Strategic Plan

Transcription

1 Strategic Plan

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3 Introduction Lake Taupo is one of New Zealand s national treasures. Despite that the health of the lake is threatened by urban and rural land development that increases the amount of nitrogen reaching the lake and reducing the quality of lake water. A partnership comprising Central Government, Ngati Tuwharetoa, Taupo District Council and Environment Waikato has prepared a management regime to protect the quality of Lake Taupo. The management regime contains regulatory and non regulatory methods to protect the lake. A key non-regulatory method of the management regime is the establishment of a public fund of $81.5 million to reduce nitrogen levels in the lake by 20 per cent by The public fund is to be collected over a period of 15 years with the cost being shared by all New Zealanders via central government (45 per cent) ratepayers of the Waikato region (33 per cent) and Taupo District residents (22 per cent). The Lake Taupo Protection Trust is a charitable trust formed to administer the public fund and has the responsibility for effectively and effectively reducing nitrogen levels entering Lake Taupo by 20 per cent. The Trust reports to a Joint Committee comprising equal membership from Central Government, Ngati Tuwharetoa, Taupo District Council and Environment Waikato. The Trust has flexibility in its operation and how it achieves its goals subject to guidance from the funding agencies. The strategies within this document rely on the concept identified by the Trust of Te wai, te iwi (the water, the people). To be successful in safeguarding the lake we will be dependant on the actions and goodwill of a large number of people including businesses, landowners, government agencies and the wider community. The concept of Te wai, te iwi therefore becomes a key driver of both what we do and how we will operate. 1

4 Why we exist To leave future generations a cleaner lake and sustainable land uses in the catchment compatible with that aim. How will we know if we Demonstrate ongoing reductions in nitrogen levels from land uses to have been successful at least 20 per cent of present levels by Key strategic operating themes In order to achieve the vision we will operate as a Purchaser of Facilitator of Enabler of Communicator nitrogen/land joint ventures others to act and advocate Our key challenges are There are no precedents to the role of the Trust therefore the Trust will operate as a pathfinder. The Trust will be operating in a climate of uncertainty on a number of science issues, the effect of the Regional Plan Variation on land values and the process for determining true Nitrogen purchasing costs. The Trust has an overriding role of achieving manageable nitrogen reduction. It has no direct social role but must however be aware it is acting in a major change management role affecting people and their livelihood. Responses to key challenges Being able to acquire land or nitrogen within the budget available. The Trust will be flexible, inclusive, innovative and open to opportunities. The Trust will act and engender a partnership approach based on interdependence. The Trust will seek joint ventures to introduce and maximize the creation of value added business into the catchment while reducing nitrogen production. The Trust will act fairly at all times and offer a genuine realistic option for nitrogen or land purchases. The Trust will continue to take expert advice when necessary on scientific matters. What people will say about us They get results. They treat people fairly. They keep us informed on what they are doing. They will listen to any idea. 2 They are leaders at what they do. Note: Appendix 1 outlines administration strategy

5 We purchase nitrogen How? By buying nitrogen direct in varying forms. By buying land, reducing nitrogen levels and re-selling with measures in place ensuring perpetual depletion of nitrogen. Why? Challenges? Meets intent of Trust Deed and Funding Deed and is considered the quickest and most direct way of reducing nitrogen and changing land to more environmentally sensitive uses. High cost of land depleting Trust fund sustainability Need to act strategically to ensure efficient use of Trust funds. Purchased land is likely to devalue due to nitrogen reducing strategies. No price for nitrogen set and will likely fluctuate. Farm owner perception that it is not a good option to sell to the Trust. For the Trust the real cost of nitrogen is the difference between purchase and selling cost which is difficult to predict. Every property is different and will require flexibility in approach. Responses Put in place a purchasing strategy to assess potential land purchases and ensure effective use of Trust funds. Search for potential secondary purchasers before buying to forecast likely nitrogen costs. Actively seek innovative and best value nitrogen reduction proposals through the use of tendering for proposals. Position the Trust as the preferred first purchase option to catchment farm owners. Develop example business plans which seek to combine carbon mitigation with nitrogen reduction and marketing advantages of Lake Taupo connections. We will be successful if All land purchases are strategic in nature. We are seen to have introduced value added business into catchment. Land owners actively promote benefits of dealing with the Trust. Responses to any tendering process demonstrate innovative and cost effective solutions. 3

6 We will facilitate nitrogen reduction How? Actively seek business partners for land conversion. Market and demonstrate business opportunities to local, national and international investors. We will take on joint ventures where effective decline in nitrogen and cost effectiveness is apparent. Position the Trust as an effective facilitator working between business, Taupo District Council, Environment Waikato and land owners to get things done. Why? Is an effective and cost efficient method of achieving aims of the Trust. We believe that there is significant investment value in combining carbon offsetting, nitrogen reduction and the value of Lake Taupo as a marketing opportunity. Challenges Businesses not ready to invest in carbon offsetting strategies due to uncertainty of legislation. There is no precedence for purchasing nitrogen in the catchment. Lack of knowledge within wider business community of opportunity that exists. Existing landowners not positioned to see or maximize opportunities. Environmentally sensitive and economically viable businesses at present only seen as forestry and residential sub-division. Responses Work with Taupo District Council, farm ownership groups, tourism, local businesses and business advisory groups in identifying investment opportunities. Be flexible and innovative to any idea. Actively consult and seek joint ventures with all major landowners using a variety of techniques including tendering for proposals. Construct various cost effective written scenarios to combine carbon offsetting with nitrogen reduction to demonstrate opportunities. Demonstrate an early win/win business deal to showcase and get momentum. We will be successful if More environmentally sustainable investment comes into catchment. The Trust is seen as a go to to facilitate investment. Major landowners see Trust as ongoing business partner. We are viewed in market and in the catchment as flexible, innovative and good to do business with. Trust funds are seen as the catalyst for change rather than the predominant funding. 4

7 We will enable nitrogen reduction to take place How? Invest in research to achieve viable alternative low nitrogen land uses. Invest in education to farm owners and others in farm management technologies which reduce nitrogen. Invest in active farm demonstration models in nitrogen reduction technologies. Fund nitrogen benchmarking to establish Nitrogen Discharge Allowance (NDA) and achieve a basis for the Trust to measure and fund nitrogen reduction. Invest in business development research which evaluates alternative land uses and their economic viability. Why? Efficient use of Trust funds to determine more cost effective ways of reducing nitrogen. Use of fund will stimulate scientific research. Any successful results can benefit New Zealand. Challenges Any new research has risk of failure therefore wasting Trust monies. Research may not be practical or supported by farmers. Education falls on deaf ears. Benchmarking shown to be inaccurate or fails in the Environment Court. Research could be already duplicated by others. Responses Establish effective and robust methodology and expertise in assessing research proposals. Involve farming groups in assessments. Use tendering process to search for proposals. Develop funding partnerships approach with other funders. We will be successful if Farming groups support research approvals and actively participate. Business development assessments highlight economically attractive viable business options which have low nitrogen reduction. High number of quality research applications are received. Any research funded by Trust can show direct nitrogen reduction outcomes in catchment. 5

8 We will communicate to win hearts and minds of public, business and key stakeholders How? We will invest in ongoing active communication as a key strategy and integrate it into how we do business. We will look to publicize and recognize partners in achieving our aim. Why? Successful businesses are successful communicators. We administer a public fund and the public have a right to be regularly informed of Trust business. Success of other strategies highly dependent on wide communication. Our ability to advocate on issues is closely linked to our communication. Challenges Overload of information in today s society may swamp our communication. Need to ensure consistent and appropriate messages and act collectively as one Trust. Responses Develop communication plan with key themes. Customise communication to meet audience needs. Maximise relationship with media and respond quickly to their needs. Ensure communication plan is linked to key audiences to achieve other strategies and find opportunities. We will be successful if We receive business approaches after information campaigns. The wider community in Taupo understands and feels informed about the Trust activities. Potential partners see benefit of association with Trust due to our communication profile. Our key partners report good knowledge of Trust activities. Our other strategies are successfully supported by communication plan. 6

9 Appendix The Trust will act as an efficient Administrator How? The Trust s business functions will be designed and measured against best practice business processes. All business operations will be transparent and strategically driven with results fully available to key funders and general public. Why? The Trust is a Council Controlled Organization (CCO) and must meet public accounting and accountability standards. The Trust must show alignment and achievement against the Funding and Trust Deeds. The Trust wishes to develop an operating climate of innovation, best practice and be results orientated. Challenges The Trust has numerous public reporting requirements requiring time and resources to fulfill. Administration costs need to be minimized. The climate of uncertainty the Trust administration is required to operate requires flexibility and effective change management processes. Responses Maximize delegation powers from the Trust to staff for normal operation procedures. Maximize use of skills of trustees as a resource. Ensure all business processes are strategically aligned. Develop annual business plans to provide detailed delivery of strategic delegation. We will be successful if Our funding partners report satisfaction with Trust operation. All our key audit and reporting requirements are met. The operation of the Trust meets business excellence standards by November Administration and operating costs are kept at a minimum. 7

10 Lake Taupo Protection Trust - Who we are John Kneebone, Chairman, Cambridge Jerry Rickman, Deputy Chairman, Hamilton John Hura, Turangi Sue Yerex, Turangi Colin Horton, Hamilton 8 Gerald Fitzgerald, Wellington

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12 For further information contact: Graeme Fleming Chief Executive Officer Ph: Cell: Marion Peck Trust Secretary Ph: Beale Street Cnr Von Tempsky & Beale Streets Hamilton East PO Box 4177 Hamilton East