Agenda of Rangitāne o Manawatū Committee - Wednesday, 18 October 2023

Rangitāne o Manawatū Committee MEETING

18 October 2023

Order of Business

1. Karakia Timatanga

Pursuant to Sections 46A(7) and 46A(7A) of the Local Government Official Information and Meetings Act 1987, to receive the Chairperson’s explanation that specified item(s), which do not appear on the Agenda of this meeting and/or the meeting to be held with the public excluded, will be discussed.

Any additions in accordance with Section 46A(7) must be approved by resolution with an explanation as to why they cannot be delayed until a future meeting.

Any additions in accordance with Section 46A(7A) may be received or referred to a subsequent meeting for further discussion. No resolution, decision or recommendation can be made in respect of a minor item.

4. Declarations of Interest (if any)

Members are reminded of their duty to give a general notice of any interest of items to be considered on this agenda and the need to declare these interests.

5. Public Comment

To receive comments from members of the public on matters specified on this Agenda or, if time permits, on other Committee matters.

(NOTE: If the Committee wishes to consider or discuss any issue raised that is not specified on the Agenda, other than to receive the comment made or refer it to the Chief Executive.)

6. Presentation - Rangitāne o Manawatū: Environmental Management Plan Page 7

7. Confirmation of Minutes Page 9

“That the minutes of the Rangitāne o Manawatū Committee meeting of 26 April 2023 Part I Public be confirmed as a true and correct record.”

8. Rangitāne o Manawatū Environmental Management Plan Page 13

Memorandum, presented by David Murphy, Chief Planning Officer & Todd Taiepa, Poutoko Aporei - Principal Māori Advisor.

9. Te Motu o Poutoa/ ANZAC Park Development Plan Progress Update Page 85

Memorandum, presented by Kathy Dever-Tod, Group Manager- Parks & Logisitcs.

10. Fostering Māori Participation in Council Decision Making Page 107

Memorandum, presented by Andrew Boyle, Head of Community Planning.

11. Te Whiri Kōkō - Council Engagement with Rangitāne o Manawatū Page 111

Memorandum, presented by Todd Taiepa - Poutoko Aporei Principal Māori Advisor.

12. Work Schedule for October 2023 Page 119

13. Karakia Whakamutunga

14. Exclusion of Public

To be moved:

“That the public be excluded from the following parts of the proceedings of this meeting listed in the table below.

The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under Section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:

General subject of each matter to be considered	Reason for passing this resolution in relation to each matter	Ground(s) under Section 48(1) for passing this resolution

This resolution is made in reliance on Section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by Section 6 or Section 7 of that Act which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public as stated in the above table.

Also that the persons listed below be permitted to remain after the public has been excluded for the reasons stated.

[Add Third Parties], because of their knowledge and ability to assist the meeting in speaking to their report/s [or other matters as specified] and answering questions, noting that such person/s will be present at the meeting only for the items that relate to their respective report/s [or matters as specified].

Palmerston North City Council

Ngā meneti o te wāhanga tūmatanui o te hui o Rangitāne o Manawatū, i tū ki te Taiwhanga Kaunihera, i te papa tuatahi o Te Whare Whakahaere o te Kaunihera, Te Marae o Hine, Papaioea, i te 26 o Paenga-whāwhā 2023, tīmata ake i te waru meneti mai i te tahi i te ahiahi.

Minutes of the Rangitāne o Manawatū Meeting Public, held in the Council Chamber, First Floor, Civic Administration Building, 32 The Square, Palmerston North, on 26 April 2023, commencing at 1.08pm.

Members

Present:

Grant Smith (The Mayor) (in the Chair) and Councillors Vaughan Dennison, Roly Fitzgerald, Debi Marshall-Lobb, Billy Meehan, Karen Naylor, Kaydee Zabelin and Ms Danielle Harris.

Apologies:

Mr Wiremu Te Awe Awe, Mr Chris Whaiapu and Councillor Debi Marshall-Lobb (early departure).

Karakia Timatanga

Councillor Fitzgerald opened the meeting with karakia.

	Declaration of Office
	Danielle Harris read the oath of office.

	Acknowledgement of Service
	The Mayor thanked Peter Te Rangi and Ruma Karaitiana for their time as Rangitāne representatives on the Environmental Sustainability and Economic Development Committees (respectively) during the council term 2019-2022.

1-23

Apologies

Moved Grant Smith, seconded Karen Naylor.

The COMMITTEE RESOLVED

1. That the Committee receive apologies from Mr Wiremu Te Awe Awe, Mr Chris Whaiapu and Councillor Debi Marshall-Lobb (early departure).

Clause 1-23 above was carried 10 votes to 0, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors, Vaughan Dennison, Roly Fitzgerald, Debi Marshall-Lobb, Billy Meehan, Karen Naylor, Kaydee Zabelin and Ms Danielle Harris.

2-23

Te Motu o Poutoa Design Working Party - Progress Report

Report, presented by Kathy Dever-Tod, Group Manager Parks and Logistics.

Moved Grant Smith, seconded Danielle Harris.

The COMMITTEE RESOLVED

1. That the Committee receive the report titled ‘Te Motu o Poutoa Working Party – Progress Report’ presented to the Rangitāne o Manawatū Committee on 26 April 2023.

Clause 2-23 above was carried 8 votes to 0, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Vaughan Dennison, Roly Fitzgerald, Debi Marshall-Lobb, Billy Meehan, Karen Naylor, Kaydee Zabelin and Ms Danielle Harris.

3-23

Te Whiri Kōkō - Council Engagement with Rangitāne o Manawatū

Memorandum, presented by Todd Taiepa - Poutoko Aporei Principal Māori Advisor.

There was the following error in the report:

4.6 refers to an ‘Iwi Representative Plan’ it should read ‘Environmental Management Plan’.

Moved Grant Smith, seconded Debi Marshall-Lobb.

The COMMITTEE RESOLVED

1. That the Committee receive the report titled ‘Te Whiri Kōkō - Council Engagement with Rangitāne o Manawatū’ presented to the Rangitāne o Manawatū Committee on 26 April 2023.

Clause 3-23 above was carried 8 votes to 0, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Vaughan Dennison, Roly Fitzgerald, Debi Marshall-Lobb, Billy Meehan, Karen Naylor, Kaydee Zabelin and Ms Danielle Harris.

4-23

Work Schedule for April 2023

Progress reports on the following projects to be added to the work schedule:

Rangitāne o Manawatū’s Environmental Management plan

Manawatu River framework

Te Āpiti Master plan

Update reports on Te Whiri Kōkō and Te Motu o Poutoa to be standard items on future Committee agendas.

Moved Grant Smith, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Committee receive its Work Schedule dated April 2023.

Clause 4-23 above was carried 8 votes to 0, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Vaughan Dennison, Roly Fitzgerald, Debi Marshall-Lobb, Billy Meehan, Karen Naylor, Kaydee Zabelin and Ms Danielle Harris.

Karakia Whakamutunga

Councillor Fitzgerald closed the meeting with karakia.

The meeting finished at 2.09pm

Confirmed 23 August 2023

Chairperson

Memorandum

TO: Rangitāne o Manawatū Committee

MEETING DATE: 18 October 2023

TITLE: Rangitāne o Manawatū Environmental Management Plan

Presented By: David Murphy, Chief Planning Officer & Todd Taiepa, Poutoko Aporei - Principal Māori Advisor

APPROVED BY: David Murphy, Chief Planning Officer

RECOMMENDATIONS TO Council

1. That Council hold the Rangitāne o Manawatū Environmental Management Plan as a Council record under section 35A(b) of the Resource Management Act 1991.

2. That Council use the Rangitāne o Manawatū Environmental Management Plan to inform future planning and decision-making, as directed by the Resource Management Act 1991, Spatial Planning Act 2023 and Natural and Built Environment Act 2023.

3. That Council use the Rangitāne o Manawatū Environmental Management Plan to inform the review of direction setting documents such as the Long-Term Plan and Council’s supporting strategies, plans, policies, bylaws, master plans and frameworks.

1. ISSUE

The Rangitāne o Manawatū Environmental Management Plan (REMP) was lodged with the Council on 5 April 2023. A copy of the REMP is included as attachment one.

This is the first Environmental Management Plan prepared by Rangitāne and lodged with Council.

The REMP is to be presented by Rangitāne to the Rangitāne o Manawatū Committee on 18 October 2023, the same date that this memorandum is considered.

The receipt of the REMP by the Council triggers specific obligations under the Resource Management Act 1991 (RMA) and the recently passed Spatial Planning Act 2023 (SPA) and Natural and Built Environment Act 2023 (NBEA).

The receipt of the REMP also raises a number of careful considerations with respect to broader planning and decision making by the Council, separate from its planning functions under the RMA, SPA and NBEA.

The REMP should be used to inform the review of direction setting documents such as the Long-Term Plan and Council’s supporting strategy, plans, policies, bylaws, master plans and frameworks. It will also be a key consideration when reviewing and updating key relationship documents with Rangitāne, e.g. the Partnership and Funding Agreement.

2. BACKGROUND

Resource Management Act, Spatial Planning Act and Natural and Built Environment Act

Given this is the first Environmental Management Plan prepared by Rangitāne and lodged with Council, a review of our legal obligations under the RMA, SPA and NBEA was commissioned. A copy of this advice is included as attachment two.

The advice is summarised as follows:

To summarise the Council’s statutory obligations under the RMA in respect of the Iwi Planning Document:

(a) The Council must keep and maintain records of it;

(b) To the extent that it has a bearing on the issues of the district, the Council must take it into account in preparing and changing its district plan;

(c) The Council may have regard to it in resource consent decision-making, and must have regard to it if the decision-maker considers it to be relevant and reasonably necessary to do so.

There is an absence of specific provisions regarding Iwi Planning Documents in the Spatial Planning Act 2023 (“SPA”) and the National and Built Environment Act 2023 (“NBEA”). While the requirement for territorial authorities to consider Iwi Planning Documents during the planning process is not explicitly transferred to the new Acts, local authorities are still required to maintain records of iwi management plans as per the RMA. At the regional level, Iwi Planning Documents continue their role in policy-making, with Regional Planning Committees having a heightened obligation to consider them when creating or amending plans and preparing the Regional Spatial Strategy. Additionally, composition arrangements for these committees must consider existing arrangements between iwi authorities and local authorities, where Iwi Planning Documents may be relevant.

Given the REMP has now been formally received by the Council, elected members and Rangitāne should expect that the REMP will be used to inform decisions made under the RMA, SPA and NBEA, as per the summary advice above.

While there will be a need for awareness raising and training with planning officers, it is anticipated that existing systems and processes for working with Rangitāne will be sufficient to ensure the REMP is implemented via the RMA, SPA and NBEA processes. For example, cultural impact assessments and Te Whiri Kōkō.

Broader Planning and Decision Making by the Council

As detailed above, the REMP should also be used to inform the review of direction setting documents such as the Long-Term Plan and Council’s supporting strategies, plans, policies, bylaws, master plans and frameworks. It follows that the REMP would also inform the implementation of these policy and planning documents.

Like the RMA, SPA and NBEA processes, while there will be a need for awareness raising and training with Council officers, it is anticipated that existing systems and processes for working with Rangitāne will be sufficient to ensure the REMP is implemented via various direction setting processes. For example, Te Whiri Kōkō and joint Council and Rangitāne workshops.

Te Mana o te Wai

The REMP includes a useful summary of Te Mana o te Wai and Council’s obligations under the National Policy Statement for Freshwater Management 2020.

The following extract from page 33 of the REMP provides a useful summary:

Te Mana o te Wai is the fundamental concept underpinning the NPS-FM, and the NPS-FM directs all aspects of freshwater management to give effect to it. The NPS-FM requires councils to actively involve tangata whenua (including in decision making) in determining the local approach to giving effect to Te Mana o te Wai. This involvement is required to be meaningful and sincere as contemplated by Te Tiriti o Waitangi. It is also required according to the Rangitāne o Manawatū Treaty settlement Act 2016. Every territorial and regional authority must include objectives, policies, and methods in its plan to promote positive effects, and avoid, remedy, or mitigate adverse effects (including cumulative effects), of development on the health and well-being of water bodies, freshwater ecosystems, and receiving environments. In doing so, they must adopt an integrated approach, ki uta ki tai, as required by Te Mana o te Wai, recognising the interconnectedness of the whole environment, from the mountains and lakes, rivers, lagoons, estuaries to the sea, and recognise interactions between freshwater, land, waterbodies, ecosystems, and receiving environments.

The Rangitāne Te Mana o te Wai statement and vision and values for the Manawatū Freshwater Management Unit (FMU) are detailed on pages 35-37 of the REMP.

While much of the RMA obligations for managing freshwater quality sit with Horizons Regional Council, there are a variety of land-use planning functions that PNCC is responsible for that have a close relationship with the Rangitāne Te Mana o te Wai statement and vision and values for the Manawatū FMU, e.g. the relationship between stormwater management, flood risk management and urban growth planning. The Te Mana o te Wai statement will therefore be important for a number of future District Plan changes, such as Aokautere, Kākātangiata and Te Ūtanganui.

The Council must also ensure its operations are compliant with Horizons Regional Council planning documents, thus indirectly giving effect to Te Mana o te Wai via resource consent applications, e.g. the nature calls project.

Whānau Ora Outcomes Framework

As detailed in the REMP, Whānau Ora was created in response to the recognition that standard ways of delivering social and health services was not working and outcomes particularly for Māori, were not improving. In 2010 Whānau Ora was launched as an innovative approach to supporting wellbeing and development.

The following extract from page 40 of the REMP provides a useful summary:

Whānau ora allows for iterative decision-making with outcomes that support an indigenous world view. The approach moves away from focusing on crisis and deficit language, to supporting aspirations. The seven principal outcomes are described below that were developed as part of the framework.

Whānau Ora is being met when whānau are:

· self-managing and empowered leaders

· living healthy lifestyles

· confidently participating in te Ao Māori (the Māori world)

· participating fully in society

· are economically secure and successfully involved in wealth creation

· cohesive, resilient, and nurturing; and

· responsible stewards for their natural and living environments

The REMP provides a traffic light assessment within the Whānau Ora Framework on how well PNCC (and Horizons, MDC and HDC) are achieving the outcomes Rangitāne are seeking.

While PNCC generally performs well, the traffic light assessment identifies the following outcomes as the areas requiring the most improvement by PNCC (Plan doesn’t give effect to outcomes):

· RoM contribute to the choice of hearing panel members; panel members must be skilled in te mana o te wai and understand the Māori worldview.

· Regional Policy statements, Plan Changes and consent assessments give effect to the International Treaty for Climate Change “The Paris Agreement” or COP21.

· Ephemeral and temporary waterways and indigenous wetlands

· E.coli, nitrogen, phosphorus, sediment runoff and plastic pollution are reduced to levels that protect contact recreation, ecological communities and cultural health across Manawatū Region.

· Whānau can sustainably harvest mahinga kai in sufficient quantities, and that kai is free from the risk of contracting gastric disease across the entire RoM rohe

· Councils promote innovative pathways into home ownership for Māori.

· Papakāinga housing is included in the district and regional plan as a permitted activity provided all standards are met.

· RoM and schools are supported with resources and personnel to explore Rangitāne values around para kore, ecology, and environmental science

· Council rules support the building of more Rangitāne Marae

This list and the broader results of the traffic light assessment provide the Council direction of the key improvement areas for future planning and decision-making. As detailed above, it is anticipated that existing systems and processes for working with Rangitāne will be sufficient to ensure the REMP is implemented via the various direction setting processes outlined in this memorandum and the attached legal advice.

3. NEXT STEPS

Formally maintain the REMP as a record under section 35A(b) of the RMA.

Share the REMP with relevant Council officers and make the REMP publicly available on the Council website.

Use the REMP as part of future planning and decision-making, as directed by the RMA, SPA and NBEA.

Use the REMP to inform the review of direction setting documents such as the Long-Term Plan and Council’s supporting strategies, plans, policies, bylaws, master plans and frameworks. It follows that the REMP would also inform the implementation of these policy and planning documents.

Investigate Whānau Ora training opportunities for elected members and Council officers.

4. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual		No
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 5: A Driven & Enabling Council
The recommendations contribute to the achievement of action/actions in Governance and Active Citizenship The action is: provide opportunities for Māori to contribute to the decision-making processes and consider ways in which it may foster the development of Māori capacity to contribute to the decision-making processes
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Whānau ora allows for iterative decision-making with outcomes that support an indigenous world view. The approach moves away from focusing on crisis and deficit language, to supporting aspirations. The seven principal outcomes are described below that were developed as part of the framework. Whānau Ora is being met when whānau are: · self-managing and empowered leaders · living healthy lifestyles · confidently participating in te Ao Māori (the Māori world) · participating fully in society · are economically secure and successfully involved in wealth creation · cohesive, resilient, and nurturing; and · responsible stewards for their natural and living environments

Attachments

1.	Rangitāne o Manawatū Environmental Management Plan ⇩
2.	Rangitāne o Manawatū Environmental Management Plan Legal Obligations under the RMA, SPA and NBEA ⇩

Memorandum

TO: Rangitāne o Manawatū Committee

MEETING DATE: 18 October 2023

TITLE: Te Motu o Poutoa/ ANZAC Park Development Plan Progress Update

Presented By: Kathy Dever-Tod, Group Manager- Parks & Logisitcs

APPROVED BY: Chris Dyhrberg, Chief Infrastructure Officer

RECOMMENDATIONS TO Rangitāne o Manawatū Committee

1. That the Committee note the concept design phase of the Te Motu o Poutoa/ ANZAC Park Development project is now complete.

2. That the Committee thank the members of the Te Motu o Poutoa Design Working Party and representatives of Rangitāne for their contribution during the concept design phase of the Te Motu o Poutoa/ANZAC Park Development Plan.

1. ISSUE

1.1 The terms of reference for the Rangitāne o Manawatū Committee include, “oversight of progress and implementation of programmes of work agreed in Kawenata in Relation to Te Motu o Poutoa Agreement, including but not limited to the following strategic project(s): Development of a reserve management plan for Te Motu o Poutoa”; and “In the spirit of partnership, to recommend to Council the reserve management plan for Te Motu o Poutoa”.

1.2 The Committee received a report on the project at the meeting of 26 April 2023. The progress report outlined the work completed since the last committee report and signalled that the project was about to enter a new phase – finalisation of the concept design and establishment of the indicative cost.

1.3 This memorandum provides an update to the committee on the concept design phase.

2. PROject proGRESS since last report

2.1 The concept design phase has been intensive and required an increased level of input from the members of the design working party and representatives of Rangitāne.

2.2 During the concept design phase, the following pieces of work have been completed, led by the project Director, Steve Bramley:

· Interviews with key stakeholders including Rangitāne, Palmerston North City Council, Central Economic Development Agency (CEDA), and Te Manawa.

· Workshop at Te Rangimarie Marae on 21 April 2023 with representatives of Rangitāne. Palmerston North City Council and members of the project team to confirm the project outcomes, present the assessment of the target audiences/market demand and the current gaps in the Manawatu visitor offering. Three high level development options were presented and assessed for alignment with the market information.

· Establishment of a realistic “Minimum Viable Project” to be ‘successful’ to meet Rangitāne and Council needs, and to be a sufficiently compelling and (as much as possible) achievable and sustainable visitor experience proposition

· Development and finalisation of concept design

· Identification of associated works – i.e. upgrade of Cliff Road, service connections, consenting

· Development of indicative cost estimate, and project timeline (if funding was available tomorrow)

2.3 The concept design phase of the project has now concluded.

3. Concept Design

3.1 The concept design report is attached to this memorandum. Steve Bramley and members of the design team will be present at the committee meeting to speak to the report.

3.2 The indicative cost estimate for the concept design is $15m, inclusive of a project contingency of 10%. The estimate excludes project management, consenting, and development contributions. The preliminary estimate for these exclusions is $0.5m.

3.3 The cost to upgrade Cliff Road to enable the development is also excluded from the project cost. This new Transport project is estimated to cost $2.0m.

4. NEXT STEPS

4.1 The Te Motu o Poutoa/ANZAC Park Development programme, based on the established concept plan, will be forwarded to the Long term Plan planning process.

4.2 Council will consider the capital and operating costs associated with the project and funding/timing assumptions as part of the Long term Plan process.

4.3 Council’s preferred option will be presented to the community as part of the Special Consultative process associated with the Long term Plan.

5. Compliance and administration

Does the Committee have delegated authority to decide? Development of a reserve management plan for Te Motu o Poutoa		Yes
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 4: An Eco City
The recommendations contribute to the achievement of action/actions in Manawatū River The action is: Implement a series of planning and design projects, including reserve management planning for the Victoria Esplanade, Te Motu o Poutoa/ANZAC Park, Ashhurst Domain, Ahimate Reserve and Te Apiti.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	· Council will work in partnership with Rangitāne · Respect and enhance the Mauri of the Manawatū River · The Manawatū River Framework clearly states to identify and appropriately develop Rangitāne sites of cultural and historical significance. This site was identified for development and management planning.

Attachments

Design Report- September 2023 ⇩

Memorandum

TO: Rangitāne o Manawatū Committee

MEETING DATE: 18 October 2023

TITLE: Fostering Māori Participation in Council Decision Making

Presented By: Andrew Boyle, Head of Community Planning

APPROVED BY: David Murphy, Chief Planning Officer

RECOMMENDATION TO Rangitāne o Manawatū Committee

1. That the Committee endorse the draft Statement on Māori Participation in Council Decision Making for inclusion in the proposed 2024 Long-Term Plan.

1. ISSUE

Council has to include a statement in the Long-term Plan on how it will foster the involvement of Māori in its decision making. (LG Act schedule 10(8) and section 81.)

This report includes a draft statement for the Committee to endrose so it can be included for wider feedback through the Long-term Plan consultation.

2. partnership with rangitāne o manawatū

Council acknowledges Rangitāne o Manawatū as mana whenua – the original custodians and stewards of this whenua. Council and Rangitāne o Manawatū have a strong and positive working relationship. This is formalised in the Partnership Agreement signed in 2019. The Agreement is renewed regularly and is next due for renewal in June 2024.

Council involves the wider Māori community in its decision making through this relationship.

This partnership also means that Rangitāne o Manawatū leadership is fully involved in the development of the Council’s Long-term Plan.

3. discussion

The draft statement has been updated from the 2021 Long-term Plan. The overall intent of the statement did not change.

It was presented to Te Whiri Kōkō (a monthly hui for Rangitāne leadership and Council management and staff) in September and informally endorsed.

It is being presented to this Committee for formal discussion and endorsement.

4. proposed statement

The proposed text is set out below in italics:

Māori Participation in Council Decision Making

The Council acknowledges Rangitāne o Manawatū as mana whenua – the original custodians and stewards of this whenua.

The Local Government Act 2002 provides Councils with direction regarding their role as obligatory stewards of Treaty Partnership on behalf of the Crown. The contribution of Māori to local government decision making processes is integral to inter-generational well-being of all citizens. In line with Treaty principles Councils are required to create systems and pathways that contribute to that well-being through partnership, representation, and meaningful consultation with mana whenua and wider Māori communities.

Council has committed to its partnership with Rangitāne and in turn the wider Māori community to strengthen those relationships and encourage participation. This will ensure that Rangitāne and Māori interests are reflected and contributions to positive Māori development are captured in the Long-term Plan.

Rangitāne o Manawatū Partnership

The Council signed a Partnership Agreement in 2019 that formally acknowledges the status of Rangitāne as mana whenua. This has created a reciprocal working relationship between Iwi leadership and Council to align priorities across the suite of Council Strategies and Plans.

Council has a Rangitāne o Manawatū Committee. This considers matters relating to the wellbeing of Māori in Palmerston North and has a strong focus on the ongoing development of Te Motu o Poutoa. Three Rangitāne representatives (and two Māori ward Councillors) sit as appointed members on this committee providing Rangitānenuiarawa expertise.

The Council has established a Māori Ward called Te Pūao, held by two Councillors that sit alongside Rangitāne appointees to Committees and represent the specific interests of the wider Māori community.

Council staff and management meet regularly with Iwi leaders regarding a very broad set of projects and programmes. In particular there is a monthly hui called Te Whiri Kōkō where collaboration, information sharing and advice is provided and shared on a range of activities and projects. The Council provides capacity funding to support this engagement and acknowledges the significant contribution that mana whenua bring to the City. This is augmented by early engagement between Rangitāne and Elected Members on the Long-term Plan and other major programmes and projects.

The Council also maintains a Māori advisory function to ensure Elected Members and staff understand Māori mātauranga (practices and principles) so that Rangitāne and wider Māori are appropriately involved in Council decisions.

The need to understand and work alongside the relationships that can assist Council to reach the Māori community is key. For Council to know when to adopt the role of facilitator, supporter or leader where appropriate is vital to a connected sector that is making a difference to the aspiration of Māori development and participation in local government decision making processes.

The visibility of Rangitāne in the landscape of Te Papaioea is increasing rapidly and this can be directly attributed to that partnership and spaces where Rangitāne have representation and contribution. Visibility of Iwi provides a strong signal to our community that Iwi and Māori perspectives are relevant and valued and this has a connection to levels of Māori engagement.

Rangitāne continue to provide leadership as partners with the Manawatū River Framework and the establishment of the working group Te Ohunga Mauri. This ensures Council staff and Rangitāne continue to work together to create an engaging and inspiring environment as well as affirm and share cultural and historical narratives. Rangitāne are also often represented on other advisory and working groups to ensure input and influence at an appropriate level.

5. NEXT STEPS

The Statement will be part of Council’s Long-term Plan consultation material. This consultation will occur in March-April 2024.

Council and Rangitāne o Manawatū will make any appropriate changes to the statement as a result of consultation and then adopt it as part of the Long-term Plan in June 2024.

The statement will be given a higher profile in the 2024 Long-term Plan.

The Partnership Agreement is due for renewal in June 2024.

6. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual	Yes
Are the decisions significant?	No
If they are significant do they affect land or a body of water?	No
Can this decision only be made through a 10 Year Plan?	No
Does this decision require consultation through the Special Consultative procedure?	No
Is there funding in the current Annual Plan for these actions?	Yes
Are the recommendations inconsistent with any of Council’s policies or plans?	No
The recommendation contributes all Council’s Goals. It does this by ensuring that Council understands the views of Māori and considers these views in its decisions across all Council’s goals The recommendation contributes to social, economic, environmental and cultural well-being in the same way.

Attachments

Nil

Memorandum

TO: Rangitāne o Manawatū Committee

MEETING DATE: 18 October 2023

TITLE: Te Whiri Kōkō - Council Engagement with Rangitāne o Manawatū

Presented By: Todd Taiepa - Poutoko Aporei Principal Māori Advisor

APPROVED BY: David Murphy, Chief Planning Officer

RECOMMENDATION TO Rangitāne o Manawatū Committee

1. That the Committee receive the report titled ‘Te Whiri Kōkō - Council Engagement with Rangitāne o Manawatū’ presented to the Rangitāne o Manawatū Committee on 26 April 2023.

1. ISSUE

1.1 Te Whiri Kōkō is a key engagement forum between Rangitāne o Manawatū and the Palmerston North City Council (Council) officers. The forum undertakes the sharing of information, current and upcoming projects and programmes, and establishes how and who will progress work on behalf of Rangitāne o Manawatū.

1.2 This regular report is presented to the Rangitāne o Manawatū Committee to provide an overview of key issues that are tabled at the forum.

1.3 This report covers the period April to September 2023 given there was no Rangitāne o Manawatū Committee held in the last period.

1.4 In summary, Te Whiri Kōkō provides a regular scheduled opportunity for iwi members and staff to meet and discuss important activities with each other in an open and proactive way. The forum covers workstreams of Council that are a priority for iwi, their long-term aspirations and goals, as well as operational settings for projects and programmes. A key purpose of this hui is to confirm what outcomes are a priority and how Rangitāne would like to be engaged. Agreed pathways or outcomes are progressed and iwi input assists with finalising agreed outcomes. The forum meets monthly and alternates between infrastructure focus and an all of council focus.

1.5 The purpose and content of future reports can be adjusted to accommodate feedback received on this report.

2. MATTERS RAISED IN TE WHIRI KŌKŌ IN RECENT MONTHS

Rangitāne o Manawatū

2.1 Rangitāne are able to communicate and socialise key projects with Council and recently this has included the establishment of the Palmy’s Got Talent office on Te Marae o Hine which strengthens the profile and active presence of Rangitāne in the central city and provides a range of services and a strategic link to many key partnerships including with Council. Focus areas include training and employment opportunities and a number of Whānau Ora initiatives.

2.2 The Rangitāne o Manawatū Settlement Trust also established an office in the central city in September.

2.3 The Iwi released its Environmental Management Plan earlier this year and Te Whiri Kōkō has facilitated discussions across affected Council functions to ensure relevance is understood and alignment achieved where possible. A presentation on the Plan is scheduled for the 18 October meeting of the Rangitāne o Manawatū Committee.

Long-Term Plan

2.4 Rangitāne is engaged through the entire Long-Term Plan (LTP) process. Most of the engagement is not conducted within Te Whiri Kōkō but rather integrated into existing LTP workshops and settings. In this context Te Whiri Kōkō is more about helping with the process and confirming steps, not to seek feedback. The opportunity is utilised to highlight certain issues, or for Rangitāne to seek further clarity.

2.5 Recently the section of the draft Plan titled ‘Māori Participation in Council Decision-making’ was also discussed and confirmed for inclusion on this meeting’s agenda.

Governance

2.6 During this period issues around Bunnythorpe community representation have been raised by that community. Rangitāne have continued to advocate for Bunnythorpe to be supported and have also worked with Council in engaging with neighbouring iwi Ngāti Kauwhata on a range of issues related to look at issues of representation, as well as responsiveness to that community. There is collective commitment to ensuring the social and cultural settings are positive and strong, and that the economic and social aspirations of both iwi are provided for in relation to this community and the growth and development of this area.

2.7 Issues surrounding the Coat of Arms for the Council were progressed through the Culture and Sport Committee on 13 September. Rangitāne used the opportunity to clarify the background and endorse the symbol as being an appropriate representation of the strengthening partnership between the Iwi and Council.

Community Development

2.8 Kaupapa this period included the well-attended Community Funding Expo in July which Rangitāne endorsed and led the tikanga aspects, as well as utilising the opportunity to connect with funders.

2.9 The Highbury neighbourhood centre re-development reached a key stage during this period, advancing concept designs through to detailed cultural and technical design, and the completion of a very significant phase of work in early September. Rangitāne are critical partners in navigating and advocating for the community every step of the way. This include not only how cultural values were recognised and expressed but also endorsing a process for construction and delivery embedded in manaakitanga for the community, the local businesses, and the build teams. The next phase will be focused on strengthening ancestral recognition and symbolism within the space and will recognise both mana whenua and broader Māori and wider community connections.

2.10 The new Play Advisor role was connected to Rangitāne via Te Whiri Kōkō and there have already been a number of projects where Rangitāne have provided feedback, guidance, or have led projects with the Play Advisor. The iwi has also reinforced the importance of weaving te reo Māori into the initiatives. Highlights include the Pūanga-Matariki play map of whānau activities, where sites were chosen across the City based on an alignment with the meanings behind the Matariki constellation. The iwi further provided support for the Te Wiki o te Reo Māori and Māhuru Māori programme, including Rapua Te Kura Huna – Finding Hidden Treasures, on Te Marae o Hine. Through such initiatives Rangitāne and Council can make a collective impact on shared goals such as the elevation of te reo Māori in our community.

2.11 The Library team came to Te Whiri Kōkō to outline a project to renew the library returns bins across the City. The current bins have a significant profile having been in place for several decades. The aspiration is to include relevant local stories on the bins and Rangitāne enthusiastically committed to working with staff and community partners in design and narrative creation.

2.12 A major collaboration has been undertaken around the locality mapping project of Te Whatu Ora, with very strong iwi-led approach in the City and across the region. The Council have provided significant data alongside other agencies to ensure that as much quality data as possible is assembled and then purposefully configured and shared. This collective information potentially will be of enormous benefit to the City and region and will contribute to strategic decision-making including for the LTP.

Te Reo Māori

2.13 With endorsement from Rangitāne the Chief Executive submitted on behalf of Council to the Te Waka Kotahi Bilingual Road Signage programme. The programme offers a strong platform for building on Council’s intensive investment in te reo Māori signage in public parks, reserves and facilities over the last 20 years, and would extend the opportunities to socialise and normalise te reo in environments which have to date largely excluded the Māori language.

2.14 Regarding the leadership shown by the Council and Rangitāne in the use of te reo Māori, a major partner over those 20 years, local consultancy He Kupenga Hao i te Reo, is now transitioning out of this work. It has been fortunate that they have stayed committed to our work while engaged in a significant education projects at a national level. It is difficult to represent in these short words the scale of impact they have made within the City.

2.15 After discussions with Rangitāne we have endorsed another local business Taihuki Consultants who have a strong connection to Rangitāne and also an exceptional reputation as licenced translators. An additional benefit is that Council’s te reo investment will be into a group that is both working with and also on behalf, of the aspirations of Rangitāne. The solution strongly reflects the partnership in action and offers a long-term sustainable solution to the need for a new professional translation service.

Events

2.16 The planning and subsequent hosting of the World Champion Spanish Women’s Football team was initially socialised with Rangitāne through Te Whiri Kōkō and this assisted planning and assurance processes in the lead up.

2.17 This period also included the Pūanga-Matariki period which was run successfully in a new venue that was well attended with positive community feedback. The move from a compromised riverside environment was a significant but necessary change after a significant flood event. There were plenty of lessons learned and a positive example of how the new front-facing Arena community space can be used for events in the future.

Regulatory

2.18 Council has engaged with Rangitāne in the reviews of The Gaming Policy, Speed Limits Bylaw and the Water Supply Bylaw and Rangitāne’s feedback has been incorporated into each process appropriately.

Three Waters

2.19 Some contamination events earlier in the year brought to light that protocols for contacting Rangitāne were not timely enough for them to fulfil their active kaitiaki role. Some excellent work between Te Ao Tūroa, Rangitāne’s environmental division, and the Operations Investigation Team has resulted in a new reliable and responsive notification process which was formally endorsed by Rangitāne at the September meeting of Te Whiri Kōkō.

Property, Parks and Reserves

2.20 Many of Council’s projects have already had Iwi engagement and Council staff follow agreed settings which they use to frame updates. This means that the forum provides a lot of relatively minor feedback on projects with sometimes quite long timeframes. Currently two key projects from an iwi perspective are the clocktower ground treatment and design programme, as well as the Albert Street River Entrance. Importantly Te Whiri Kōkō provides a routine mechanism where project managers can provide regular scheduled or unscheduled updates. Overall, the last 6-12 months has seen relatively few new projects that intersect with Rangitāne interests.

2.21 Workshops continue on developing a proposal for Te Motu o Poutoa.

Recreation

2.22 During the last few months the major ongoing items were the Aquatic Needs Assessment and discussions around provision of a dedicated ki-o-rahi field in the City.

Transport

2.23 Streets for People is a major area of work and a steering group has been established that includes Rangitāne. The Featherston Street cycleway and the project to build bus shelters across the City are also the focus of joined up working.

2.24 Rangitāne have worked alongside Council teams to ensure the project to build a shared pathway between Feilding and the City upholds the relationships between Ngāti Kauwhata and Rangitāne o Manawatū, including historical and cultural narratives and design.

Facilities

2.25 There have been several facility development projects discussed in the period including the study of community facilities in the western suburbs. Rangitāne have a strong interest as many Iwi members and a significant percentage of the wider Māori community of the City live in Awapuni and Highbury. The holistic approach, connecting community-based organisations, libraries, halls, churches, parks and reserves, and business nodes is promoting joined up community-led planning alongside Council and Rangitāne. The Ora Konnect network that operates for that area provides a strong foundation for this work. It cannot be overestimated the positive and binding influence Rangitāne has on the level of buy-in and contribution groups are willing to make towards collective outcomes. They are a critical partner for the ability of Council and other agencies to deliver effectively to, and with, these communities.

2.26 The CET Arena Masterplan is a project Iwi and Council work together closely on. Two key aspects Rangitāne contribute to are the identity of the site/facilities – in terms of both an enduring narrative that is endorsed by the whole community, and secondly around wayfinding considerations regarding how the site functions, especially for our visitors who aren’t familiar with the site.

2.27 Finally in terms of building projects, as the new animal shelter progresses towards its opening in 2024, Rangitāne has been asked to provide a name for this facility.

Development and Housing

2.28 The Kākātangiata urban growth area has from its earliest planning stages engaged with Rangitāne and uniquely, was developed with the Whānau Ora principles front-and-foremost from the beginning. Rangitāne and Te Tihi o Ruahine hosted staff and consultants on marae, workshopping and teaching them how to apply their skills with a whānau-centred lens. The results of this work are now represented in the proposed structure plan. Their early involvement minimised negative effects on Iwi values and maximised alignment with their aspirations. The approach of Rangitānenuirawa (Rangitāne values and worldview) has also provided a language and symbolism aligning social, cultural and environmental outcomes that conventional planning approaches can struggle to achieve.

2.29 Te Ūtanganui continues to progress and the inclusion of Rangitāne and Ngāti Kauwhata on the Te Ūtanganui, Central Distribution Hub, and PNITI Governance Group. This recognises the importance of the project to our wider region and ensures that iwi Māori values and mana whenua interests inform the development at every step. There are also updates on other major projects such as Te Ahu-a-Tūranga and the Te Āpiti Gorge projects involving partners and parties beyond Rangitāne and Council. These have their own primary forums and decision-making pathways but Te Whiri Kōkō offers the chance for Rangitāne leaders who are not directly at these tables to be informed.

2.30 The Papaioea Place social housing project is very close to completion. Rangitāne will continue to work alongside Council endorsing this project through both the ongoing Housing Alliance work and as mana whenua with tikanga-led processes to celebrate the completion of Stage Three later this year.

Other Agency and Community Representatives

2.31 This year Rangitāne have proposed that agency and community partners could also meet with them at Te Whiri Kōkō. The value of this approach has been demonstrated through the regular attendance of the Central Economic Development Agency (CEDA). As joint partners Council also benefits from their updates and tabled issues. Most of their joint business does not occur at these meetings but it provides an important regular opportunity for timely matters. CEDA has also acknowledged that the environment has really helped to move relationships forward and provides an excellent model of how Rangitāne wish to engage with agency partners.

2.32 The regional food strategy has been a key point of discussion with an emphasis on both commercial opportunities for iwi as well as alignment with the Western Suburbs’ Kai Resilience Strategy, emphasising access to food for local people while securing access to national and international markets.

Organisational Capability and Capacity

2.33 The Council has its own responsibilities in terms of organisational culture and settings. However, it is important that staff acknowledge Te Tiriti, the Partnership with Rangitāne and organisational settings in this regard, and that tikanga Māori is utilised respectfully and purposefully within the organisation. Ensuring staff are confident to uphold the partnership is a function of several teams within Council.

2.34 Our newly revised orientation for new staff, Te Whakaporipori, is now a foundational element to ensuring our staff experience and acknowledge the value of Te Ao Māori in our day-to-day work environment. Staff learn to embody Te Ao Māori, not just see it as an add-on. Te Whakaporipori provides a welcome that incorporates tikanga and te reo Māori and weaves manaakitanga through the process. Staff are addressed by the Mayor and Chief Executive who model and lead this commitment to a bicultural approach. Alongside other organisational changes the overall aim is for alignment of political and institutional leadership in terms of how the Iwi partnership is represented and upheld. This provides clarity and confidence not only to Rangitāne but importantly our staff who work alongside Iwi members on a daily basis.

3. Next Steps

3.1 Continue to deliver Te Whiri Kōkō and adjust regular reporting based on feedback received on this report.

4. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual		Yes
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 5: A Driven & Enabling Council
The recommendations contribute to the achievement of action/actions in (Not Applicable)
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Rangitāne o Manawatū is a Tiriti partner and has the status of mana whenua and holds customary authority for the Palmerston North area. Much of the focus of joint programmes is to ensure there are pathways for the restoration of mana whakahaere or influence on those matters that remain a priority for the iwi. This can be summarised as the ability for iwi to practice rangatiratanga and kaitiakitanga in their rohe (customary authority and guardianship within their customary area).

Attachments

NIL

Committee Work Schedule

TO: Rangitāne o Manawatū Committee

MEETING DATE: 18 October 2023

TITLE: Work Schedule for October 2023

RECOMMENDATION TO Rangitāne o Manawatū Committee

1. That the Rangitāne o Manawatū Committee receive its Work Schedule dated October 2023.

Committee Work Schedule

Report Date	Subject	Officer Responsible	Current Position	Date of Instruction & Clause number
~~October 2023~~	~~Te Whiri Kōkō - Council Engagement with Rangitāne o Manawatū~~	~~Chief Infrastructure Officer~~		~~26 April 2023~~ ~~Clause 4- 23~~
~~October 2023~~	~~Te Motu o Poutoa Development Plan - Progress Report~~	~~Chief Infrastructure Officer~~		~~Terms of Reference~~
~~October 2023~~	~~Rangitāne o Manawatū Environmental Management plan~~	~~Chief Planning Officer~~		~~26 April 2023~~ ~~Clause 4- 23~~
February 2024	Te Whiri Kōkō - Council Engagement with Rangitāne o Manawatū	Chief Infrastructure Officer	Standing Item for every meeting	26 April 2023 Clause 4- 23
February 2024	Te Motu o Poutoa Development Plan - Progress Report	Chief Infrastructure Officer	Standing Item for every meeting	Terms of Reference

Attachment: Rangitāne o Manawatū Terms of Reference.

Chair ^{^[1]}	The Mayor
Deputy Chair	Mr Wiremu Te Awe Awe
Membership (10) (Mayor, 4 Hirawanui ward councillors, 2 Te Pūao ward councillors and 3 Rangitāne representatives)	Te Hirawanui ward councillors Councillor Vaughan Dennison Councillor Karen Naylor Councillor Billy Meehan Councillor Kaydee Zabelin Te Pūao ward councillors Councillor Roly Fitzgerald Councillor Debi Marshall-Lobb Rangitāne representatives Ms Danielle Harris Mr Chris Whaiapu
Quorum	6 (minimum of 3 members from Council and 3 members from Rangitāne)
Meeting schedule	Quarterly
Venue	Meetings may be held at Council Chambers and marae.

RANGITĀNE O MANAWATŪ COMMITTEE

Terms of Reference

Terms of Reference:

1. To consider matters relating to the wellbeing of Māori in Palmerston North, by monitoring: a. City wellbeing data from a demographic perspective (Māori)

b. Long Term Plan community outcome commitments and impact on the local Māori communities

2. To have oversight of progress and implementation of programmes of work agreed in Kawenata in Relation to Te Motu o Poutoa Agreement, including but not limited to the following strategic projects: a. Development of a reserve management plan for Te Motu o Poutoa

b. Manawatū River Framework

3. To consider matters of strategic relevance to Māori, including but not limited to:

a. The Manawatū River Plan

b. urban development and infrastructural capacity

c. boundary issues

d. water and wider environmental issues within Palmerston North City Council’s authority

e. the development of relationships between other Iwi/Hapū and Council

f. participation and access

4. To receive presentations on:

a. Te Apiti Manawatū Gorge Masterplan

b. Any matter that may impact on Māori in the city

5. In the spirit of partnership, to recommend to Council:

a. Leadership direction or guidance with regard to Council’s obligations or responsiveness to Māori in the city and related budget implications for future planning

b. The reserve management plan for Te Motu o Poutoa

c. Any emerging matters for submission to Central Government

d. Reserves which are wāhi tupuna to Rangitāne o Manawatū which could also fall under te Kawenata

e. Any modifications to Standing Orders or meeting procedures to enable the Committee to effectively operate.

Delegations

Rangitāne o Manawatū Committee has been delegated the following responsibilities by Council. Within its Terms of Reference and complying with the purpose of the Local Government Act 2002, to:

• Receive or note any report or memorandum or other information submitted to the Committee.

• Instruct the Chief Executive to report back to the Committee or to Council.

• Refer any report or memorandum to any other Committee or Council for consideration.

• To undertake any special project oversight as requested by Council.

[1] Chair and Deputy Chair to alternate annually