Regional Land and Coastal Operational Plan

Transcription

1 July 2016

2 Endorsed by Council at the Catchment Operations meeting on xxx Author Dave Harrison, Environmental Coordinator Regional Land Initiatives Malcolm Todd, Environmental Coordinator Monitoring John Jamieson, Environmental Coodinator - Forestry Grant Cooper, Environmental Manager (Land) Acknowledgements to Horizons Regional Council Front Cover Photo Horizons Regional Council July 2016 Report No: 2015/EXT/1484 ISBN: CONTACT 24 hr Freephone help@horizons.govt.nz SERVICE CENTRES Kairanga Cnr Rongotea and Kairanga-Bunnythorpe Roads Palmerston North Marton Hammond Street Taumarunui 34 Maata Street REGIONAL HOUSES Palmerston North Victoria Avenue Wanganui 181 Guyton Street DEPOTS Levin 11 Bruce Road Taihape Torere Road Ohotu Woodville 116 Vogel Street POSTAL ADDRESS Horizons Regional Council, Private Bag 11025, Manawatu Mail Centre, Palmerston North 4442 F

3 CONTENTS 1 Introduction Background Purpose of the Operational Plan 5 2 Actions and Expenditure Regional and Coast Soil Health Industry Partnerships Nurseries 14 3 Targets and Summary Expenditure Summary Expenditure Targets Environmental Grant Regional and Coast 20 4 Reporting Bi Monthly Annual Report Community Plan 21 5 Appendices Supporting Maps Environmental Grant Locations 24

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5 1 Introduction 1.1 Background The activities described in this Operational Plan form part of the Catchment Management group of activities in Council s Long-term Plan , pp Under the Resource Management Act 1991, Horizons has statutory responsibilities to ensure sustainable use and management of the Region s land and soil resource. The Sustainable Land Use Initiative (SLUI) is now the major focus in tackling accelerated erosion problems in our Region s hill country. The activities undertaken within this Operational Plan provide for a wider range of work to a wider range of our region s ratepayers, and continue to treat hot spot erosion issues as they arise outside the SLUI programme. This work-stream also funds work programmes that the Hill Country Erosion Fund will not support. The activities link directly to the non regulatory methods of the One Plan (Chapter 5, Policies 5-1 and 5-5), but the Whanganui Catchment Strategy (WCS) is subject to a separate Operational Plan. Implementation of the land rules of the One Plan will involve Policy 5-2A regarding regulation of vegetation clearance, land disturbance, forestry and cultivation. 1.2 Purpose of the Operational Plan This plan aims to set out the scope, work types and targets to be delivered within the approved funding: Scope work is divided into four budget areas (see Section 2). To some extent it is not possible to completely differentiate the work being carried out from SLUI or WCS as there will always be overlaps, but in general the work plans are; Regional and Coast primarily within the catchments outside the WCS, lower priority areas for SLUI, and on coastal dune areas throughout the region. Soil Health this has a dual focus; on providing soil advice and monitoring information (e.g to farmers, land agent, staff) and for state of the environment monitoring. The primary focus is on higher value soils and work relating more specifically to soil issues rather than water quality, but inevitably there are links between the two. Industry Partnerships region-wide support for initiatives to promote sustainable land use. Nurseries to provide poplar and willow material to supplement supplies for erosion control works throughout the region, including the SLUI and WCS programmes, and also to provide a charging account for purchases made to onsell (poles, Dynex sleeves, Netlon sleeves and pine seedlings predominantly). WCS noted here but reported with its own Operational Plan as this project receives considerable third party funding support from the Whanganui River Enhancement Trust. SLUI noted here but reported with its own Operational Plan as this project receives considerable third party support from the Government (via Ministry of Primary Industries) funded Hill Country Erosion Fund. With the implementation of the One Plan, the land issues regarding cultivation, earth disturbance, vegetation clearance and forestry will require advice and issuing of consents. The decision has been made that this work will be carried out and charged within normal operational activities and so is charged here. Types of work staff provide information, advice and assistance as required. Much of the work is to be reactive, in response to requests from ratepayers and existing clients. This differs from SLUI and WCS, which are both much more proactive. There are areas of work where it is planned that staff will be much more active in engaging with the community. Implementation of the One Plan rules are reactive, but also have some time 5

6 Introduction limits imposed upon them so inspections and reporting need to take place often at the expense of other work; Targets it is often difficult to set specific outcome focused targets for projects which are advisory and reactive. The main targets set relate to providing a timely service to ratepayers within a variety of work areas; and Funding as outlined in the Community Plan, this work is to be funded from the General rate. It was expected that some of the work would drop off as SLUI brings in more of the traditional clients dealt with through this work. Funding has dropped off over time (by approximately $150,000 and 2,600 staff hours) but staff have worked much smarter in delivering similar levels of output. The quantum of work required to meet requests for advice and consents surrounding land use consents is becoming clearer and the mix of ongoing education, as well as the actual consent processing, is approximately staff hours per year. 6

7 2 Actions and Expenditure 2.1 Regional and Coast This work continues the pre-slui primary function of the Environmental Management Officers (Land). Traditionally, this work was mostly reactive and focused on giving advice to landowners about erosion and land use when asked. However, since the late 1990s changes have been made by incorporating farm environment plans and priority catchment approaches. Staff have provided advice and information to largely rural landowners and Environmental Grant funds for eligible erosion control, water quality and biodiversity works. SLUI promotion has increased the profile of sustainable land use issues, not only affecting hill country, and the last few years have brought increased numbers of requests for assistance from owners of semi-rural and lifestyle blocks. As the budget has decreased in this area, staff have had to work smarter; Environmental Plans have been simplified and less time is spent on individual work programmes. The winter 2015 storm that affected Wanganui, Rangitikei and Manawatu Districts generated enquiries from landowners on landforms not normally associated with high rates of erosion. This resulted in more advice and Environmental Grant projects in these areas than would normally be expected. Increased staffing in Biodiversity and Freshwater Quality has meant some of the work and advice has been picked up by those areas. Staff in these groups liaise regularly to ensure Environmental Grant funding is directed to the most appropriate work stream and to ensure the most efficient delivery of advice to ratepayers. Work within the coastal area has been undertaken by the Land Team on areas considered to be from the foredune inland to the extent of the unstable coastal zone (i.e. not the coastal marine area as defined in the One Plan). Primarily, staff have been liaising with landowners, local community groups, Territorial Local Authorities (TLAs), Department of Conservation (DoC), iwi and our own internal groups on issues such as dune stability and subdivisions. Approaches by landowners of unstable dune areas are dealt with as they arise and staff have funding set aside from the Environmental Grant fund to support stabilisation works. Usually this consists of two to three Environmental Grant projects on private land and a similar number on community land involving group cost- shared projects. The main focus for these projects is in the Rangitikei, Manawatu and Horowhenua Districts. The continued focus of this activity will be: Provide information and advice to landowners, ratepayers and the public on erosion control and sustainable land use; Promote and provide five environmental plans outside SLUI priority areas. These may be upgrades of the existing plans, new plans in lesser priority areas and simple plans and work programmes for lifestyle blocks; Investigate the potential to work with Beef and Lamb New Zealand regarding provision of environmental plans (see Industry Partnerships section of this report); Provide Environmental Grant funding for erosion control projects; Support and liaise with Biodiversity and Freshwater teams to ensure advice is consistent and allocation of Environmental Grant is appropriate; Provide staff to speak at field days, schools and special interest groups on land use and erosion issues; Provide support, where appropriate to Accelerate>25, especially in areas of sheep and beef production and Manuka; Provide free land use consents for cultivation, earth disturbance and vegetation clearance to landowners to the protocol signed off by Council; Provide advice to landowners and others around the Permitted Activity status of forestry under the One Plan; 7

8 Actions and Expenditure Provide advice to Consents department regarding any full consent issues around land use; Support and advise any existing or new coastal community groups and help with the resourcing of these groups where appropriate; Liaise with other groups, agencies and authorities with an interest in the coastal environment and provide support and advice, particularly in the area of dune stability; Provide specific advice to landowners and occupiers on dune and coastal erosion, and provide Environmental Grant support as appropriate; Provide timely advice to ratepayers; One Plan land use consenting must be given priority. The workload and timing of this work last year meant just over 600 hours (25%) of budgeted time was spent on activities relating to the One Plan; and It should also be noted that a consultation is continuing around the development of a National Environmental Standard (NES) for forestry as a land use activity. Staff continue to liaise with Policy and MPI on this matter. It has been signalled that an NES may be introduced this year or early next year.. Table 1: Summary of Expenditure (Regional and Coast) Internal Hours Staff time 2,390 Table 2: Overall budget up by $5,711 or 2% from Expenditure Activity External Internal Expenditure $ Expenditure $ Funded By Revenue $ Rate Revenue $ Regional and Coast 8, , ,599 Environmental Grants 80, ,000 Photo 1 : Malcolm Todd inspects gully control through pair planting of willows (photo Natalie Hyslop) 8

9 Actions and Expenditure 2.2 Soil Health Soil health is an important regional issue, referred to in the non regulatory methods in the One Plan. The focus is on two main objectives: promoting sustainable soil management, and regional soil quality monitoring for State of the Environment (SoE) reporting. 1. Promoting sustainable soil management Intensively cultivated or grazed soils are at risk of organic matter loss, compaction, pugging and subsequent runoff of sediment, nutrients and bacteria to waterways. Provision of sound advice to farmers is vital to enable them to: Identify the often complex mix of soils on the their property; and Monitor the effects of their management on soil quality, in order to; Optimise the farm production system to the strengths and weaknesses of the soils present. Horizons activity in this area therefore encourages sustainable farm and regional development by tailoring management practices to soil resilience or vulnerability. This is done within the framework of a Soil Health Farm Plan, as well as providing advice at field days and responding to internal and external soil information requests. The Soil Health Farm Plans incorporate farm visits, soil mapping, soil monitoring using Visual Soil Assessment (VSA), and provision of the farm plan. The plan contains soil maps, tables of soil properties, strengths and weaknesses, and recommendations for sustainable land use. The main focus of this activity will be: Provide advice to landowners on intensively cultivated or grazed soils on risks of organic matter loss, compaction, pugging and subsequent runoff of sediment, nutrients and bacteria to waterways; Promote the use of Visual Soil Assessment (VSA) as a farmer based monitoring and decision support tool through two workshops per year; Manage allocation and sale of our Visual Soil Assessment manuals; Provide Soil Health programmes on two properties, primarily through group promotion activities, especially via Monitor Farms; Provide expert soil advice to external and internal clients; and Maintain a close working relationship with Horizons Science team in order to coordinate soil and land use research needs. 2. Regional State of the Environment (SoE) soil quality monitoring Last year we implemented a formal SoE monitoring programme using the standard New Zealand regional council method. This year we will continue with this programme, expanding it to meet the minimum monitoring required across the region. References 1. Land and Soil Monitoring: A guide for SoE and Regional Council Reporting; New Zealand, Land Monitoring Forum, Visual Soil Assessment Volume 1: Field Guide for Cropping and Pastoral Grazing on Flat to Rolling Country; T G Shepherd, Landcare Research, Visual Soil Assessment: Can We See What We Can Measure? T.G Shepherd, G. P. Sparling and M. D. Todd in Proceedings: Soil Quality and Sustainable Land Management Conference, by Peter Stephens, Jemma Callaghan and Anne Austin of Landcare Research, Palmerston North, Soil Quality on the Manawatu Plains. A report on results from soil surveys in 2003 and Malcolm Todd, Horizons Regional Council,

10 Actions and Expenditure Table 3: Summary of Expenditure (Soil Health) Internal Hours Staff time 475 Table 4: Overall budget up by $16,056 or 33% from Expenditure Activity External Internal Expenditure $ Expenditure $ Revenue $ Funded By Rate Revenue$ Soil Health 25,600 39, ,220 Photo 2 : A soil quality monitoring site on Levin soil (M Todd) 2.3 Industry Partnerships The Industry Partnership activity arose from the One Plan, but also formalised a number of activities and relationships that were already underway. The aim of this activity is to support initiatives that raise awareness of sustainable land use. Usually this support involves staff time but this activity also includes a significant amount of external expenditure, mostly in the form of sponsorship or subscription to organisations. Sponsorship/subscriptions are currently provided to: Ballance Farm Environment Awards - $25,000 (plus 200 hour internal $16,000). We are currently negotiating a new partnership agreement, providing a commitment for a further two years to this programme; Poplar and Willow Research Trust - $23,000 and pole levy $3,000. Recently a new funding agreement was entered into, providing a commitment to a further four years to this research work; 10

11 Actions and Expenditure Forest Research Programmes - $3,000. This commitment to dryland eucalyptus research ends this year; Middle Districts Farm forestry Association - $3,000 to sponsor and provide input into the national conference to be held in Feilding; and Sustainable Farming Fund Programmes no commitments at this stage. Fertiliser and Lime Research Workshop Landwise These organisations also receive varying amounts of in-kind support through staff time. Other groups and organisations supported include: Beef and Lamb New Zealand, Middle Districts Farm Forestry Association, Land Managers Group, Land Monitoring Forum, New Zealand Association of Resource Management (NZARM), Sheep and Beef Environment Group, fertiliser interests, farmer discussion groups and various industry research organisations. This activity will continue to focus on supporting a range of initiatives as well as taking a more direct involvement with industry groups that wish to develop codes of practice. Programmes being supported will be reviewed periodically to ensure they are providing value. This work area is largely about supporting Horizons profile regionally and nationally. Support for the science initiatives (i.e. the Sustainable Farming Fund (SFF) or Envirolink) are coordinated with the Science Team. The main focus of this activity will be: Support to the annual Ballance Farm Environment Awards (BFEA) programme through sponsorship and staff support; A new partnership agreement has been signed, this slight change of emphasis suggests the trust that runs the awards is looking to involve it s regional partners more. Our staff are represented on the local management team and have very good input to the local organisation; Support the Poplar and Willow Trust through subscriptions and staff support. This includes staff membership on the technical committee, and financial and administrative support directly to run the trust, for which we are reimbursed. The new subscription for the next four years provides some security of funding to the research work needed for poplar and willow material; Provide support to Beef and Lamb NZ projects, including its Land Environment Plan activity as appropriate, and look to develop a partnership to provide Land Environmental Plans/Environmental Plans outside of the SLUI target catchments; Develop an ongoing relationship with Massey University on its hill country experimental farm at Tuapaka; Support SFF projects as appropriate; Support forestry industry research where appropriate to our region; Sponsor the Middle Districts Farm Forestry Association national conference. Horizons will provide a speaker to the main session and will run a field trip looking at forestry and land use issues in the region; Support industry staff development through New Zealand Association of Resource Management (NZARM); Provide senior staff with membership of the Land Managers Group Special Interest Group (SIG), to support Regional Council Land Managers; Provide senior and qualified staff to the Land Monitoring Forum SIG; Malcolm Todd is a member of the LUC Technical Advisory Group and the LMF Erosion monitoring group; and Support industry Codes of Practice (COP) as they are proposed. 11

12 Actions and Expenditure Table 5: Summary of Expenditure (Industry Partnerships) Internal Hours Staff time 525 Table 6: Overall budget down by $1,144 or 1% from Expenditure Activity External Internal Expenditure $ Expenditure $ Revenue $ Funded By Rate Revenue$ Industry Partnerships 80,170 56, ,773 12

13 Actions and Expenditure Figure 1: Industry Partnerships: Ballance Farm Environment Awards 2016, Winners montage 13

14 Actions and Expenditure 2.4 Nurseries The landscape for nursery management is changing rapidly. In last years Operational Plan our focus was running Council nurseries to supplement supplies of erosion material consistent with those of commercial suppliers. This year we are facing the loss of our two major commercial suppliers and one more has indicated they will cease production within the next two to three years. We are now faced with a scenario of Horizons being the main source of supply supplemented by small commercial growers, farm nurseries, and our regional neighbours, who always aim to supply their own ratepayers as a priority. The Council owned or leased nurseries in Ruapehu, Rangitikei and Tararua districts are now vitally important in maintaining pole production for Environmental Grant and SLUI work programmes. We are faced with the need to increase production from our major nursery (a leased operation in Woodville), this will mean we will need to invest in capital and contractors to ensure supplies. A business case outlining the options regarding our future role in pole supply and demand, and council owned or operated nurseries will be presented to council this year. The decision made three years ago to lease land in an existing nursery (Murrays Nursery, Woodville) and contract an experienced nursery manager (David Murray) to grow poles for us has worked very well to date but as noted above, the need to grow the production, and to ensure supply means we will need to increase our commitment to this nursery. Demand for pole material continues to grow, largely out of our SLUI programme but also as a result of enquiries following the June 2015 storm. Winter 2016 pole demand is around 35,000 38,000 poles, well up on our pre SLUI demand of around 10,000 12,000. We had a target to produce 30,000 three meter poles annually by 2017, this was ambitious (without a large injection of capital and labour), current projections are around 17,800 poles in 2017 and 29,900 in With major planting projects being undertaken through SLUI, the nursery is also used as a trading account to buy in tree stock, sleeves for poles and chemicals for release spraying, and on charge to either landowners or our own plantings. These transactions are cost neutral. In this years budget we had predicted a slight profit from the trading of pine seedlings, this is unlikely to occur as we expect to break even on sales of around 150,000 seedlings. The aim of the nursery account is to break even. It is extremely difficult to run poplar and willow nurseries as a profitable enterprise and the nurseries we run lack the necessary size and infrastructure to be run on a fully commercial basis. The nursery budget for financial year covers the following three stand alone projects to allow each area s performance to be monitored: Trading of poles and sleeves with products purchased by Horizons and sold on to landowners. The purchasers are largely those involved in Environmental Grant or SLUI projects. This area should make a slight profit; Growing poplar and willow poles in Horizons-owned and contracted nurseries. This includes costs to increase production in a number of nurseries in order to meet the growing demand for poles as a result of the SLUI. This area is usually expected to make a slight loss, last year it made a profit and may do so again this year; and Trading pine and other tree species. The purchasers are largely those involved in Environmental Grant or SLUI projects. This area should break even. The main focus of this activity will be: Operate nurseries to support erosion control programmes with sales of at least 12,500 poles. Supplement our own grown material with another 19,000-20,000 commercially grown poles. The overarching aim is to match pole supply with demand; Continue to expand, upgrade and renew nursery stocks, within the existing budget, with the aim of producing 30,000 three metre poles from our own supplies by This will require investment in infrastructure (water) to ensure pole growth and extra contracting costs which are included as Capex items. 14

15 Actions and Expenditure Run to budget with the aim to break even (the nursery ran at a slight profit in both of the previous two financial years); and All saleable material sold (note our aim is to supply 3.0m poles to farmers, often we will cut to waste slightly smaller material and a large amount of m stakes, we are endeavouring to find a market for this material and sell it at a rate which will at least offset the cost of cutting and disposing of it). Table 7: Summary of Expenditure (Nursery Forest Trading) Internal Hours Staff time 0 Table 8: Activity External Expenditure $ Expenditure Internal Expenditure $ Revenue $ Funded By Rate Revenue$ Forestry trading 55, ,000 (7,000) Table 9: Summary of Expenditure (Nursery Poplar Trading) Internal Hours Staff time 0 Table 10: Activity External Expenditure $ Expenditure Internal Expenditure $ Revenue $ Funded By Rate Revenue$ Poplar trading 260, ,725 (15,475) Table 11: Summary of Expenditure (Nursery Management) Internal Hours Staff time 250 Table 12: Activity External Expenditure $ Expenditure Internal Expenditure $ Revenue $ Funded By General Reserve Use Rate Revenue$ Nursery 163,050 18, , ,000 Management NB: * 1 Reflects the net movement in stock capitalisation Table 13: Summary of Expenditure (Nurseries) Internal Hours Staff time Table 14: Activity Nursery (combined) 250 External Expenditure $ Expenditure Internal Expenditure $ NB: * 2 Reflects a forecast operating surplus of $1,764 Revenue $ Funded By General Reserve Use Net rate Surplus / Deficit 478,300 18, ,639 0 (1,764) 15

16 Actions and Expenditure Note: as the nursery is a general rate funded activity any profits or surplus at year end is transferred to organisational general reserves. There is therefore no ability to build up reserves for years when losses may occur. However, the nature of a biological system relying on landowner demand for materials means there is a high chance that at various times losses will occur due to disease, pests, drought and / or landowner incomes etc. These are all risks that may affect the slight profit the nursery is expected to generate this year. 16

17 Actions and Expenditure Photo 3: Pole harvest Bulls nursery winter 2015 (photo John Jamieson) 17

18 Actions and Expenditure 18

19 3 Targets and Summary Expenditure 3.1 Summary Expenditure The Annual Plan indicates project group costs of $1,014,467. This expenditure is shown by activity in the table below: Table 15: Summary expenditure Activity External Expenditure $ Expenditure Internal Expenditure $ Revenue $ Funded By Rate Revenue$ Regional and Coast 8, , ,599 E-grants 80,000 80,000 Soil Health 25,600 39,620 65,220 Industry Partnerships 80,170 56, ,773 Nursery (combined) 478,300 18, ,639 (1,764) Total 672, , , , Targets Realistic targets are difficult to set for activities that are a mix of promotion, information, advice and assistance. The following Operational Plan targets have been set, with the Annual Plan targets highlighted in bold font: Table 16: Summary of Targets Activity Regional and Coast Soil Health Industry Partnerships Nurseries Targets 1. Produce five Environmental Plans per year. 2. Manage Environmental Grant programme to carry out 50 projects or spend all the grant allocation ($80,000). 3. Target 150 ha of land improvement projects through Environmental Grant assistance. 4. Manage the consent process for vegetation clearance within the Regional and Coastal zones; if consent is required it is to be produced within five working days. 1. Run two Soil Health workshops per year to inform and encourage sustainable use of soils within our region. 2. Produce two Soil Health plans per year to provide wider appreciation of sustainable use of soils within our region. 3. Implement the SOE monitoring programme and report the results of previous monitoring. 1. Provide support for at least four Industry Partnership initiatives that will promote sustainable land use in our region. 2. Commit funding to the New Zealand Poplar and Willow Trust. 3. Commit funding and support to the Ballance Farm Environment Award programme within our region, resulting in award winner and winner field day. 1. Operate Council nursery and source additional commercial material to deliver 32,000 poles (poplar and willow) to erosion control programmes - Council target 12,500 poles - Commercial target 19,500 poles 2. Purchase and resell nursery material in support of land management activities within the region. 3. Provide technical support to the New Zealand Poplar and Willow Trust. 4. Provide sites suitable for trial and bulking new poplar and willow clones as provided by the New Zealand Poplar & Willow rust.. 19

20 Targets and Summary Expenditure 3.3 Environmental Grant Regional and Coast Funding of work programmes is provided through the Environmental Grant Programme (E- grant). The aim of the E-grant is to support and encourage work to be done on erodible land. In providing grant money Horizons can influence the work carried out in a number of ways: At the base level the grant may provide the impetus to get some work done; It may encourage farmers to do more or complete programmes at a faster rate; and It may offer enough incentive to improve the technical quality of the work, through planting at appropriate spacing, use of better species, greater setbacks etc. In the past E-grant funding through the Land Team has supported a mix of works in a variety of landforms (biodiversity, water quality, erosion control on dairy, sheep and other farm types or land uses). Now the land E-grant is more specifically targeted at soil/land/erosion issues on farms or areas that do not figure in priority areas as outlined in the One Plan (Hill Country Erosion Zone/SLUI, WCS. Land E-grant projects carried out in included: 47 project applications to land works, including 3 transferred to Freshwater and 1 each to SLUI, WCS and the government resilience package; 5 school dynex sleeve recycling projects 52 projects which, if all went ahead, would have required a grant allocation of $88,139; 41 projects were completed, 36 E-grant and 5 schools 41 projects resulted in 33,130 trees planted, 2,412 poles, 5.5 km of fencing and 118 ha of work completed; and The final 41 projects had a grant cost of $47,624. The area of land treated was well below the Annual Plan target (118 vs 150 ha), this reflects the difficulty of allocating areas to work programmes, there were less afforestation and retirement projects completed, these projects tend to give the greater aerial coverage. The Land E-grant projects for have the same grant allocation of $80,000 and the same broad targets as before. Management of the allocation of funds is always a delicate balance in order not to over-approve and have more funds requested than available, against the knowledge that because some jobs do not go ahead, there are savings in the budget for jobs that are approved. In order to spread the grant allocation as widely as possible there are a number of rules governing allocation: The work types eligible for grant are limited and outlined in protocols; The grant rate is to be up to 30%. In exceptional circumstances this can be exceeded but only with sign off of a senior officer; The maximum grant allocation per project is $10,000; Approved projects will be paid out on actual and reasonable grant cost up to, but not exceeding, the approved amount; First priority for approval goes to projects with an environmental plan (this is to encourage long-term planning rather than one-off projects); and Currently (18 July 2016) there are 26 approved projects with a grant cost of $45,

21 4 Reporting 4.1 Bi Monthly Provide reports to the Catchment Operations Committee reporting of SLUI, Regional and Coast and Whanganui Catchment Strategy. These reports provide an update of the progress against the targets as agreed in this Operational Plan (or as presented in the Annual Plan) along with a general update on activities being undertaken and any new issues as they arise. 4.2 Annual Report Reporting to Council: Report against targets as set out in the Annual Plan. 4.3 Community Plan Report against Community and Annual Plan targets. 21

22 Reporting 22

23 5 Appendices 5.1 Supporting Maps Map 1: Land Management Zones 23

24 Appendices 5.2 Environmental Grant Locations Map 2: Location of environmental grants

25 Appendices 25