Purchase of Crown Assets

After moving to the Amuri Basin in 1983, Norm developed a 1000-acre property from dry land to border dyke. The district faced severe droughts from 1980-83, making water access crucial. While most farms were partly developed with raw border dyked land, only a few were able to receive water from the Amuri schemes developed in the late 1970s. Escalating construction costs, inflation and declining farm gate prices meant that farmers could not afford to pay the water charges and development slowed as it became more unaffordable for farmers.

“When the schemes were set up, the Waiau was meant to have a supply cost to farmers of $13.50/ha a year. Cost overruns took that to a massive $160/ha that no-one could afford,” says Norm.

Observing the impact on his fellow farmers, Norm joined the Amuri Plains Irrigation Committee, a group of like-minded farmers concerned about the future of farming in the Basin, to address the escalating water charges. As a liaison he was charged with representing the viewpoints of his neighbours.

In 1985, the Committee, with Norm acting as Farmer Liaison, began a long process of lobbying Central Government for more sustainable water charges. The following year Cabinet initiated a review of all community irrigation schemes. This review suggested that the selling these schemes might solve the ongoing problems created by them.

In 1987, the Government offered farmers the chance to buy the schemes. Norm led negotiations with Treasury, a process fraught with problems as the three Amuri schemes were given a value of $22-26M by Treasury - an amount that farmers could simply not afford. The Committee insisted that these works had no value if irrigators could not afford to pay the water charges.

“The Crown wanted the farmers to be the owners but the message they gave us was that they would find other buyers if they had to,” Norm says. “In fact, on a discounted cashflow basis, it was not producing any money. There was never a very big figure dropping out as profit.”

“Lambs were $15, and wool was $3. These figures are etched on my mind as they were the figures put into the Treasury model to formulate a starting price for negotiation. Dairy and deer were excluded because they covered less than 10% of the area. How things have changed!”

When the sale of the larger Lower Waitaki scheme was agreed in June 1989 for $960,000, Norm knew he had the leverage to force the Crown to acknowledge the Amuri schemes were worth less. It had taken nearly two years, but his efforts resulted in a deal being made in October 1989, to sell the assets for $580,000 plus liabilities, ensuring control over future water supply for the Basin's farmers.

“It was the best step we could have made… giving Amuri farmers control,” says Norm.

The sale of the Waiau Plains, Balmoral and Waiareka Downs irrigation schemes to the newly formed Amuri Irrigation Company became official on 8 August 1990.The initial water charge was set at $28/ha. With farmer confidence regained, banking confidence followed, and dairy growth accelerated. In 1990 there were nine dairy farms in the Basin. Two years later that number had grown to 36. 

Establishment of Amuri Irrigation Company

Amuri Irrigation Company Limited (AIC) was formed in 1990, wholly owned by farmer shareholders. Norm was appointed one of seven inaugural Farmer Directors, while also volunteering to act as Company Secretary (1990-1993). Norm became Board Chair in 2001 and would hold that position for the next 16 years.

Norm was instrumental in the strategic development of the Company. He implemented policies that ensured transparency, accountability, and best practice. This established a solid reputation for integrity and reliability in the industry, fostered a culture of excellence and good governance, and set a strong foundation for the company’s long-term success.

“It was established that all costs would be shared and paid for by AIC and no individual accounting to individual schemes would take place. We believed that over time any inequities would balance out… and that a major strength was in AIC acting together rather than as three separate entities,” says Norm. “Farmers found the security they had always sought.”

The one-company approach proved to be very successful. The scale of the operation provided efficiencies for farmers and brought the community together. Over time, following AIC’s example, there have been several schemes that have merged to create scale and cost efficiencies for shareholders.

Norm effectively acted as an Executive Chair, as there was no management structure in place. He oversaw day-to-day scheme operations and company administration as well as being significantly involved in water resource management processes. In 2013, Norm led the Company's expansion, appointing new roles to meet growing regulatory demands and align with his infrastructure vision.

“I felt we needed dedicated resource to push us in the right direction as we worked on our vision and strategy,” Norm explains.

His decisions considered the expectations of the wider community, necessitating a more professional approach.

“Norm’s knowledge and experience was invaluable when I took on the role with AIC. He had tremendous vision, and with his guidance and support we managed to make significant progress. He could command a room in a public or shareholder meeting and always spoke with authority and detailed knowledge. I was very fortunate to work closely with Norm in my first years in the role, benefitting not only his wisdom but his calm and measured approach to negotiating any challenges that arose AIC. The community of the Amuri Basin continues to benefit from Norm’s commitment over many years.”

-  Andrew Barton, CEO of AIC 2013-2023. Andrew was appointed by Norm as AIC’s first General Manager and worked beside him through to Norm’s retirement.

Much of his time as Chair saw him advocating for AIC’s shareholders. During his tenure he challenged regulators on conditions for irrigators in legislation including the Hurunui River Management Plan, Flow and Water Allocation Regime for Hurunui River, Waiau River Environmental Flow and Allocation Plan, Canterbury Water Strategy, Canterbury Water Act, Hurunui Conservation Order, Zone Implementation Programme and Hurunui Waiau Regional Plan. He attended monthly Zone Committee meetings throughout his tenure, ensuring that AIC was well represented in discussions.

Environmental Leadership

In 2005, in response to criticism from Environment Canterbury suggesting by-wash from dairy farms was polluting the Pahau River, Norm led the formation of the Pahau Enhancement Group, bringing together 10 community representatives with the resource care department of Environment Canterbury

After developing the group’s Charter, Norm guided the group to implement a community-based action plan that significantly reduced phosphorus and E.coli levels. This included commissioning scoping reports for farms whose farming systems were at higher risk of discharging water into the Pahau.

“From there, we worked with each farm to produce an irrigation management plan detailing how runoff water would be dealt with on that farm,” says Norm. “I wanted to take runoff water right out of the contamination equation”.

A timeframe of three years was agreed, and progress was independently audited at the end of each season.

The group’s efforts were recognised in 2008 when they were awarded the Environment Canterbury Resource Care Award in the Community category. In commending the group, the judging panel highlighted the extensive collaboration between farming properties and Amuri Irrigation Company.

Norm's vision laid a solid foundation for the group's success. In 2017, shortly after Norm's retirement, the group received the Most Improved River award at the New Zealand River Awards. This top honour recognised the river's significant decline in E. coli levels over the past decade, achieving an annual reduction of 15.6%.

Conversion to Pipe

One of Norm’s final tasks as Chairman was to authorise an $85 million upgrade of the irrigation schemes, replacing the open race network with a pressurised pipe system. This upgrade, completed in 2017, extended the irrigated land area and ensured future efficiency and sustainability. Energy demands were significantly reduced and the anticipated requirement for future water storage was halved.

Discussions about upgrading to a pipe system began in the early 2010s. Facing aging infrastructure and recognising new irrigation techniques and efficiencies, Norm initiated feasibility studies and gauged shareholder interest before commissioning Beca to create a concept design in 2014. The design showed promise for Waiau and Balmoral but not for Waiareka due to insufficient fall.

"The success of piping depended heavily on selling the water gained to offset project costs, so we extended the scope significantly over the following year," Norm explains.

Norm played a crucial role in securing shareholder approval for the project to proceed. At a Special Shareholders Meeting in 2016 the shareholder vote was “overwhelmingly in favour.”

“I had no doubts at all that the project would be an outstanding success because our cooperative philosophy was retained… no one was severely disadvantaged on a cash flow basis, and we achieved the greatest use of our water consents over the largest possible area.”

In 2012, Norm initiated the implementation of an audited Farm Environment Plan self-management programme.

“The programme was an essential tool to show the wider community that farmers were using our water resource efficiently and minimising the effects of nutrient leaching and runoff on waterways,” he says.

This innovative approach lacked precedent. A proposal submitted to Environment Canterbury received 10 pages of feedback and the initial round of auditing in only 10% of farms receiving an A grade. However, this marked the beginning of a trajectory, and by 2024, 84% of farms achieved this highest rating.

Norm’s vison for the programme stretched beyond AIC’s shareholders. Recognising that the best possible outcome for the region was to work as a collective, membership was extended to include independent irrigators on the upper Waiau and Hurunui Rivers, from Hawarden to Hanmer Springs.

Always forward-thinking, Norm advocated for incentive systems in a 2007 interview with Dairy Exporter magazine, promoting individual action by farmers to improve environmental standards. Today, 17 years on, AIC's Amuri Basin Future Farming Project is actively developing a financial incentive to drive environmental outcomes.

Generating Revenue and Ensuring Reliability

In 2002, Norm prepared the Prospectus that led to the issue of 391 C shares. In 2015, he successfully negotiated the issue of 1000 shares to Ngai Tahu Farming, solidifying their position as the company’s largest shareholder.

From early on, Norm was looking ahead to complementary revenue avenues, such as hydropower. In 2010 he signed the first agreements with companies investigating power generation on the Waiau and Hurunui Rivers. This strategic focus on hydropower continued throughout his tenure.

In 2011 Norm authorised investment in the Hurunui Water Project.

“Investment is always speculative, but if the project is successful, it will give AIC the right to be involved at the ground floor on a project which has the potential to the most economic means of providing improved reliability for the Balmoral scheme”, he said at the time.

In conclusion, Norm's visionary leadership and commitment have been instrumental in the success of the Amuri Irrigation Company and the long-term resilience and sustainability of the Amuri Basin community. Norm retired from the Board in 2016, concluding 26 years of dedicated service. Through his tireless efforts, Norm has earned the respect and gratitude of his peers, making a lasting impact on the community he deeply cares about.