term framework for coordinating decisions relating to land use, infrastructure, transport, economic development, environmental management and community wellbeing.

A substantial component of the Foundation Report synthesises findings from the project's evidence base, including the Economic Baseline Assessment, Demographic and Social Wellbeing Assessment, Transport Assessment, Three Waters Assessment, Planning Context and Strategic Direction Report, Community Profiles Report, and Engagement Summary Report. Together, these studies describe a district with significant natural, cultural and economic strengths, but one also facing infrastructure constraints, climate risks, uneven growth patterns, housing challenges, service accessibility issues and socioeconomic inequities. The report identifies common themes across the evidence and explores their implications for future planning and investment decisions.

The report then draws together these findings into a series of district wide strategic themes that are intended to shape future spatial planning. These include infrastructure as a critical enabler of growth and wellbeing; the role of centres and settlement patterns; environmental stewardship and climate resilience; Te Ao Māori and mana whenua aspirations; housing, connectivity and economic opportunity; and the need for place-based responses that recognise the differing roles and circumstances of communities across the district. The report concludes that future growth and investment will need to be more coordinated, infrastructure-led, environmentally responsive and tailored to local circumstances rather than applying a one-size-fits-all approach.

The final section of the Foundation Report establishes the strategic framework for the next phase of the DWSS programme by presenting a refined Vision, Objectives and Principles. The vision describes the desired future for the Far North; the principles provide guidance on how decisions should be made when evaluating spatial options and investment priorities; and the objectives identify the key outcomes required to achieve that future. Together, these elements create a clear line of sight between the evidence base and the future spatial strategy, ensuring that subsequent scenario development and decision-making are grounded in an agreed set of outcomes, values and priorities for the district.

Drafting the Vision, Principles and Objectives

The Vision, Principles and Objectives set 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 Kaupapa Steering Rōpū 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 Attachment 2). The workshop findings were assessed alongside the evidence base, which informed the establishment of the draft Vision, Principles and Objectives.

Refining the draft Vision, Principles and Objectives

Two engagement activities were undertaken to refine the draft Vision, Principles and Objectives. Firstly, a workshop was held with Te Kūkupa, the Kaupapa Steering Rōpū and Community Board Chairs on 12 August 2026. At that workshop, Te Kūkupa, the Kaupapa Steering Rōpū and Community Board Chairs shared their perspectives on the draft Vision, Principles and Objectives and proposed changes. A virtual whiteboard space was kept open until 16 August for workshop invitees to make further comments. The refinements represented amendments to five areas of the Vision, Principles and Objectives. 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 reviewed all suggestions and amended the Vision, Principles and Objectives to reflect workshop input. The refined Vision, Principles and Objectives were 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 refined version, with no objections raised. For the evolution of the Vision, Principles and Objectives, see Attachment 3. Additionally, stakeholders were contacted and invited to express their views on the refined Vision, Principles and Objectives.

Refined Vision

The DWSS vision sets the district’s long-term direction and desired future, reflecting the aspirations of the community, Iwi and Hapū, stakeholders, and decision-makers while providing a shared framework to guide decisions and balance immediate needs with long-term goals.

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.

Refined Objectives

The DWSS objectives establish the outcomes required to achieve the Far North’s vision, providing a framework for assessing future spatial options and investment priorities while recognising that different parts of the district have distinct roles, opportunities, constraints, and development needs that require tailored responses.

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.

Reasoning: The economic evidence identifies a district economy with significant opportunities, but one that currently remains reliant on a relatively small number of sectors and centres. Building resilience will require supporting existing economic strengths while creating opportunities for diversification, innovation and greater value retention within the district. This includes recognising the importance of agriculture, horticulture, aquaculture, tourism, renewable energy opportunities, Māori led economic development and local enterprise. The objective also acknowledges the important economic relationship between towns, rural communities and their wider catchments.

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.

Reasoning: The evidence consistently demonstrates that the Far North functions as a network of interconnected places with different roles, needs and opportunities. This objective recognises that future planning should respond to the aspirations of local communities, hapori and tangata whenua while strengthening connections between towns, rural communities and their wider catchments. It provides a foundation for place-based planning that reflects local identity, cultural values and community aspirations.

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.

Reasoning: The evidence highlights significant variation in access to services, housing, employment and opportunities across the district. This objective recognises that improving wellbeing is not solely about accommodating future growth, but also about addressing existing barriers faced by communities experiencing deprivation, remoteness or limited access to opportunities. It also recognises that access is one of the main spatial issues for a dispersed district. In this context, it includes supporting pathways for papakāinga and Māori housing, improving access to ancestral land, and ensuring that communities can participate in and benefit from future prosperity. Particular attention should be given to housing affordability, cost-of-living pressures, access to opportunities, and reducing barriers faced by communities experiencing deprivation.

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.

Reasoning: Infrastructure emerged as the strongest and most consistent theme across the evidence base and engagement. Infrastructure is not simply a constraint; it is an enabler of housing, economic development, community wellbeing and long-term prosperity. This objective recognises that future growth should be aligned with infrastructure capacity, investment priorities and realistic funding pathways. It also acknowledges the importance of sequencing development, addressing infrastructure deficits, exploring innovative infrastructure solutions and ensuring that growth remains affordable and deliverable over time. This objective gives practical effect to infrastructure-led planning. It responds to the material on transport resilience, waste infrastructure, climate change, service constraints, settlement patterns and limited funding. It will be particularly useful when assessing spatial options because it creates a clear test for whether growth and/or development is supportable and achievable.

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.

Reasoning: This objective reflects one of the most consistent themes across the iwi and hapū management plans, environmental material and district-wide strategies. It also provides a direct bridge between environmental management and spatial planning, making clear that natural systems and cultural landscapes should actively shape future development patterns. Critically, this applies to urban, rural, and natural environments, noting that different values can apply to these different areas.

Refined Principles

The DWSS principles provide a consistent framework for decision-making that guides progress toward the vision by helping evaluate options, manage trade-offs, and determine the most appropriate course of action across planning and investment decisions 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.

Reasoning: Many iwi and hapū plans identify aspirations relating to housing, papakāinga development, economic development, environmental stewardship, education, workforce development and intergenerational wellbeing. Partnership is not solely about participation in planning processes; it is about ensuring decision-making recognises Māori rights that give expression to Māori values, aspirations and priorities and considers how future growth, investment and environmental management can contribute to meaningful outcomes for Māori communities and future generations. Partnership will also inform future decision making and investment prioritisation.

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.

Reasoning: The evidence base consistently points to a polycentric or hub-and-catchment district structure, including differentiated roles for places such as Kerikeri/Waipapa, Kaitāia, Kaikohe, the Bay of Islands, Kawakawa-Moerewa and smaller rural communities. This principle helps avoid a one-size-fits-all approach and creates a basis for assigning different roles, levels of service and investment priorities across the district.

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.

Reasoning: The logic of the foundation material is strongly integrated. Transport, social wellbeing, economic structure, environmental limits, waste systems, community facilities and cultural outcomes are all shown as spatially connected. This principle gives the spatial strategy a clear role as an integrating framework, rather than a land-use plan alone.

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.

Reasoning: Environmental restoration, freshwater health, biodiversity, coastal resilience, productive land, food sovereignty, mahinga kai, cultural landscapes and natural hazard resilience emerge consistently across the evidence base. Iwi and hapū engagement places particular emphasis on restoring the health of natural systems while supporting communities to maintain connections to land, food production and local livelihoods.

The Far North's natural environment is fundamental to the district's identity, wellbeing, economy and cultural values. Environmental protection and restoration should support healthier waterways, indigenous biodiversity, landscapes, ecological networks and resilience to climate change. The principle also recognises the importance of productive rural land, food-producing landscapes and natural resources that support communities, local employment and long-term economic prosperity.

Future growth and development decisions will often require balancing environmental, social, cultural and economic outcomes. This principle provides a framework for navigating those trade-offs by recognising that environmental systems, productive land and cultural landscapes are not simply constraints on development, but are long-term assets that underpin the district's wellbeing, resilience and prosperity.

Future growth and development should avoid unnecessary loss or fragmentation of productive land and seek opportunities to achieve positive environmental outcomes while maintaining the capacity of the district's rural areas to support food production and economic activity.

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.

Reasoning: Infrastructure is a fundamental enabler of housing development, economic opportunity, social wellbeing and environmental outcomes. This principle responds to the repeated emphasis on infrastructure-led growth, constrained funding, limited network redundancy, road dependence, climate risk, uneven service access and the need to align investment with settlement patterns. It also gives decision-makers a clear basis for comparing spatial options: not simply where growth is desired, but where it can be supported responsibly. Finally, this principle recognises that innovation, adaptability, resilience and efficient use of existing assets will be important where infrastructure funding and delivery challenges exist.

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.

Reasoning: The social wellbeing assessment, community profiles, engagement findings and iwi and hapū aspirations all highlight significant variation in access to services, housing, employment opportunities and community infrastructure across the district. The evidence also identifies the cumulative effects of deprivation, remoteness and historical underinvestment on community wellbeing. This principle recognises that improving outcomes is not only about physical access to services and infrastructure, but also about improving opportunities for people and whānau to participate in community life, education, employment and economic development. It provides a basis for assessing how future spatial options contribute to more equitable outcomes across the district, particularly for rural communities, rangatahi, Māori communities and places facing persistent disadvantage.

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.

Reasoning: The evidence base includes long-term climate adaptation, managed retreat, resilient infrastructure, ageing demographics, changing recreation patterns, economic vulnerability, waste system transition and adaptive pathways. These are major influences on future development patterns. This principle is important because the strategy will need to guide decisions over time under uncertainty, rather than lock in fixed responses too early, and recognises that future decisions should remain flexible and adaptive, align with climate adaptation planning, and support communities to respond to change while maintaining wellbeing, prosperity and environmental resilience.

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.

Reasoning: This is a practical implementation principle. The evidence base repeatedly refers to constrained funding and capacity, optimisation before expansion, multi-use facilities, co location, partnership delivery, community-led management and improved monitoring. Including this principle helps keep the spatial strategy grounded in deliverability, not just aspiration. Infrastructure investment should support long-term community wellbeing, economic development and environmental outcomes while remaining affordable, resilient and financially sustainable. Existing infrastructure networks, community facilities and public assets should be optimised, renewed and utilised efficiently before significant new infrastructure investment is considered. Where additional infrastructure is required, investment should be prioritised to locations where it supports strategic growth outcomes, addresses existing service deficiencies, improves resilience and delivers the greatest long-term benefit for communities. Innovative, adaptable and integrated infrastructure solutions should also be considered where they can improve affordability, service provision or resilience.

Next steps

Upon Te Kūkupa endorsement of the Foundation Report, the DWSS programme will commence Milestone 5. This step involves the development and assessment of future spatial growth scenarios. The technical outputs will include a Scenario Development Report, outlining the spatial scenarios considered, supported by a range of Technical Memos that explore key topics informing those scenarios. This will then inform the Spatial Scenarios Report, which presents the shortlisted scenarios. Milestone 5 will provide FNDC with a robust, evidence-based spatial scenario and a clear rationale for its selection, enabling informed engagement in the new planning system and helping to streamline decision-making on the preferred spatial option for the district land use plan.

Options:

Option 1: Te Kūkupa endorse the District Wide Spatial Strategy Foundation Report (recommended option)

Approval of the Foundation Report will enable the District Wide Spatial Strategy to progress to Milestone 5 of the programme and remain on track for meeting programme deliverables and alignment with the commencement of the Regional Spatial Strategy.

Advantages:

· Endorsement of the Foundation Report by Te Kūkupa confirms a shared understanding of the district's opportunities, challenges and long-term aspirations, provides confidence in the evidence base and strategic framework (i.e., Vision, Principles and Objectives) underpinning the District Wide Spatial Strategy, and enables the programme to proceed to scenario development and public engagement with a clear and agreed foundation for future decision-making.

· Council will have an adopted Foundation report, which sets the Vision, Principles and Objectives for the district, which will be part of the evidence base already being collected to inform the development of any Regional Spatial Plan.

Disadvantages:

· No disadvantages have been identified by staff.

Option 2: Te Kūkupa endorse the District Wide Spatial Strategy Foundation Report subject to recommended amendments to the Vision, Principles and Objectives

Te Kūkupa endorses the Foundation Report as an appropriate summary of the evidence base, findings and strategic issues facing the Far North, subject to agreed amendments to the Vision, Principles and Objectives. This endorsement recognises the strong foundation provided by the report while ensuring that the strategic framework guiding future scenario development appropriately reflects the aspirations and priorities of Te Kūkupa.

Advantages:

· Endorsing the Foundation Report subject to agreed amendments to the Vision, Principles and Objectives enables the District Wide Spatial Strategy programme to continue progressing while ensuring the strategic framework is refined to better reflect the aspirations and priorities of Te Kūkupa. This approach recognises the strength of the evidence base and findings, supports timely progression to scenario development, and provides an opportunity to strengthen the strategic direction that will guide future decision-making.

Disadvantages:

· While endorsing the Foundation Report subject to amendments enables the project to progress, it may create some uncertainty regarding the final strategic direction until the requested changes to the Vision, Principles and Objectives are agreed and incorporated. Clear documentation of the amendments, responsibilities for their incorporation, and the process for confirming their resolution will be important to minimise delays, maintain stakeholder confidence, and provide certainty for the next stage of scenario development.

Option 3: Te Kūkupa does not endorse the District Wide Spatial Strategy Foundation Report

A decision not to endorse the Foundation Report would provide an opportunity to address any substantive concerns regarding the report's strategic direction before progressing to the next phase of the project. However, this approach is likely to result in greater programme uncertainty, potential delays, and reduced certainty for scenario development until the matters preventing endorsement are resolved. To minimise these risks, Te Kūkupa should clearly articulate the specific issues requiring further consideration and the process for addressing them, enabling a pathway toward future endorsement and continued progression of the District Wide Spatial Strategy programme.

Advantages:

· A decision not to endorse the Foundation Report at this stage provides an opportunity to ensure the report fully reflects the aspirations, priorities and expectations of Te Kūkupa before it is used to guide future spatial planning decisions. While recognising the significant work undertaken to develop the evidence base, this approach enables any outstanding concerns to be addressed and may ultimately result in a stronger strategic foundation and greater confidence in the subsequent phases of the District Wide Spatial Strategy programme.

Disadvantages:

· While a decision not to endorse the Foundation Report would enable Te Kūkupa's concerns to be fully considered before the project progresses, it will introduce programme delays, reduce certainty regarding the strategic direction of the District Wide Spatial Strategy, and require additional work and financial cost to achieve alignment. To minimise these impacts, clear guidance on the issues requiring resolution and the pathway to future endorsement will be important to maintain momentum and provide certainty for subsequent stages of the programme.

Staff do not recommend this option as the Foundation Report represents a synthesis of the evidence base and is intended to provide the agreed foundation for scenario development. A decision not to endorse the report would risk delaying the programme, creating uncertainty for the next phase of work, and undermining the significant technical, engagement and partnership inputs that have informed the Foundation Report to date. It also increases the risk of not integrating this work with the Regional Spatial Plan work programme.

TAKE TŪTOHUNGA / REASON FOR THE RECOMMENDATION

Staff recommend endorsement of the DWSS Foundation Report because it represents the culmination of extensive technical analysis, engagement and partnership input, and provides a sound basis for developing and evaluating future spatial scenarios. Endorsement enables the programme to progress with confidence and demonstrates collective support for the evidence and strategic direction established to date.

Te Kūkupa’s endorsement of the DWSS Foundation Report is consistent with its responsibilities under the Terms of Reference adopted by Council on 11 December 2025, which give the Committee responsibility for overseeing and leading the development and review of Council strategies.

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

No additional financial implications are associated with this recommendation as it is budgeted for within the DWSS work programme budget.

Āpitihanga / Attachments

1. DWSS Foundation Report - A5968834 ⇩

2. DWSS Engagement Summary Report - A5965898 ⇩

3. DWSS Vision, Principles & Objectives Feedback Summary Report - A5952575 ⇩

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	Low The Foundation Report primarily consolidates the evidence base, findings, and draft strategic framework that will inform subsequent stages of the District Wide Spatial Strategy (DWSS), including the development and assessment of spatial scenarios.
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision.	Alignment with: - District Wide Spatial Strategy Project Framework: the Foundation Report is a key milestone within the DWSS programme and establishes the evidence base, Vision, Objectives and Principles that will guide future scenario development and spatial planning decisions. - Significance and Engagement Policy (2024): provides the framework for determining the significance of decisions and the level of engagement required with communities, iwi and stakeholders. The Foundation Report has been developed through an evidence-led and engagement-informed process consistent with the principles of the policy and, recognises obligations arising from Treaty settlement legislation and relationship agreements with iwi and hapū. The Foundation Report incorporates iwi and hapū aspirations and promotes partnership-based planning. - Te Pātukurea (2025): the Foundation Report identifies that the findings of this adopted spatial plan will be incorporated into the broader DWSS. - Long-Term Plan: Resilient and connected communities through improved access to housing, services, infrastructure and opportunities; A strong and sustainable local economy supported by employment growth, economic diversification, Māori economic development and investment; Protection and enhancement of the natural environment through environmental stewardship, climate resilience and restoration of natural systems; Partnership with tangata whenua and recognition of Te Ao Māori in planning and decision-making; Infrastructure-led and sustainable growth that aligns future development with infrastructure capacity, affordability and resilience. - Local Government Act (2002): Section 10 - Purpose of local government, including promoting the social, economic, environmental and cultural wellbeing of communities; Sections 76-82 - Decision-making requirements and principles of consultation; and, Section 81: Contributions to decision-making processes by Māori. The Foundation Report has been informed by iwi and hapū engagement and seeks to establish a framework for ongoing partnership with tangata whenua. - Resource Management Act (1991): Provides the statutory framework for managing the use, development and protection of natural and physical resources. The Foundation Report identifies environmental management, climate resilience, infrastructure planning and land-use integration as key considerations informing future spatial options.
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.	District-wide relevance. The Foundation Report forms part of the DWSS programme and establishes the evidence base and strategic framework for considering future growth, infrastructure, environmental, economic and community outcomes across the Far North District. The report has been informed by district-wide technical assessments and engagement with iwi and hapū, stakeholders, elected members and the wider community. As the matter relates to the district, specific Community Board views have not been sought as part of this decision, although Community Board members have had opportunities to participate in workshops and through the wider engagement and governance processes associated with the DWSS 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.	The Foundation Report has important implications for Māori as it will help shape the strategic framework that informs future decisions regarding land use, growth, infrastructure investment, environmental management, housing, economic development, and community wellbeing across the Far North District. The report identifies Te Ao Māori, tangata whenua partnership, environmental stewardship, housing and papakāinga development, cultural landscapes, Māori economic development, and intergenerational wellbeing as key considerations that should influence future spatial planning and investment decisions. Māori have been provided with multiple opportunities to contribute to the development of the Foundation Report and the wider DWSS via direct engagement and via the programme’s Kaupapa Steering Rōpū. The Foundation Report has been developed through an evidence-led and mana whenua-informed process, including engagement with iwi and hapū, consideration of iwi and hapū management plans, review of Māori aspirations, and incorporation of engagement findings throughout the evidence base and strategic framework. The draft Vision, Objectives and Principles also explicitly recognise the importance of partnership with tangata whenua and the role of Te Ao Māori in shaping the future of the district. This report aligns with the principles and intent of Te Tiriti o Waitangi / The Treaty of Waitangi by recognising the unique status of tangata whenua and promoting meaningful participation by iwi and hapū in the development of the DWSS. The draft Principles within the Foundation report include a commitment to: Partner with tangata whenua and uphold Te Ao Māori; Recognise iwi and hapū as partners in planning and decision-making; Support Māori aspirations relating to housing, papakāinga, environmental stewardship, cultural landscapes and economic development; Protect and restore taonga, cultural landscapes, whenua, wai and moana; and, Integrate mātauranga Māori and kaitiakitanga into future spatial planning and investment decisions.
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).	The matter is of interest to all communities within the Far North District, including mana whenua, iwi and hapū, residents, ratepayers, youth, older persons, people with disabilities, businesses, community organisations, infrastructure providers and government agencies. The Foundation Report has been developed through an evidence-led and engagement-informed process, incorporating feedback from iwi and hapū, stakeholders, elected members and the wider community, alongside detailed technical assessments and demographic analysis. Consideration has been given to the diverse needs, aspirations and preferences of different groups through the report's assessment of housing, accessibility, economic opportunity, community wellbeing, infrastructure provision and environmental outcomes across the district.
State the financial implications and where budgetary provisions have been made to support this decision.
Chief Financial Officer review.	No

	Authorising Body	Mayor/Council
	Status	Standing Committee
COUNCIL COMMITTEE	Title	Te Kūkupa Committee for Strategy, Policy and Regulation Terms of Reference
	Terms of Reference Adoption	11 December 2025 and revised 5 March 2026 & 22 July 2026
	Responsible Officer	Group Manager Planning and Policy