Agenda of Ordinary Council Meeting

New Zealand Taxpayers Union

We note the Government’s deadline in the coming days for your Council to indicate whether it will participate or ‘opt out’ of the Three Waters proposals. You will likely hear from many of our members and supporters as you finalise this decision this week.

13. Once the decision is made, we would like to know your Council’s response (ideally in the form required by the DIA/the Government). We request this under the Act.

14. We also request the following information under the Act:

(a) which elected officials indicated support, via a vote or other means, for and against your Council’s participation in the programme (or a link to the relevant minutes);

(b) whether your Council accepts as accurate the Government’s claimed economic benefits (and if not, details of what you consider to be wrong). We understand, for example, some councils have commissioned independent reviews of the Government’s claims relating to benefits for your community. We would like to see the conclusions and advice tendered to councillors on these peer reviews so that we may make it available to our supporters who live in your community;

(c) how many staff would likely be made redundant if your water assets were transferred to one of the new proposed water entities; and

(d) whether rates would be decreased as a result of the reforms and by how much (for average residential rates is ideal, but any advice or calculations you can provide would be appreciated).

15. If the answers to (b), (c), and (d) above are not available, please tell us what figures and information was provided to Councillors in coming to their decision on your council’s participation in Three Waters or otherwise.

1. The Financial Impact and Risk reports to the Wastewater Treatment Plant Upgrade Governance Group as referred to in the Wastewater Treatment Plant Upgrade Update from the Infrastructure and Services Committee Agenda dated 2 June 2021.

2. The Financial Impact and Risk repo1ts to the Wastewater Treatment Plant Upgrade Governance Group as referred to in the Wastewater Treatment Plant

Upgrade dated 4 August 2021.

Requests not closed yet.

Ordinary Council Meeting Minutes

25 August 2021

DRAFT

MINUTES OF Carterton District Council
Ordinary Council Meeting
HELD VIA ZOOM ON Wednesday, 25 August 2021 AT 1:00pm

PRESENT: Chair Mayor Greg Lang, Councillor Robyn Cherry-Campbell, Councillor Steve Cretney, Councillor Brian Deller, Councillor Jill Greathead, Councillor Russell Keys, Councillor Rob Stockley, Councillor Dale Williams

IN ATTENDANCE – COUNCIL STAFF

Geoff Hamilton (Chief Executive), Kelly Vatselias (Corporate Services Manager), Dave Gittings (Infrastructure, Services and Regulatory Manager), Geri Brooking (People and Wellbeing Manager), Glenda Seville (Community Services and Facilities Manager), Elisa Brown (Communications and Engagement Advisor), Serah Pettigrew (Democratic Services Coordinator), Matt Chapman (Project, Contract and Procurement Officer), Sheree Dewbery (Executive Assistant to Mayor and Chief Executive), Anna Neilson (Destination Wairarapa), Kristy McCarthy (Community Development Team Leader)

1 Karakia Timatanga

Ten seconds applaud in the acknowledgement of the essential workers within the community during Covid lockdown.

The meeting was opened by a Karakia lead by Cr Rob Stockley

2 Apologies

There was an apology received for Rebecca Vergunst for absence.

MOVED

Cr Dale Williams / Cr Brian Deller

CARRIED

3 Conflicts of Interests Declaration

Mayor Greg Lang, item 7.3 Approval Changes for the Mayor’s Claims and Expenses abstained from voting.

4 Public Forum

Roger Boulter, Carterton resident addressed the council on the Governance issues. He spoke about the Wairarapa Times Age impled Council is a divided Council, concerned about what was reported and what occurred was a breach in the code of conduct, and concluded that some things should be confidential.

5 Youth Council views on agenda items

Community Services and Facilities Manager provided an update; Bailey from Masterton is now working actively with youth council, and Tammy working alongside her. Youth council is looking at doing some advisory groups.

6 Confirmation of the Minutes

6.1 Minutes of the extraordinaty Ordinary Council Meeting held on 30 June 2021

MOVED

That the Council:

Receives that the Minutes of the Extraordinary Ordinary Council Meeting held on 30 June 2021 are true and correct.

Cr Robyn Cherry-Campbell / Cr Jill Greathead

CARRIED

6.2 MINUTES OF THE ORDINARY COUNCIL MEETING HELD ON 12 JULY 2021

MOVED

That the Council:

Receives that the Minutes of the Ordinary Council Meeting held on 12 July 2021 are true and correct.

Cr Steve Cretney / Cr Dale Williams

CARRIED

7 Reports

7.1 RELEASE OF PUBLIC EXCLUED MINUTES FROM EXTRA ORDINARY COUNCIL MEETING 12 JULY 2021

Purpose

For the Council to move the report and minutes from the extraordinary council meeting held on 12 July 2021 out of Public excluded.

RECOMMENDATION

That the Council:

1. Agrees to move out of Public excluded

MOVED

That the Council recommends amending this to:

Agrees to move the minutes of the Public Excluded meeting 12 July 2021 out of Public Excluded.

Cr Rob Stockley / Cr Jill Greathead

CARRIED

7.2 WAIRARAPA WALKING FESTIVAL 2022

Purpose

The report provides Council with the background to the Wairarapa Walking Festival and recommends an approach for supporting an event in 2022.

MOVED

That the Council:

1. Receives the report.

2. Agrees to Option 1, to support a Wairarapa Walking Festival 2022 providing a walking festival across Wairarapa, subject to the provision of external resource for planning, managing, and administering the project. Council’s contribution as outlined above.

Cr Steve Cretney / Cr Robyn Cherry-Campbell

CARRIED

7.3 APPROVAL CHANGES FOR MAYOR'S CLAIMS AND EXPENSES

Purpose

For the council to approve the new approval process for the Mayor’s claims and expenses as recommended by the Audit and Risk Committee.

MOVED

That the Council:

1. Receives the report.

2. Agrees to the amended approval process for the Mayor’s claims and expenses, of approval by the Deputy Chair of the Audit and Risk Committee, and the Chief Executive.

Cr Dale Williams / Cr Rob Stockley

CARRIED

7.4 LOCAL GOVERNMENT OFFICIAL INFORMATION AND MEETINGS ACT REQUESTS

Purpose

To inform the Council of the number of requests under the Local Government Official Information and Meetings Act (LGOIMA) 1987 received between 21 June 2021 to 16 August 2021.

MOVED

That the Council:

1. Receives the report.

Cr Robyn Cherry-Campbell / Rob Stockley

CARRIED

7.5 STAFF REPORT

Purpose

To inform Council of officers’ activities since the previous meeting.

MOVED

That the Council:

1. Receives the report.

Cr Brian Deller / Cr Dale Williams

CARRIED

7.6 CARTERTON HOUSING ACTION PLAN

Purpose

The report provides Council with the Carterton Housing Action Plan including the Implementation Plan.

Note: The housing plan to be in the website after end of meeting.

MOVED

That the Council:

1. Receives the report.

2. Adopts the Carterton Housing Action Plan.

Cr Robyn Cherry-Campbell / Cr Brian Deller

CARRIED

7.7 DESTINATION WAIRARAPA QUARTERLY REPORT

Purpose

For the council to receive a report of activities for the quarter ending June 2021.

MOVED

That the Council:

1. Receives the report.

Cr Dale William / Cr Brian Deller

CARRIED

7.8 ELECTED REPRESENTATIVE ACCOUNTABILITY REPORT

Purpose

To provide a report on elected members’ activities since the last Council meeting.

MOVED

That the Council:

1. Receives the report.

2. Notes the elected members’ activities.

Cr Steve Cretney / Cr Rob Stockley

CARRIED

7.9 WATER SUPPLY INVESTIGATION

Purpose

For the Council to consider bringing the allocation of budget for an additional water source options analysis forward to the current financial year.

MOVED

That the Council:

1. Receives the report.

2. Agrees to the bringing forward of the planned options analysis for an additional water source to the current year’s activities.

Cr Steve Cretney / Cr Brian Deller

CARRIED

7.10 APPROVAL FOR REMOVAL OF WAIRARAPA LIBRARY SERVICE OVERDUE FEE'S

Purpose

For the council to approve the removal of the Wairarapa Library Service’s overdue charges and to bring forward the date of the cessation of the Reserve fees as recommended by the Wairarapa Library Service Committee.

MOVED

That the Council/Committee:

1. Receives the report.

2. Agrees to the cessation of overdue fines from 12 October 2021.

3. Agrees to align the date of the cessation of Reserve fees agreed under the Carterton District Council’s 2021/22 Long Term Plan to the 12 October 2021, and update the Council’s Fees and Charges schedules accordingly.

Cr Steve Cretney / Cr Dale Williams

CARRIED

8 Exclusion of the Public

None

9 Karakia Whakamutunga

The meeting was closed with a Karakia lead by Cr Rob Stockley

The Meeting closed at 2:05 p.m.

Minutes confirmed: …………………………………………………

Date: ...................................................

Ordinary Council Meeting Agenda

20 October 2021

7 Reports

7.1 Five Towns Trail Master Plan

1. Purpose

For the council to receive the Wairarapa Five Towns Trail Network Master Plan.

2. Significance

The matters for decision in this report are not considered to be of significance under the Significance and Engagement Policy.

3. Background

The Wairarapa Five Towns Trail Network (WFTTN) project has been around for several years, developed from a concept conceived by the Five Towns Trails Trust to connect Wairarapa’s towns.

The project is strategically aligned with both the Wellington Regional Trails for the Future report 2017 (WRT Framework) and the Wairarapa Economic Development Strategy 2018 (WEDS).

The WRT Framework was adopted in 2017 by the nine councils in the Wellington region, including Carterton, Masterton and South Wairarapa. It provides a clear vision for the Wellington region to become a world class trail-based destination. It forms a framework for prioritising the trails - both existing and proposed, in which the WFTTN has been classified as a signature trail. Signature trails are a small number of outstanding trails that attract visitors and achieve recognition for the region to be a trails destination and provide a focal point for regional residents.

The WFTTN project has been identified in the WEDS as a core visitor and tourism project, and meets the specifications of multi-season, multi -day and regular returns, with some commissionable component.

Governance and management of the WFTTN project sits under Wairarapa Trail Action Group (WTAG). This group is governed by the three local district Councils, with a clear mandate to coordinate trail development and management in Wairarapa. Representation of the group includes Council elected members, Council staff, Destination Wairarapa, Greater Wellington Regional Council (GWRC), Department of Conservation, and various local trails trusts.

In 2019, the three councils allocated funding alongside a grant from Trust House Foundation to prepare the WFTTN master plan. WTAG endorsed the project brief and outcomes including:

• Align key organisations and develop a shared vision

• Determine trail markets

• Ensure connectivity, consistency, and sustainability

• Provide indicative route alignments, assess socio economic benefits, and determine priorities

It is envisaged that the master plan will be used to help attract external investment for trail provision in Wairarapa.

In February 2020, TRC Tourism Limited were engaged to work with WTAG to prepare the WFTTN master plan. Preparing the master plan involved several key steps, including:

• Project Establishment – involved setting up the project team and overall project planning.

• Situation Analysis – Included a comprehensive literature review, market demand analysis, site analysis and best practice case studies.

• Stakeholder Engagement – involved a series of interviews and four stakeholder workshops to obtain views and feedback to help inform the draft Master Plan.

• Site visits and assessment

• Discussions with the Project Team

• Draft Master Plan

• Endorsement from WTAG

• Presentation to the Wairarapa Combined Council Forum

• Presentation to stakeholders

• Presentation to each of the three district councils

In May 2021, TRC Tourism presented the draft master plan to WTAG, who endorsed the plan. Subsequently, in August TRC Tourism gave a presentation to the Wairarapa Combine Council Meeting introducing the plan and outlining the next steps including a stakeholder’s presentation in October, and each of the three councils receiving the master plan at their next available meeting.

4. Discussion

The Purpose and Role of the Master Plan

The master plan has been prepared to bring the WFTTN to life. It outlines how the network can become a reality over the next 10 years and beyond. It sets out a long-term strategic vision aimed to showcase Wairarapa as a destination where regional strengths are connected via recreation trails, for visitors and residents.

The master plan provides the next level of detail down from the WRT Framework and WEDS for the WFTTN. It is only the start of the work and provides the foundation for partners to plan, engage, seek external funding, and develop the WFTTN.

The Layout and structure of the Master Plan

The master plan opens with an executive summary providing an overview then 12 key chapters, including:

· Chapter 1. Introduction

· Chapter 2. Current Situation

· Chapter 3. The Strategic Alignment Framework

· Chapter 4. Developing Great Trails and Trail Destinations

· Chapter 5. The Future of Trails in Wairarapa

· Chapter 6. Guidelines and Standards

· Chapter 7. The Proposed Network

· Chapter 8. The Signature Trails

· Chapter 9. Experience Loops and Trails

· Chapter 10. Master Plan Construction Cost Summary

· Chapter 11. Implementation Guide

· Chapter 12 Social Economic Benefits and Considerations

· Appendix 1. Stakeholders in the Wairarapa and their interests

Key Elements of the Master Plan

The master plan showcases Wairarapa’s strengths and considers trail markets for Wairarapa

The master plan has been designed to showcase Wairarapa’s strengths, provide an exceptional visitor experience and outstanding community recreational infrastructure.

Wairarapa’s features include our rivers and Wairarapa Moana, our villages and towns, our stories, both Māori heritage and European settlement, as well as our world class wine and food.

The landscape and climate of the region lends itself perfectly to a trails network. This includes predominately gentle gradients on the valley floor, a climate that is well suited for outdoor activity and a variety of points of interest.

The master plan describes the key characteristics of what makes a great trail network, including a clear point of difference, high market profile, complementary attractions, opportunities to stop and explore, and a quality seamless experience. Wairarapa holds many of these characteristics and has an untapped potential to be a trails-based destination.

Key trail markets have been identified in the plan and the network designed to meet their needs. The predominant market need is for New Zealand Cycle Trail (NZCT) grade 1 and 2 off road trails that are relatively flat, safe, accessible, with several points of interest including food, beverage and toilet stops.

The master plan proposes a network of approximately 200 km of additional recreation trails linking our communities

The proposed trail network provides a network of approximately 200km of trails connecting the five Wairarapa towns, Masterton, Carterton, Greytown, Featherston and Martinborough.

The master plan has followed a network approach with trail planning, provision, and management, where each section of trail has a clearly defined purpose and is managed as part of a whole.

The Vision for the WFTTN is:

‘Wairarapa Five Towns Trail Network is recognised as a must do in the Wairarapa – the best way to experience and connect with our people and places’

This aligns strongly with the WRT Framework vision of “Connecting our people with inspiring adventures.’

While the WRT Framework recommends the WFTTN as a signature trail experience, the master plan captures the next level of detail and planning required to implement the recommendation and considers the network into three key categories, including:

· Signature Trails- These are the backbone or spine of the WFTTN, connecting the region’s towns.

· Experience Loops and Trails – These trails provide for local and regional experiences, designed to complement the signature trails with a series of loops highlighting Wairarapa’s culture, scenery, community facilities and attractions.

· Local Trails – These trails are important to local communities but are at a level below the master plan. WTAG will still consider these local trails but on a case-by-case basis.

The map below illustrates the proposed network:

Chapters 8 and 9 of the master plan provide further details on each section of trail. The descriptions and maps are designed to be general in nature but with enough detail to guide applications for external investment and the next level of trail planning. Detailed planning, community engagement and discussions with landowners are required to confirm the route or any alterative.

The master plan provides guidance on trail design standards and supporting infrastructure

Chapter 6 of the master plan provides definitions of both NZCT grade 1 and 2 trails, as well as prioritised trail treatment options recommended for the WFTTN. Treatment 1: Off Road Trail being the most desirable trail option though on on-road trails (Treatment 4) being the least desirable.

A variety of trail infrastructure is required as part of trail development. Trail infrastructure includes trail heads and carparks, toilets, wash/repair stations, fencing, barriers, vehicle crossing points, signs, bridges, under passes, trail counters and landscaping.

Trail infrastructure is required to protect the asset and the environment, improve safety and guide trail users as well as enhance the trail visitor experience.

The master plan provides a summary of construction costs

The estimated cost of the network is around $32 million, based on 2021 NZ dollar estimates. Further information relating costs is provided in chapter 10 of the master plan.

The master plan will enable applications for external funding, including government and private sector grants. The funding required will be sought from these external sources rather than rate payers. Some provisions for project management and contingencies have been made in the estimate but additional seeding funding for planning, design and community engagement maybe requested as the implementation plan is further progressed and developed.

The master plan considers key benefits

Recreational trails offer a diverse range of benefits to the community and the environment. These include health and well-being, education, recreation, biodiversity, increased appreciation of culture and heritage as well as economic.

Chapter 12 of the master plan provides an indicative economic benefit assessment of the fully developed network.

The Covid-19 lockdowns have highlighted the need for safe, accessible routes for individuals and families. The master plan estimates that as many as 210,000 users a year can be expected in the first years of the network becoming operational.

Spending in the Wairarapa as a result of the trails network is estimated to increase from $21 million a year in its early stages, with nearly one hundred jobs generated. These numbers are expected to increase as the network expands.

The master plan includes an Implementation Guide

The delivery of the master plan will require careful consideration of the following elements (each outlined in figure 2 and described in more detail in the master plan).

(1) Strong governance, including funding, management, and maintenance

(2) Trail planning

(3) Industry and community partnerships

(4) Trail construction and standards

(5) Supporting infrastructure

(6) Marketing, promotion, and events

Under each element is a series of prioritised actions.

Figure 2. Implementation Guidelines – Elements to be considered:

5. Governance Arrangements

WTAG has no formal or statutory powers. WTAG functions as a co-ordination group and has been very successful in bringing together Wairarapa stakeholders to unite them behind the vision of the WFTTN.

With the completion and the receipt of the master plan, it is timely to review the governance arrangements. WTAG as a co-ordination group is not the best model to deliver (fund and build) the WFTTN. Four models for the future governance and delivery of WFTTN can be considered. Each model has different benefits, capabilities and consequences, from a basic co-operation / best endeavours agreement, to a formal legal entity with it’s own delivery capability (such as a Trust). The options are:

Model 1 – Each TA or land manager proceeds as a signatory to the Master plan but with no overall coordinating body;

Model 2 – WTAG continues in its present form to deliver the WFTTN.

Model 3 – A formal MOU is agreed between partners and interested stakeholders.

Model 4 – A formal Trails entity created.

Considerations

External grants funding will be needed to complete the WFTTN. Grant funders will only award funds to appropriately set up and properly governed legal entities. The success in attracting grants funding is likely to be limited should the legal entity be part of Council.

The success of the WFTTN delivery entity will be measured in a number of ways, including:

· Development of the Wairarapa Trails Network;

· Appropriate and effective governance and management;

· Success in attracting external and stakeholder funding;

· Delivery of effective and timely trails planning;

· Effective stakeholder and partner engagement;

· Construction and maintenance of high quality trails;

· Development of new trails (in addition to the WFTTN);

· Delivery of a high quality visitor experience and tourism opportunities;

· Long term self-sustainability of the entity.

Choosing the best governance model to deliver the WFTTN will take some time to research, set-up and implement. As an interim step it is recommended a Memorandum of Understanding between the three Wairarapa Councils and WTAG is signed. This MOU purpose would be to facilitate, research and create a suitable legal entity with appropriate and representative governance to deliver the WFTTN master plan.

6. Next Steps

The master plan is designed to present a vision, help seek external funding and provide guidance on indicative routes and infrastructure. The master plan is only the start of the work with considerably more actions to be undertaken including progressing towards an effective governance structure for the project, seeking external funding, community engagement and discussions with landowners.

7. CONSIDERATIONS

7.1 Climate change

One of the key principles included in the master plan is Sustainability. The trail and associated facilities should exemplify sustainable management practices including the use of material, energy efficiency in building and toilet operations and with strong connection with Iwi and European culture.

The WFTTN if appropriately designed, is likely to provide a safe, reliable, and sustainable alternative to internal combustion engine to commute between towns. As a reminder, greenhouse gas emissions for transport in the Wairarapa region increased by 41% between 2001 and 2019.

Providing a ‘zero-carbon’ alternative to regular commuting has many positives outcomes:

· reduce greenhouse gas emissions

· reduce the risk of accidents due to less vehicles on the road

· increase air quality (less pollution)

· increased well-being

The WFTTN will encourage more people to use the trails to commute, which will mean less cars are on the roads (and the less emissions there are).

7.2 Tāngata whenua

Tāngata Whenua have been included in the development of the master plan and will continue to be a key part of the future development of the network.

7.3 Financial impact

Current work on the WFTTN is included in existing operational budgets and funding received through Trust House. The estimated cost of the network is around $32 million, based on 2021 NZ dollar estimates. Further information relating costs is provided in chapter 10 of the master plan.

7.4 Community Engagement requirements

Community engagement was undertaken to help inform the development of the master plan. This included stakeholders’ interviews and a series of workshops.

Going forward WTAG is committed to ensuring the views of our community are considered when making decisions. Route planning and design for each section of trail will be carried out on a staged basis and an important part of this work is seeking community and landowner input to help shape and determine trail route alignments.

The timing and method of engagement is critical to the success of the project. Some sections of the network will be started sooner than others while some may not be started for 5-10 years. Within such time frames many changes can occur including land ownership, subdivision, and other infrastructural projects. Therefore, planning and engagement would not start until the section has been determined as a priority by WTAG.

7.5 Risks

As outlined in the WFTTN Master Plan Attachment 1

8. Recommendation

That the Council:

1. Receives the report.

2. Delegate authority to the Chief Executive to work with the three Wairarapa District Councils and Wairarapa Trails Action Group, to research and create a suitable legal entity with appropriate and representative governance to deliver the Wairarapa Five Towns Trail Master Plan.

File Number: 136448

Author: Glenda Seville, Community Services Manager

Attachments: 1. Wairarapa Five Towns Trail Network Master Plan FINAL August 2021 (under separate cover) ⇨

Ordinary Council Meeting Agenda

20 October 2021

Report on the administration of Carterton District Council’s policy and practices in relation to the control of dogs for the year 1 July 2020 to 30 June 2021

Application of the Dog Control Policy

Council has applied the Carterton District Council Dog Control Policy (“the Policy”) when carrying out our dogs control activities.

Amongst other things the policy has provisions relating to the control of dogs in public places, which are enforceable under Part 4: Carterton District Council Control of Dogs Bylaw Amendment 2017.

There are no specific dog exercise areas defined as there are enough open spaces and parks around the district for appropriate exercise. However, a rural public park at Sparks Park, Belvedere Road, Carterton where dogs can be exercised off leash, has become popular with dog owners and poo disposal bags and a dog poo bin have been placed there. An urban public park at Bird Park, Frederick St, Carterton has been established with the same dog facilities as the rural public park. There are dog prohibited areas which are well signposted. Dogs in specified public places and the CBD must be on a leash at all times. Carterton District Council provides Doggy Doo Dumpster bins near dog exercise areas and in urban streets. Council Officers monitor these areas to ensure compliance.

Fees and charges are reviewed annually and set by Council resolution. Council’s funding policy for animal control is that 80% of the total costs are met by dog registration fees and 20% from rates.

Council provides dog owners with information regarding education programmes and obedience courses and offers dog owners a discount on registration fees for neutered/spayed dogs. Council promotes dog owner education through their locally designed pamphlet ‘Dog Registration: What You Need To Know,’ dog owner education pamphlets by J. Payne and promotes the NZIACO website to dog owners for advice. Council promotes the local Dog Obedience and Kennel Club and a local Dog Obedience Trainer.

Offences and penalties

With regard to offences and penalties, Council’s policy is to approach each incident on a case by case basis and to use infringement notices for minor offences. Council’s policy is to adhere to the provisions of the Dog Control Act 1996 as closely as possible, where an attack has occurred.

End of 2017 Carterton District Council Dog Control initiated a programme of seizing dogs that had been unregistered for more than 2 years. Letters were first sent to the dog owners advising them of Council’s intention. Carterton District Council will continue with this programme.

Council has adopted the ‘Assessment Matrix’ for prosecution decisions.

Under the Carterton District Council Control of Dogs Bylaw Amendment 2017, owners with more than two dogs within an urban area must obtain a permit through an application to Council. The Council Dog Control Officer inspects the property for suitability for housing and controlling dogs, interviews the dog owner and considers any previous history. Submissions in writing are sought by affected neighbours.

Statistics

Measure	Result
Number of registered dogs	2931
Number of probationary owners	0
Number of disqualified owners	4
Number of dogs classified as dangerous under Section 31	2
§ s.31 1(a) due to owner conviction	0
§ s.31 1(b) due to sworn evidence	1
§ s.31 1(c) due to owner admittance	1
Number of dogs classified as menacing under Section 33A	11
§ s.33A 1(b)(i) observed or reported behaviour	11
§ s.33A 1(b)(ii) characteristics associated with breed	0
Number of dogs classified as menacing under Section 33C	16
Number of infringement notices issued for – failing to register a dog.	25
Number of infringement notices issued for – failure to implant microchip transponder	14
Number of infringement notices issued for – failure to keep dog under control	1
Number of infringement notices issued for – failure to keep dog controlled or confined	5
Number of infringement notices issued for – failure to comply with bylaw	0
Number of infringement notices issued for – failure to comply with effects of classification	3
Number of Dog Related Complaints	281
Dog Bites On People	5
Dog Bites On Animals/Stock	9
Dog Rushing	17
Dogs Barking	45
Dogs Wandering	84
Dog Welfare	1
Dogs Lost	33
Dogs Found	54
Dogs Impounded	43
Dogs Rehomed/Adopted	1
Dogs Surrendered To Other Organisations for rehoming	3
Dogs Illegally Removed from Pound	0
Dogs Destroyed	0
Dogs Returned To Owner	29
Number of prosecutions	0

Ordinary Council Meeting Agenda

20 October 2021

7.4 Animal Facility

1. Purpose

For the committee to consider the path forward for the Carterton’s animal facility.

2. Significance

The matters for decision in this report are not considered to be of significance under the Significance and Engagement Policy.

3. Background

The background to this decision is included in the attached paper presented to the Policy & Strategy Committee on 29^th September 2021. The Policy & Strategy Committee asked Officers to update Council at this meeting with the two options available and the financial impacts of those two options.

The two options available to Council are:

1. A shared facility with Masterton District Council (MDC), or

2. A stand-alone facility in Carterton.

In late 2019, South Wairarapa District Council advised that they were considering alternative options for their own animal facility, and did not wish to be part of a shared facility based in Masterton. Consequently this option is no longer being considered.

4. Shared Animal Facility with MDC

Following the selection of a lead architect in September 2020, MDC are progressing the development of their new animal facility.

The MDC proposal is for a shared space in a new (yet to be built) animal facility. MDC propose that CDC share space in the new animal facility and pay for an equivalent percentage share of the operating costs.

Officers at MDC have advised there are practical challenges with shared ownership of the animal facility, and consequently are not offering shared building ownership. CDC would be a tenant, not a joint owner of the building.

The MDC proposal is limited to the facility itself, essentially the building containing the ‘Pound’. The proposed joint facility is not a shared service. CDC will continue to provide Animal Control activities (dog registrations, callouts, stray dogs etc.) and employ staff to operate animal control for the Carterton District.

A notable factor in the new facility is a decision by MDC to increase the Level of Service being provided. As a result of increasing the Level of Service, the cost to build the facility has also increased.

MDC are budgeting for a capital cost to build the new facility of $1.7m. Final design and configurations remain a work in progress and it is possible these costs will change.

The proposed MDC facility shares capital costs based on the total number of registered dogs in MDC and CDC. Using this formula CDC share of fixed (capital) costs is 30.2%.

If costs were split on a different formula, for example say the number of impounded dogs, it is possible CDC’s share of costs would be lower than 30.2%. Given MDC’s reluctance to locate the facility outside Masterton, or offer CDC a share of ownership in the building, the possibility of a materially lower capital cost split needs to be tempered somewhat.

5. STAnd alone animal facility in carterton

CDC officers have progressed on a potential design and specification for the Dalefield Road site. The facility has a preliminary space to hold ten pens including whelping and isolation facilities. The design is modular and includes an ability for more capacity should it be required. The plans and specifications are ready for tender which will help confirm the cost to build.

The main differences with the MDC proposal are CDC do not propose an increase in the Level of Service, and the facility will not be staffed. The CDC facility could more accurately be referred to as holding pens, as opposed to a fully functioning dog pound.

The budget for CDC is $370k and was approved during the 2019/20 annual plan process. Initial discussions with a potential provider remain positive, but have highlighted that delays in progressing this procurement may adversely affect cost.

6. forecast cost considerations

MDC Proposal

The final cost for access and use of the proposed MDC animal facility is determined mostly by two factors. The first is the final build cost, and the other is the ratio used in sharing costs. In all cases it is assumed only MDC and CDC will utilise and fund the proposed facility.

The capital cost of the proposed MDC facility is forecast at $1.7m. The total number of registered dogs in the two Districts is estimated at approximately 8,950 with 2,700 (30.2%) of these being in Carterton District (MDC figures). Using the forecast build cost of $1.7m, CDC’s contribution towards the capital cost at 30.2% would be $513,400. This could be spread over time in annual operating payments (roughly $51k p.a.) or paid as a lump sum up front – however it needs to be funded one way or another.

MDC have also proposed a share of the operating costs at a rate of 30.2%. The proposed share would add a further $17,366 p.a. in operating costs to CDC’s Animal Control activity.

The shared operating costs include amongst other things a proportion of after-hours staffing, which CDC do not currently provide.

In moving to a joint MDC facility, operational costs of delivering Animal Control activities in Carterton will change. Officers anticipate a small increase in fuel costs and a slightly reduced level of service for Carterton District, as a result of the time taken to drive to and from a Masterton facility. The cost of this is not considered material (less than $2k p.a.).

Some savings are expected to be gained with a shared facility, specifically animal welfare and feed costs, building maintenance and depreciation. These savings are forecast to be around $10k p.a.

Overall the capital cost of a shared facility with MDC is estimated to be $513,400 with a net increase in operating costs of around $9k p.a. ($17k + $2k -$10k).

CDC Proposal

The alternative is for CDC to continue with the plans to build an animal facility in Carterton within the LTP capital budget of $370,000. A CDC facility will be built in accordance with the Building Act, requiring the building to have a life of no less than 50 years.

Officers estimate a small increase in operating costs will still be incurred with improved heating and lighting for the new facility, but this is not likely to be material and is included in the current LTP budgets. Unlike the MDC facility, the CDC facility will not house staff, take payments or be open after hours.

7. levels of service

In addition to the financial considerations above, Council need to consider if they wish to fund an increased the Level of Service for Animal Control activities. Implicit in the decision to partner with MDC is the assumption that CDC agrees to fund our share of the increased LOS which MDC decide to build and operate the facility at.

Secondly should Council decide to partner with MDC (and fund an increased LOS beyond the current LTP) there are two ways of funding this. The first way is via the General Rate, and the alternative is more targeted, via an increase in Dog Registration fees. While Council needs to be aware of this potential flow-on impact, officers are not asking Council to make a funding decision at this time.

8. NEXT Steps

Officer recommendation is to work through the procurement process with the design and specification for an animal facility at Dalefield Road.

9. CONSIDERATIONS

9.1 Climate change

Climate implications with additional travel time for the MDC space compared to construction emissions have not been calculated.

9.2 Tāngata whenua

N/A.

9.3 Financial Impact

Financial implications will depend on the decision outcome.

An access and use agreement with MDC will increase capital and operational costs for animal management, which will be in addition to the costs that are included in our current LTP budget.

Continuing with a CDC animal facility is consistent with the LTP budgets.

9.4 Community Engagement requirements

N/A.

9.5 Risks

Officers are very aware that the current construction environment is seeing increasing costs at all stages of the supply chain. Capital cost increases remain a risk for both CDC and MDC projects until procurement processes have been completed. Further delays in deciding a path forward will likely increase costs.

10. Recommendation

That the Council/Committee:

1. Receives the report.

2. Agrees to progress the procurement process for a Carterton District Council animal facility.

File Number: 136568

Author: Geoff Hamilton, Chief Executive

Attachments: 1. Animal Facility Paper - Policy and Strategy Committee 29th September 2021 ⇩

Ordinary Council Meeting Agenda

20 October 2021

7.5 Local Government Official Information and Meetings Act Requests

1. Purpose

To inform the Council of the number of requests under the Local Government Official Information and Meetings Act (LGOIMA) 1987 received between 16 August 2021 to 11 October 2021.

2. Significance

The matters for decision in this report are not considered to be of significance under the Significance and Engagement Policy.

3. Background

The Local Government Information and Meetings Act (LGOIMA) allows people to request official information held by local government agencies. It contains rules of how such requests should be handled and provides a right to complain to the Ombudsman in certain situations. The LGOIMA also has provisions governing the conduct of meetings.

The purpose of the Act is to increase the availability of official information held by agencies and promote the open and public transaction of business at meetings.

The purpose of LGOIMA are specified in Section 4:

4 Purposes

The purposes of this Act are, consistently with the principle of the Executive Government’s responsibility to Parliament, -

(a) to increase progressively the availability of official information to the people of New Zealand in order -

(i) to enable their more effective participation in the making and administration of law and policies; and

(ii) to promote the accountability of Ministers of the Crown and officials, -

And thereby to enhance respect for the law and to promote the good government of New Zealand:

(b) to provide for proper access by each person to official information relating to that person:

(c) to protect official information to the extent consistent with the public interest and the preservation of personal privacy.

The information is not limited to documentary material, and includes material held in any format such as:

· written documents, reports, memoranda, letter, notes, emails and draft documents

· non-written documentary information, such as material stored on or generated by computers, including databases, video or tape recordings

· information, which is known to an agency, but which has not yet been recorded in writing or otherwise (including knowledge of a particular matter held by an officer, employee or member of an agency in their official capacity)

· documents and manuals which set out the policies, principles, rules or guidelines for decision making by an agency

· the reasons for any decisions that have been made about a person.

It doesn’t matter where the information originated or is currently located, if it is held by the council it must be provided if requested, unless there is reason to withhold the information, as specified in Section 7:

7 Other reasons for withholding official information

(1) Where this section applies, good reason for withholding official information exists, for the purpose of section 5, unless, in the circumstances of the particular case, the withholding of that information is outweighed by other considerations which render it desirable, in the public interest, to make that information available.

(2) Subject to sections 6, 8, and 17, this section applies if, and only if, the withholding of the information is necessary to—

(a) protect the privacy of natural persons, including that of deceased natural persons; or

(b) protect information where the making available of the information-

(i) would disclose a trade secret; or

(ii) would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information; or

(ba) in the case only of an application for a resource consent, or water conservation order, or a requirement for a designation or heritage order, under the Resource Management Act 1991, to avoid serious offence to tikanga Maori, or to avoid the disclosure of the location of waahi tapu; or

(c) protect information which is subject to an obligation of confidence or which any person has been or could be compelled to provide under the authority of any enactment, where the making available of the information-

(i) would be likely to prejudice the supply of similar information, or information from the same source, and it is in the public interest that such information should continue to be supplied; or

(ii) would be likely otherwise to damage the public interest; or

(d) avoid prejudice to measures protecting the health or safety of members of the public; or

(e) avoid prejudice to measures that prevent or mitigate material loss to members of the public; or

(f) maintain the effective conduct of public affairs through—

(i) the free and frank expression of opinions by or between or to members or officers or employees of any local authority, or any persons to whom section 2(5) applies, in the course of their duty; or

(ii) the protection of such members, officers, employees, and persons from improper pressure or harassment; or

(g) maintain legal professional privilege; or

(h) enable any local authority holding the information to carry out, without prejudice or disadvantage, commercial activities; or

(i) enable any local authority holding the information to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations); or

(j) prevent the disclosure or use of official information for improper gain or improper advantage.

Councils must respond to a requester ‘as soon as reasonably practicable’ and no later than 20 working days after the day on which the request was received. At Carterton District Council we acknowledge receipt of the request within the first working day. We respond promptly to requests and generally well ahead of the 20 working days.

Where a person requesting the information indicates urgency, we normally prioritise our response ahead of other work. This mainly relates to requests from the Media. Note: not all media requests for information are treated as LGOIMA requests.

All requests are recorded in a register and saved in Magiq Documents.

4. reporting lgoima requests to council

Attachment 1 contains the requests received from 16 August 2021 to 11 October 2021, as well as requests received in July, but which were still open in the August report. As of 11 October 2021, we have three open requests.

For those requests where a response was longer than 20 working days, all had extensions applied under the legislation, and therefore met the time limit requirements.

5. CONSIDERATIONS

5.1 Climate change

No climate change considerations.

5.2 Tāngata whenua

No tāngata whenua considerations.

5.3 Financial impact

There is no financial impact.

5.4 Community Engagement requirements

There are no community engagement requirements.

5.5 Risks

No specific risks identified.

6. Recommendation

That the Council:

1. Receives the report

File Number: 136458

Author: Geoff Hamilton, Chief Executive

Attachments: 1. LGOIMA Request received 16 August 2021 - 11 October 2021 ⇩

16-Aug-21

We don't appear to have received a reply to our email request for clarification sent 12.10 pm, Friday 13 August 2021. We note, we have been given just over two working days to reply, when 5-10 days are the normal minimum for LGOIMA requests. This just adds weight to the gross failures, in our opinion, of Council.

We formally request under LGOIMA the full text from the Requestor for “LGOIMA Request: 2021-77 Email recipient list from WTA editorial” and the full outcome provided, once made, by Carterton District Council to this Requestor. A separate confirmation email of this request has been sent.

We formally request under LGOIMA a copy in full of what advice was sought from the Ombudsman by Carterton District Council and the Ombudsman’s full reply in relation to “LGOIMA Request: 2021-77 Email recipient list from WTA editorial”. A separate confirmation email of this request has been sent.

We consider ex-Acting CEO, the Mayor and Councillors are complicit in gross breaches of processes and need to be held accountable. We are working through all options available to us.

As impacted parties, we do not consent to our private email addresses and/or our names being released by Council. For the Council to do so only perpetuates these gross failures. This will further impact the lives and potentially livelihoods, of those who have been caught up in this “deliberately leaked” private email.

According to the text from the LGOIMA provided below, requesting “… a list of the email recipients from the email incorrectly sent to Blair King c/f”.

The “owners” our “deliberately leaked” private email are not the “recipients” of the email incorrectly sent. No email was incorrectly sent to the “owners”, only to “recipient” ex-Acting CEO Blair King as stated in the LGOIMA request. Along with every other person/email address our private email was sent on to, including both internal Carterton District Council and forwarded-to external email addresses.

This all started when ex-Acting CEO King “deliberately leaked” our private email, he obtained-in-error to Mayor Lang.

King may have deemed it appropriate to “deliberately leak” our private email and without redacting our names and email addresses to the Mayor, however, in our opinion it was the beginning of a series of gross failures. And in doing so, causing accumulative collateral damage.

It was wrong in our opinion, for the Mayor to go on and share our “deliberately leaked” private email and without redacting our names and email addresses, with all Councillors and no doubt other staff.

For us, this whole series of incidences has many “breaches of trust” and in our opinion broke numerous sections of the Council’s Code of Conduct by the Mayor and further perpetuated by Councillor Stockley.

Using our “deliberately leaked” private email, in what seems to us, a form of punishment against Councillors Greathead and Cretney. And in doing so causing damage to all 18 owners, is shameful in our opinion.

It was “extremely wrong” for Councillor Stockley, we believe, to go against the confidential caveat the Mayor added to our “deliberately leaked” private email and send to Reporter Tom Taylor at Wairarapa Times-Age (WTA), and without redacting our names and email addresses. And in doing so once again, punishing and causing more damage to all 18 owners of our “deliberately leaked” private email.

The Code of Conduct seems to be used against some Councillors and not others, whom we believe have broken a number of the articles listed in this document.

Only three names out of 18 owners of our “deliberately leaked” private email have been identified in the media, the rest is “public” conjecture.

A number of the names/email addresses in our “deliberately leaked” private email, are not part of any organised group related to the content of this email. These names/email addresses got inadvertently added to our email trail and are now mixed up in this mess due to no fault of their own.

The others fall into “concerned” residents and ratepayers, who are entitled to be part of any “legal law-abiding" group and who have the right to share privately (or publicly), their “passionate” opinions on any Council topic. However, does the Council have the right to “deliberately leak” our private email, obtained-in-error?

Some of these “concerned” residents and ratepayers were working through a process of setting up a steering group, “Informed Carterton”, to help enable facilitation of independent voices, debating district issues, promoting good government and solutions focused. It was no “secret squirrel outside-of-council power group”. None of the 18 email owners “belonged” to any organised “official” group. "Informed Carterton" steering group held only two private-in-home meetings and a third was scheduled to formalise processes and set a public launch date.

Releasing any of our names and/or email addresses is not balancing anybody’s public interest. Also noting the original perpetrator, in our opinion, is the ex-Acting CEO King, followed by the Mayor and Councillor Stockley. The names and/or email addresses in themselves provide nothing regarding the context of what was contained within and the wider context of what was behind the content, of our “deliberately leaked” private email. Neither does the published WTA article or Editorial.

A large part of the WTA article and Editorial seemed completely off-track and slanted. The article appeared to be mostly about punishing Councillors Greathead and Cretney by Councillor Stockley along with anybody else deemed to be acceptable collateral damage.

WTA may have got a completely different and more balanced story if they had canvassed all 18 email address owners. They reported on only three address owners and seemed to add conjecture about the rest, to come up with a far fetched motive behind it all, in our opinion, as suggested by Councillor Stockley.

For the record – Councillors Greathead and Cretney were not the leaders for any “secret squirrel outside-of-council power group” we were involved in, in spite of what seems to be the general thinking and belief of some conspiracists.

We ask again, how would releasing any of our names and/or email addresses be any part of balancing public interest? As stated above, there was nothing balanced, in our opinion, by the WTA article.

And why would anybody want to know who the names and/or email addresses were, for what legitimate purpose and motive? We can not see how releasing our personal information will add anything to the public interest.

If Council shares our names and/or email addresses from this “deliberately leaked” private email, it will bring further serious harm to those who have already been severely impacted by these situations. The harm some individuals have gone through due to recent, seemingly approved processes and behaviours of the Mayor, Councillors and Senior Council Management, is immeasurable and damaging, almost beyond repair.

We have chosen to live in this Community and for the Council to continue to seemingly allow us to be the punching bag, is a very sad outcome indeed. It impacts the lives and potentially livelihoods, of those who have been caught up in our “deliberately leaked” private email. This will become the fourth incidence, that we know of, of collateral damage from our “deliberately leaked” private email, once again punishing us all. Enough is enough.

We emphatically do not consent to our email addresses and/or our names being released by Council or by any other person/s in receipt of our "deliberately leaked" private email.

We learnt very valuable lessons through this, and other, gross breaches of process. We have lost all confidence and faith in our elected Mayor, Councillors and ex-CEO King. The Council processes and behaviours are appalling and change is essential. We deserve at the very least, a publicly published apology from the Mayor for this appalling behaviour.

It is staggering that Carterton District Council does not seem to have a published complaints process like Masterton and South Wairarapa – District Councils. It is equally staggering that there is no public accountability process for the elected Mayor and Councillors, except for the three year election. Residents and ratepayers deserve a fair deal. The Local Government reforms may be the best thing to happen, especially if it addresses these types of issues and behaviours.

16-Aug-21

A part of my nursing assessment I am researching about a district and how the data I find out can impact on health and health behaviours. I was just looking at the annual report ending 30th June 2020 and noticed that of the $13,747,597 received from rates, $4,092,337 was allocated to community support. Are you please able to email me what 'community support' covers and a breakdown of where that sum of money was allocated?

18-Aug-21

Tendium is an overseas company

I am requesting data about payments made by the Carterton District Council to external suppliers for purchases of goods and services between 2020-01-01 and 2020-12-31.

What is requested is a compiled list, ideally in Microsoft Excel format, of the council's external suppliers which contains as many of the following variables as possible:

-The name of the supplier

-The supplier's New Zealand Business Number

-The total amount paid to the supplier during the year 2020 for purchases of goods and services. The amounts can either be including or excluding GST. This request only regards suppliers to whom the council has paid NZ$5,000 or more during 2020. If information about any specific supplier is too sensitive to produce, feel free to remove it from any potential list.

If this request is rejected I would appreciate it if you could evaluate it again with a higher threshold of NZ$10,000.

19-Aug-21

Farrah's Noise Community Group

“…for your council in relation to complaints since November 2019:

1. Have you had more than 200 complaints against any single individual or business for breaches of any District or Regional Plan since November 2019?

2. If the answer to the above is yes, please provide the name of the business, number of complaints, and brief summary of the issue. Also please provide details of any enforcement action taken in relation to the issue during this period.

This information will be used for an upcoming story currently being prepared to contrast the approach of the Upper Hutt City Council in their management of District Plan breaches by Farrah's Breads Ltd. In that instance there have been over 200 complaints from more than 30 individual complainants regarding proven breaches to the District Plan, but no enforcement action has occurred.”

20-Aug-21

Taxpayers’ Union

under the LGOIMA to enable the Taxpayers’ Union to publish an online dashboard summarising the positions (or timeline for decision and link to consultation materials) of each territorial authority on the Government’s proposed “Three Waters reform”. The Taxpayers’ Union is New Zealand’s largest taxpayer and ratepayer group – enjoying the support of some 140,000 registered members and supporters.

We note that some councils, such as the Far North DC, have publicly stated that (at least in principle) they are ‘opting-out’ of the three waters reform. We want to clarify the position with your Council and understand how these decisions are being made.

We request a copy of the Council’s “Significance and engagement policy” as required by s 76AA of the Local Government Act 2002. We also request information that answers the following questions:

4. Has your council, or Mayor, taken a position (even if just ‘in principle’) for or against opting into the government’s proposed three waters reforms?

5. If so, what is that position, how was it come to, by whom, and on what date?*

6. Have you made a determination under your Significance and Engagement Policy?

a. If so, what is that position, how was it come to, by whom, and on what date?*

b. What is the timeline for engagement under this determination?**

c. If not, what is the anticipated timeline to make that determination?

*please append any associated meeting minutes and/or media statements.

** if the matter is currently out for public consultation, please provide or link to the consultation material.

Please ensure the information is accurate as at the time of your response – and not just as of today’s date. Please also address each question/information request separately.

24-Aug-21

Part One:

1. Does your council refer unpaid infringement notice fees to the Ministry Of Justice for collection?

2. Does your council refer unpaid infringement notice fees to private debt collection companies for collection?

3. If yes to question number 2 above, what legislation formally allows you to do this?

4. Does your council either yourself or using a third party update individuals personal credit file history with regards to unpaid infringements?

5. If yes to number 4, do you use the standard Ministry Of Justice “fines” process which is automatically removed from an individuals personal credit file upon payment of the fines, or do you use a private third party credit reporting agency or debt collection company, which remains on a individuals personal credit file for 5 years from the date of listing?

6. With regards to number 5 above, do you authorise credit reporting agencies and or debt collection companies to remove credit defaults from individuals personal credit files following the payment of infringement notices or do you persist they remain for the maximum time allowable by privacy law?

7. Do you allow individuals to come to a payment arrangement prior to referring unpaid infringement notices to any of the above sources, or similar to some government agencies (Eg: Nz Police) do you refuse to allow direct payment arrangements?

Part Two:

1. In the twelve month ending 31/07/2021 how many unpaid infringement notices did you refer to the Ministry Of Justice for formal collection?

2. In the twelve months ending 31/07/2021 how many unpaid infringement notices did you refer to private debt collection (any other company or organisation that is not the Ministry Of Justice) for collection?

Ordinary Council Meeting Agenda

20 October 2021

7.6 Chief Executive Report

1. Purpose

To inform Council of officer’s activities since the previous meeting.

2. Significance

The matters for decision in this report are not considered to be of significance under the Significance and Engagement Policy.

3. Community Services

Community Development

Community Grant Funding

The community grant applications were considered at a Grants Committee meeting held via Zoom over lockdown. A total of $137,864 funding was approved to community organisations representing a diverse range of activities and programmes to our community.

The Creative Community Grant round is currently open with a close date of 22^nd October.

Covid 19 Impacts

Unfortunately, Covid restrictions meant we had to cancel or postpone:

· WREMO Community Hub Drill

· October School Holidays programme

· Daffodil Festival

· Citizenship Ceremony (all new citizens received their certificates by courier and we will hold a celebratory morning tea later in the year)

· Senior of the Year Awards morning tea.

Generally, our community moved into Level 4 seamlessly this time. We were able to support the foodbank with staff offering to deliver parcels to those that could not come to the foodbank for contactless pickup. Waiwaste collections were stood down whilst in Level 4 and 3 and recommenced at Level 2.

Walking and Cycling

We welcomed Sandra Burles to the team. Sandra is our new Community Development Coordinator, with a focus on walking and cycling (regional), community events, and community grants. We have met with Celia Wade-Brown to commence planning for a larger Wairarapa Walking Festival planned for November 2022. The Wairarapa Volunteer Centre will be project managing this festival and we will provide some support arournd event organisation.

Graphical user interface

Description automatically generated

Community Events

We are supporting Rotary with the Carterton Christmas Parade scheduled for 27^th November. This will be followed by the Summer Street Party at Carrington Park. Planning is well underway for the Street Party. Unfortunately neither of these events can happen if we are still at Level 2.

We are also organising an event to celebrate ten years of the Event Centre. This can happen at Level 2 with a restriction on numbers.

Pack the Bus - CDC has resumed its commitment to Pack the Bus, and is in the process of locking in dates and times where the Carterton community can gather to support this worthwhile cause.

Neighbourhood Support

Our regular Neighbourhood Support newsletter (Sue’s News) was sent out regularly over lockdown and was a valuable way of connecting people to a range of services that were available, and to ensure those that may be isolated could reach out. Feedback received indicates an increased weariness with Covid restrictions alongside an increased need for social contact.

We have applied to the Neighbourhood Support contestable fund for funding towards replacement of all NS street signs, as many still carry the old logo. An audit will be completed with a goal of refreshing signs as well as signalling at the entrance to Carterton that Neighbourhood Support is alive and flourishing here.

Positive Ageing

The Positive Ageing Strategy Co-ordinator supported the Age Concern Wairarapa Senior of the Year Awards announced on October 1 (the UN Day of Older Persons). The awards ceremony was cancelled with the winners being notified by phone and the public through the newspapers and social media. Mayor Lang was part of judging panel with Mayor Patterson and Deputy Mayor Emms.

An engagement plan is being designed that will assist in the development of a three-year workplan for 2022 – 2024. There was wide engagement for the development of the Strategy in 2018 – 2019 which still stands; however, this is an opportunity to check in regarding work already achieved and identify areas of focus for the next three years.

The PAS Co-ordinator along with Mayor Lang and Community Development Team Leader met with The Chief Executive of Digital Seniors. Further engagement has been with staff and the Board of Digital Seniors. We anticipate this will lead to a Memorandum of Understanding, including shared workplans and greater opportunities for all.

The inaugural Wairarapa Senior Games will be held on Saturday, 26^th March 2022, a week after Age Concern’s Positive Ageing Expo on the 19^th.

Community Health & Wellbeing

We continue to work with Wairarapa DHB in supporting the provision of pop up or drive through vaccination clinics. Clinics are planned for 15^th and 16^th October at Clareville Showgrounds and Gladstone Complex. Rangitahi Hub has been offered as a venue also but at this stage the DHB wants to focus on drive through and outreach opportunities.

Community Development – Youth

Youth Council - Registration and recruitment has started for the Carterton Youth Council, with rangatahi encouraged to come together in early November to start forming a group that will provide input to council, while also creating and leading youth initiatives and events.

Rangatahi/ Youth Strategy - Working together, has staff from each of the three councils reviewing the youth strategy and creating actions and outcomes to further facilitate our shared commitment to rangatahi.

In addition we are developing Summer 'Play' Days – a calendar of events for the summer 2022 period, which encourages whanau to come together to engage in play and recreational activities throughout the community.

Climate Change

Greenhouse Gas Inventory for Wastewater Treatment

In August 2021 Water NZ released “Carbon accounting guidelines for wastewater treatment: CH₄ and N₂O” (CH₄ = methane, and N₂O = nitrous oxide).

“These guidelines provide a standardised approach to assess greenhouse gas emissions generated by municipal and domestic wastewater treatment, discharge and sludge processing in New Zealand. The goal is to provide consistency for wastewater asset owners / operators in New Zealand, as well as a greater level of detail to assist with asset planning and benchmarking.”

These guidelines will be used to measure our WWTP emissions for our next greenhouse gas report – the period starting in January 2021. We previously used the MfE’s guidance on greenhouse gas reporting (“Measuring emissions: A guide for organisations”). The MfE guidelines will still be used for all other sections of the greenhouse gas inventory (transport, electricity, etc).

What are the main differences between both guidelines?

The MfE 2020 guidance provides different emissions factors for the different type of WWTP (anaerobic pond, oxidation pond, facultative aerated pond, average for WWTP, etc). The previous 2019 guidance which only provide one emission factor for the average WWTP.

Furthermore the new guidance provides greater ability and explanation on how to measure emissions at each of the stages of WW treatment (cf. following diagram):

· Emissions from the wastewater treatment

· Aerated pond

· Wetland

· Emissions from the effluent discharged on land

· Emissions from the effluent discharged in waterways

· Emissions from sludge treatment

· Emissions from sludge disposal

The results obtained with the new Water NZ guidelines will be more accurate than the ones obtained with the previous MfE guidelines. Note that both guidelines allow methane (CH₄) and nitrous oxide (N₂O) emissions measurements. The Water NZ guidelines are accessible Water New Zealand (waternz.org.nz)

National Emissions Reduction Plan

In February 2021, the Climate Change Commission He Pou a Rangi released its Draft Advice for Consultation. The three Wairarapa Councils made a submission to this consultation.

In June 2021 the Climate Change Commission He Pou a Rangi released its report to government titled “Ināia tonu nei: a low emissions future for Aotearoa”.

Since this advice was released, the government has been working on an Emissions Reduction Plan which we expected will be available for consultation in October 2021.

We anticipate the three Wairarapa Councils will write a joint submission once this plan is available for comment.

The current target is for Government to release the final Emissions Reduction Plan by the end of May 2022.

COP26

COP26 is the 2021 United Nations (UN) climate change conference.

For nearly three decades the UN has been bringing together almost every country on earth for global climate summits – called COPs – which stands for ‘Conference of the Parties’.

This year will be the 26^th annual summit – giving it the name COP26. With the UK as President, COP26 takes place in Glasgow from 31^st October to 12^th November 2021.

In the run up to COP26 the UK is working with every nation to reach agreement on how to tackle climate change. World leaders, alongside tens of thousands of negotiators, government representatives, businesses and citizens will attend the COP26.

These COPs can have a major impact on how climate change is being fought. Indeed, the Paris Agreement was agreed during the COP21 which took place in 2015.

What needs to be achieved during COP26?

Secure global net zero by mid-century and keep 1.5 degrees within reach

Countries are being asked to come forward with ambitious 2030 emissions reductions targets that align with reaching net zero by the middle of the century. To deliver on these stretching targets, countries will need to:

- accelerate the phase-out of coal,

- curtail deforestation,

- speed up the switch to electric vehicles,

- encourage investment in renewables.

Adapt to protect communities and natural habitats

The climate is already changing, and it will continue to change even as we reduce emissions, with devastating effects. At COP26, the parties need to work together to enable and encourage countries affected by climate change to:

- protect and restore ecosystems,

- build defences, warning systems and resilient infrastructure and agriculture to avoid loss of homes, livelihoods and even lives.

Mobilise finance

To deliver on the first two goals, developed countries must make good on their promise to mobilise at least $100bn in climate finance per year by 2020. International financial institutions must play their part and the parties attending COP26 need work towards unleashing the trillions in private and public sector finance required to secure global net zero.

Work together to deliver

The parties attending COP26 can only rise to the challenges of the climate crisis by working together. To do this COP26 attendees need to:

- finalise the Paris Rulebook (the detailed rules that make the Paris Agreement operational), and

- accelerate action to tackle the climate crisis through collaboration between governments, businesses and civil society.

- More information is available at UN Climate Change Conference (COP26) Glasgow 2021

Communications and Engagement

Three Waters

A campaign throughout September aimed to raise awareness of the Three Waters Reform ahead of Council’s response to the proposals. Collateral and channels included:

· A media statement and agenda send to relevant reporters https://cdc.govt.nz/carterton-district-council-responds-to-three-waters-reform-proposal/

· A letter to all ratepayers

· The report, DIA feedback and draft letter for ratepayers made available at www.cdc.govt.nz/threewaters along with all our past communications

· Home page prominence [above the fold]

· Facebook posts outlining feedback and where to find full information

· Article and advertisement in the October Crier being submitted to let people know where to find information

· A1 Posters being designed for our parks with a QR code which can be scanned and take people direct to our DIA feedback and residents’ letter

· Pre-recorded radio interview available for Greg to deliver key points on our feedback and the process to date

· Livestreaming of meeting and upload to YouTube

· Email will be sent today to monthly newsletter subscribers to let them know where to find above info

· Pre-arranged ad in Wednesday’s midweek letting people know timeline of 3 waters proposal and that the 3 Wairarapa councils’ feedback is available

Te Wiki O Te Reo Māori

Comms composed an internal email campaign promoting Te Wiki O Te Reo Māori and the Māori Language Moment. Content from this, including videos of the Mayor and CEO, were used in a social media campaign.

One-to-one and group Learning opportunities were limited by heightened alert levels. We hope next year will have lowered levels to open opportunities for our team members to work together for learning, with our new Kaitakawaenga in place.

LinkedIn

Our LinkedIn channel was claimed and is now operating on a “testing the water basis”. We have tested a few posts to make inroads into the channel. In future months, we will create a strategic and tactical approach to how we use the channel and seek to work across the Council organisation for opportunities. For example, how LinkedIn presents another opportunity to promote vacancies at Council, and opportunities for the District.

The table below shows data on competitor pages – District Council pages from the Lower North Island. It shows we have some distance to go, but we have made a start!

Table

Description automatically generated

Facebook & Instagram reach

The Events team had spent June and July promoting the Carterton Heart of Winter Festival across multiple platforms, which was driving some good interest and engagement. The drop in engagement as shown below was expected once the Level 4 lockdown was announced.

Media requests

From October 1, media requests are being recorded in Microsoft Teams for process management and to make statistical collation easier. We hope to be able to present that data in a reader-friendly format in future reports.

Event Centre

Covid has meant a challenging time for the Event sales and marketing team. Most of the teams engagement has been about communicating with ticket holders and production/promotion companies to reschedule while keeping within the Level 2 requirements, or organise refunds if this is not possible.

We are entering the EVANZ annual awards in 3 categories this year. Small Venue of the year, Team member of the year (Simon Rayner), and Rising Star of the Year (Jenni Hall).

The new level 2 means many events can still go ahead, with reduced numbers, and some changes to our seating plans. Below is the list of cancelled and rescheduled events so far.

Event	Original Date	Status	New Date
Big Wai Art	16-13 September	Cancelled
Solway Ballet	29/11/2021	Cancelled
Solway College Ball	5/11/2021	Cancelled
Let it go - frozen songs in concert	13/10/2021	Cancelled
Wellington Light Opera	9/10/2021	Cancelled
Kuranui School Ball	9/10/2021	Cancelled
Operatunity	8/10/2021	Cancelled
Wairarapa business awards	7/10/2021	Postponed	4/11/2021
Spaceweek Talks	6/10/2021	Cancelled
The Pantoloons	3/10/2021	Postponed	2022
Liberty Swing Band	2/10/2021	Cancelled
Wairarapa Senior Awards	1/10/2021	Cancelled
St Marys School Production	30/09/2021
Old Skool Ball	17/09/2021	Cancelled
The Bookbinder	15/09/2021	Cancelled
The Glow Show	2/09/2021	Postponed	12/10/2021
Operatunity	27/08/2021	Postponed	TBC

High Street Fire

Sadly, four businesses on our High St suffered fire damage on October 7. No one was hurt but the damage has put several much-loved Carterton businesses out of action for some time. It was covered by national and local media. The Mayor and Council used social media to distribute a fundraising campaign on behalf of the community. The donation page is at https://givealittle.co.nz/cause/carterton-fire.

Regional Zero Waste

Education

Zero Waste Education program in schools has been on hold due to Covid restrictions within the schools. However, our Zero Waste educator has received bookings for term 4 (2021) and term 1 in 2022. This includes Lakeview, Martinborough, Wairarapa College and possibly Gladstone school.

Your Sustainable School - Train the Trainer workshop for environmental educators has been rescheduled for 21^stOctober. This workshop is hosted by the Sustainable Trust, with MDC, CDC and SWDC Zero Waste support to bring in external speakers on a range of sustainability, climate and waste minimization topics.

Zero Waste Events:

· WasteMinz campaign “Rinse Recycle Repeat” is a competition to win $25,000 by creating a video about recycling and posting it on social media platforms. This is launching 11^thOctober-5^thNovember.

· Keep NZ Beautiful Week October has been postponed to 25^th- 31^stOctober. Clean Up Week - Keep New Zealand Beautiful (knzb.org.nz) encourages community groups and schools to register on the website to do a cleanup in their local area, this is supported by Masterton, Carterton and South Wairarapa District Councils.

· NZ Recycling Week is 18^th- 24^thOctober.

4. people, HEALTH, SAFETY AND WELLBEING

Covid 19 Level 4

Since the last report much of the focus of our Health, Safety & Wellbeing (HSW) staff has been on the response to the latest COVID-19 outbreak. Aside from being involved in the organisational response as outlined in a separate report to this Council meeting, the HSW Advisor continued to highlight the importance of our statutory Health & Safety (H&S) obligations, such as reporting harm and injury, even under COVID-19 circumstances.

Staff were also supported with other issues such as home workstation set ups, managing home and work-life balance, and maintaining good mental health. The staff newsletter was used as a key communication tool to keep staff connected and supported.

The Health & Safety Committee were instrumental in reviewing and publishing work protocols for Levels 2, 3, and 4, often within short timeframes. While the templates had been created during the 2020 Lockdowns, increased caution, including the mandatory wearing of masks, was required to be introduced for the Delta variant.

As the current situation unfolds, there are an increasing number of H&S issues to be considered. We will be reviewing our policy and protocol guidelines to best respond to new challenges such as the encouragement of staff vaccinations and managing the safety of staff who are not vaccinated.

Staff Training

Front line and customer service staff are currently undergoing First Aid and Psychological First Aid training.

First Aid training ensures our staff can confidently respond to customer or staff medical emergencies that may arise in council buildings, facilities, parks and reserves. Psychological First Aid (PFA) training is for staff likely to be utilised at the Emergency Community Hub and involves learning to provide initial emotional and practical support to someone who has experienced a traumatic event – either a large-scale disaster event or a personal traumatic incident. PFA can be seen as the mental and emotional equivalent of medical First Aid and builds organisational and community resilience, plus the capacity to respond well to traumatic events in the workplace or community.

Health & Safety Incident Reports

Since the last council report, we have recorded the following incidents:

· 0 near miss incident

· 3 non-injury accidents/incidents

· 3 incidents resulting in minor injury

· 0 lost time injury

5. planning services

Joint Local Alcohol Policy

The three Council Joint Local Alcohol Policy (LAP) was scheduled for review 3 years after it came into force (would be November 2021). None of the councils have allocated resources for this in their current LTP and the decision has been to defer the review until the following year. The decision to review after a 3-year period is unrelated to the Sale and Supply of Alcohol Act 2012 where LAPs must be reviewed at least every 6 years after the policy first takes effect.

Section 97 of the Act requires a territorial authority to use the special consultative procedure when undertaking a review therefore requiring resources for this to occur.

The new date for the review to commence is November 2022.

Smoke free

At the Wairarapa Policy Working Group meeting on 2 September 2021 the three Wairarapa District Councils agreed to merge their respective policies, with the goal of having a revised Wairarapa Region Smokefree Policy. Initial engagement has been undertaken with the Wairarapa Youth Council and health sector organisations (e.g. Whaiora, Cancer Society, Compass Heath/ Tū Ora, Regional Public Health). Research to collate data and best practice from other NZ council Smokefree policies is also underway.

Wairarapa Combined District Plan

All topics under the existing plan have now been reviewed by the Joint Committee, with the review moving into the next phase of evaluating options and preparation of new/updated District Plan chapters.

Next steps:

- Implementation of first phase of the communications and engagement plan which include the addition of a website and proactive newsletter.

- Continued technical work on mapping of active faults and potential liquification areas across the Wairarapa.

- Some section 32 evaluation reports and draft chapters are expected to be submitted to the next joint committee meeting.

6. building services

IANZ completed their special assessment of the Building Services team under the Building (Accreditation of Building Consent Authorities) Regulations 2006 and MBIE’s 369 item BCA accreditation regulatory guidance checklist.

The assessment identified that the BCA had made excellent progress towards being fully compliant with the BCA Regulations and associated guidance and found a total of 10 items that need to be addressed half of which were done through the audit process itself, and all were relatively minor in nature.

James Kirkland has finished as team Leader for the Building Control team and we are currently recruiting for a suitable replacement. The BCA has a new staff member starting 1^st November (Brett Rudman) who will take some time to come to terms with the BCA regulatory requirements but has extensive knowledge in plumbing and drain laying and will be able to undertake inspections in these areas within days of starting.

Over the last full calendar year (Jan – Dec 2020) the Council’s BCA issued a total 393 consents. By the start of October 2020 (last year) Council had issued 273 consents issued with a total dollar value of $44m. During same period this year, Council’s BCA has issued 263 consents with a similar $44m value, and is on track to equal the total number of building consents that were issued last year.

7. Liquor and Food licensing

Due to the COVID level restrictions, and under guidance from MPI, the onsite food verifications have been delayed. Council’s EHO is planning on remote inspections possibly using the Zyte remote inspection process that is already in use by the building teams

There have been a small number of liquor license renewals with an increase in special licenses to come with the warmer months ahead, COVID restrictions allowing.

8. animal control

This time of year usually sees the animal management officer focussing on microchipping, which the Council undertakes and offers the service for $20 per dog. The COVID lockdown had delayed the promotion of this and in the next 6 weeks the plan will be to advertise this service and promote the benefits of microchipping, as well as microchip as many animals as possible.

After an extensive amount of personal input, Council now has 98.5% of the known dogs in the District now registered. The remaining 1.5% are either on payment plans (although still registered, just not paid for) or infringed for failing to register of which there are 6.

9. summary

Having just over two months in the CEO role, the overwhelming conclusion I have come to is the greatest asset Council has is our staff. The response to Level 4 lockdown announcement, swift activation of the Emergency Operations Centre - where CDC staff performed crucial roles - and the customer (ratepayer) engagement over this time was remarkable. The teams’ ability to support each other, and our community during this crisis was the glue to our response. I am very grateful to everyone for all the hard work that was done over this very trying time. Our thoughts go out to friends and whanau in Auckland and other lockdown areas, as they continue to carry the burden on behalf of the whole country.

My focus for the remainder of this calendar year is on delivery. Delivery of our Annual Report; delivering progress on our key LTP projects including moving of the Depot; the outdoor swimming pool upgrade; connecting our new water storage tanks to our freshwater network; progressing our Wastewater Treatment Pond upgrade project; delivering business as usual infrastructure, network, parks and facilities maintenance and upgrades, while continuing to operate our customer facing services and facilities. I will also take some time to see if we can make improvements to the way we build, operate, manage and oversee Council services for the benefit of our communities.

The challenges we face with Three Waters Reform, Natural and Built Environment (RMA) changes; Local Government reform, and numerous other interactions with central government and related agencies looks only set to increase. It is clear some of these interactions are less productive and more frustrating than others. Coping with change, whether we wish for it or not, can be difficult. Being clear on our purpose and clarifying our priorities, helps to deal with change when it is thrust upon us like it has been with Three Waters Reform. Given my first comment that our staff are our greatest asset, one of my first tasks is to support the hardworking team delivering services to our communities.

10. CONSIDERATIONS

10.1 Climate change

N/A.

10.2 Tāngata whenua

N/A.

10.3 Financial impact

N/A.

10.4 Community Engagement requirements

N/A.

10.5 Risks

N/A.

11. Recommendation

That the Council:

1. Receives the report.

File Number: 136598

Author: Geoff Hamilton, Chief Executive

Attachments: Nil

Ordinary Council Meeting Agenda

20 October 2021

7.7 Council Response and Readiness for COVID-19 Resurgence

1. Purpose

To update the Council on the organisational response to the resurgence of COVID-19 in the community, and readiness for future developments.

2. Significance

The matters for decision in this report are not considered to be of significance under the Significance and Engagement Policy.

3. Background

Previous reports to the Council and Audit and Risk Committee have outlined the organisation’s readiness for the impacts of COVID-19 including detailing the Council’s Pandemic Policy and Business Continuity Plan.

A ‘Lessons Learned’ review following the first Lockdowns identified and addressed issues to enable staff to re-adjust quickly and easily to any future Lockdowns.

Over the past 18 months, the organisation has continued to monitor and respond to developments ensuring appropriate measures remain in place to manage the continued provision of services to the community.

On Tuesday 17 August 2021 a positive case of the Delta variant of COVID-19 was confirmed in the community and, at 23:59pm, all of New Zealand moved to Alert Level 4.

4. ALERT LEVEL 3 & 4 LOCKDOWN

CDC transitioned very smoothly to providing services under Level 3 & 4 restrictions. Our planning and readiness measures ensured a safe and efficient move to remote working and the delivery of not only essential services, but most other services including Council Committee meetings and a Committee election.

Our Covid Response Team (CRT) was immediately assembled and included the Executive Leadership Team and other key staff including the Health, Safety & Wellbeing (HSW) Advisor, Environmental Health Officer (EHO), Communications Team Leader, and relevant team managers. The CRT met daily to monitor the evolving situation at both national and local levels, coordinate response plans, enable the delivery of services, and ensure staff were well supported.

National communications and council network forums provided relevant and up to date information including the DIA Local Government Response Group that provided guidance for council services during the different Alert Levels (Attachment 1).

Under Level 3 & 4 restrictions, most staff were able to perform their usual duties however where this was not possible, alternative tasks were undertaken including essential maintenance, strategic planning, and required developmental and qualification training. Some staff worked well beyond expectations, particularly where they were required to take on extra work as well as their usual tasks such as working in the Emergency Operations Centre (EOC).

Managers and team leaders maintained regular contact with their teams, not only to support the duties they were undertaking, but also to ensure they remained connected to others and maintained positive mental health. A daily email to all staff from the Chief Executive provided updates on activities and important health messages.

The Health & Safety Committee reviewed and implemented COVID-19 safety protocols to ensure staff were protected including the safe set up of workstations at home, and Personal Protection Equipment (PPE) requirements.

5. ONGOING READINESS

The move to ‘Delta Level 2’ has meant a higher level of caution is required than that of our previous Level 2 protocols. This includes enhanced measures such as more flexible remote working options, mask wearing as much as possible, and recording movements through the Tracing App or manual registers.

Management have actively encouraged staff to get vaccinated including arranging priority appointments, time off work, and a workplace visit from the DHB Outreach Team. Information is also being provided to support any staff who may have some hesitancy about the vaccine.

Internal communications through newsletters, team meetings, workplace posters, staff room screens, and direct emails continue to remind our team of the need for caution and safety protocols.

Text, letter

Description automatically generated

6. NEXT STEPS

With the recent spread of COVID-19 cases outside of the Auckland region, we are still monitoring this evolving situation. Staff are being reminded to be vigilant about safety measures, and to be prepared in the event positive cases appear in Wairarapa and/or there is a return to working under Level 3 or 4 restrictions.

We are confident that the organisation will be in a good position to transition to a higher Alert Level if required, however in the anticipation that we may move to an environment in which we are living with COVID-19 in the community, management feel it is now prudent to consider the organisational risks this longer-term scenario may pose.

A review of current COVID-19 policy and protocols will be undertaken, a report outlining the identified risks and mitigations will be submitted to the next Audit & Risk Committee meeting.

7. CONSIDERATIONS

7.1 Climate change

There are no specific climate change implications arising from this report.

7.2 Tāngata whenua

This report outlines internal Council activities. There are no implications for tāngata whenua identified.

7.3 Financial impact

All COVID-19 response and readiness activities are being managed within existing budgets.

7.4 Community Engagement requirements

No community engagement is required. Community messaging and communications forms part of the Council’s readiness and response plans.

7.5 Risks

Future Level 3 & 4 Lockdowns, and delivering services in a COVID-19 environment, poses risks to the Council’s operations. These risks and mitigations will be outlined in a report to the next Audit & Risk Committee meeting.

8. Recommendation

That the Council:

1. Receives the report.

2. Notes the actions taken to respond to the latest COVID-19 outbreak and the organisation’s readiness for future Alert Level changes.

3. Notes that officers will present a report outlining the ongoing risks and mitigations associated with COVID-19 at the next Audit & Risk Committee meeting.

File Number: 136526

Author: Geri Brooking, People and Wellbeing Manager

Attachments: 1. Guidance for Transitioning Through Alert Levels for Local Government ⇩

Ordinary Council Meeting Agenda

20 October 2021

PDF Creator

Ordinary Council Meeting Agenda

20 October 2021

7.9 Joining the Local Government Funding Agency (LGFA) as a guarantor

1. Purpose

For the council to decide whether to become a guarantor of LGFA.

2. Significance

The matters for decision in this report are not considered to be of significance under the Significance and Engagement Policy.

When Council previously (in 2019) joined New Zealand Local Government Funding Agency (LGFA) it consulted with ratepayers.

A decision to join the LGFA as a guarantor does not require further community consultation but requires authorisation from members of Council and the Chief Executive.

3. Background

The Council joined the LGFA borrowing scheme as a borrower in 2019, with the Council first drawing down borrowings from LGFA in July 2021. When Council became a member of LGFA, it decided not to become a guarantor. While there was a financial benefit to becoming a guarantor, Council chose not to, as borrowings were not forecast to reach $20m (LGFA limit for non-guarantor councils) for some time. Risks of becoming a guarantor were also considered.

A Treasury report to the August 2021 Audit and Risk Committee meeting highlighted that Council’s debt is forecast to be $18.5m at the end of 2022 which is close to LGFA’s limit of $20m for non-guarantor Councils. It was agreed a workshop would be set up to discuss the implications of Council becoming a guarantor, which would remove the $20m limit, and would also provide a discounted interest rate to Council.

A Council workshop was held in September 2021 where the LGFA presented information on becoming a guarantor. Philip Jones, Independent Chair of the Audit and Risk Committee, also attended. Elected members requested Council officers prepare some financial analysis to demonstrate the costs and benefits of becoming an LGFA guarantor, as part of a report to Council.

4. Discussion

If Carterton District Council wishes to borrow more than $20 million through LGFA then they will need to become a guarantor.

The benefits are that Council could borrow more than $20 million through LGFA if and when needed, and that Council’s interest cost would reduce by 0.1% on any new borrowings or refinancing of existing borrowings compared to LGFA’s rates for non-guarantors.

The 2021-31 LTP shows Council being close to the LGFA $20m borrowing limit for non-guarantors in year 1, and exceeding $20m of external borrowings in later years. Council could borrow amounts over $20m through a bank, however interest rates available to Council through LGFA are significantly lower than rates available through banks (currently around 2% difference when comparing Councils average borrowing rate on its LGFA loans, to the average borrowing rate Council had with BNZ in July 2021 before switching to LGFA).

It would also enable the Council to access committed standby facilities that LGFA are now offering.

The risk of becoming a guarantor is that the Council may have to make an equity contribution to LGFA if LGFA was at risk of defaulting on its debt. Note that the Council is guaranteeing LGFA’s debt and not other councils. The equity contribution would also mean Council owns shares in LGFA.

The share of the Councils guarantee is based on rates income. It is estimated that Carterton District Council’s share would be 0.21% as at September 2021. This means for every $100 million of capital LGFA called, the Council would contribute around $210,000.

The risk of LGFA defaulting is extremely low. LGFA securities are rated at AAA (domestic long term) by S&P Global Ratings and AA+ by Fitch Ratings. These ratings are the same as the New Zealand Government, and higher than NZ banks.

Council officers have quantified the financial benefits of becoming a guarantor in terms of the 0.1% saving on new or refinanced borrowing, in the table below.

The table above demonstrates the NPV of becoming a guarantor for the 10 years of the Long-Term Plan. There will be a one-off cost for legal fees to prepare the required documentation, however this will be recovered in subsequent years, through the savings in interest costs.

Council may also save significantly more than this once Council’s borrowing exceeds the LGFA’s $20m limit. Being a guarantor would remove this limit, and would therefore allow council to borrow amounts exceeding $20m through LGFA rather than having to borrow through banks at a higher interest rate.

5. Options

1. Council chooses to become a guarantor. This would allow Council to borrow over $20m through LGFA when required under the LTP, and would mean a discounted interest rate. Risk of LGFA defaulting is extremely low.

2. Council chooses not to become a guarantor. Council can borrow up to $20m through LGFA, then any amounts borrowed above this would need to be through a bank, at a higher interest rate. The discounted interest rate for guarantors of the LGFA would not be available to Council. Not exposed to risk of LGFA defaulting.

6. NEXT STEPS

If Council agrees to become a guarantor, the CEO and two Councillors will need to sign and execute the relevant legal documents. It is envisaged that by the time our solicitor prepares the documentation and LGFA’s solicitors review the documents, it’ll be the end of November before the paperwork is in force.

7. CONSIDERATIONS

7.1 Climate change

No specific climate changes considerations.

7.2 Tāngata whenua

No specific climate change considerations.

7.3 Financial impact

As noted in the discussion section, by becoming a guarantor, Council will save 0.1% interest on new or refinanced borrowings compared to the rates we are currently able to obtain through the LGFA.

If Council did not become a guarantor and needed to borrow more than $20m, any amount above the $20m limit would need to be borrowed from a bank which has significantly higher interest rates than LGFA.

There will be an initial one-off cost of approximately $15,000 in legal fees to arrange the documentation required to become a guarantor.

7.4 Community Engagement requirements

When Council previously (in 2019) joined LGFA it consulted with ratepayers.

A decision to join the LGFA as a guarantor does not require further community consultation but requires authorisation from both members of Council and the Chief Executive.

7.5 Risks

The key risk involved in this decision relates to Council being a guarantor for LGFA in the situation the LGFA defaults. As discussed above, the risk is extremely low, with LGFA having a higher credit rating than the banks Council could borrow from.

Another potential risk is that Council borrows more than is required due to the $20m LGFA cap being removed if Council were to become a guarantor. This risk is mitigated by the fact the Council’s plan is already set out in the 2021-31 Long Year Plan (LTP), including capital programme, and the related borrowing. The Council’s Delegations Manual requires any unbudgeted expenditure over $10,000 to come to Council for approval, so officers cannot decide to complete additional capital works (and therefore drawn down additional borrowing) than is set out in the LTP without Council approval.

8. Recommendation

That the Council:

1. Receives the report.

2. Agrees to become a guarantor of LGFA.

3. Delegates authority to the Chief Executive to execute the required documents for the purposes of recommendation 2.

4. Authorises any two of the Council’s elected members to execute the required deeds for the purposes of recommendation 2.

File Number: 136454

Author: Kelly Vatselias, Corporate Services Manager

Attachments: Nil


AGENDA Ordinary Council Meeting
Date:	Wednesday, 20 October 2021
Time:	1:00pm
Location:	Carterton Events Centre 50 Holloway Street Carterton
Mayor G Lang Deputy Mayor R Vergunst Cr R Cherry-Campbell Cr S Cretney Cr B Deller	Cr D Williams Cr J Greathead Cr R Keys Cr R Stockley Hurunui o Rangi Marae representative J Fox

Requests Received	Responses to requests	Requests resulting in a complaint to ombudsman	Average number of working days to respond
25	22	0	15.14

Date Received	Organisation	Subject		Working Days to respond	Total per month
16-Jul-21		a list of the email recipients from the email incorrectly sent to Blair King CE of Carterton District Council, editorial in the Wairarapa Times Age.		22
23-Jul-21	Bridge it NZ	“I’m currently doing some market research for our company Bridge It NZ. We are looking to gauge the size of the bridge market in the Region which in turn helps us as a business to concentrate our support where it is needed most. I was directed to this email address and hope you can assist by providing the following information: • A list of all bridges in the Greater Wellington Region for the last 5 years that had consents approved • Which industry the bridge services • Date they were issued If the information is readily available, we would also like further information that could provide: • Specifications of the bridges (type / length / possibly pile used) • Who applied for the consents (Construction company if possible) • What industry / client these bridges are servicing.”		20
26-Jul-21		For some time now I have been concerned about the progress of the wastewater treatment plant upgrade project. The report in the July edition of the Carterton Crier , has made me even more concerned. ----- As a ratepayer I have three questions that the report should have answered; 1. What is the current status of the project? 2. What is the expected completion date for the project? 3. What is the expected finished cost of the project? The rep_2).t does not give satisfactory answers to any of these questions. Instead the report is a series of random statements describing various historical actions and decisions. It does not provide a coherent picture of the current status of the project. In the report the Council states that the project is within the time period of its consents to have the reservoirs running and suggests that the project is therefore on track. This is at best misleading, the project plan no doubt references the consents but is an independent document. The delays already experienced mean that the project is not on its original track. If a new track has been plotted the ratepayers should be advised of it. Ratepayers deserve transparency and this is sadly lacking in the Council's repmt. One conclusion from the repmt is that the Council does not have the competencies required to conduct a project of this nature. I urge the Council to acknowledge this and seek assistance from competent project managers to ensure that this and other capital projects return the maximum benefit to ratepaye\.s.		20
27-Jul-21		The number of cases of illegal vegetation clearance dealt with by council between January 1, 2016 and July 27, 2021. I would like information broken down by date, area of land cleared, rule broken, and action taken by council (warning, court action etc). Illegal vegetation clearance means any clearance that breaches District Plan and/or RMA rules.		14

30-Jul-21	NIWA	water meter data for drought resilience modelling? Kia ora I am an economist at NIWA and I am planning some socio-economic modelling to analyse resilience and adaptation for droughts. To do this project I need household-level water consumption data that I can integrate with property data, census data, weather data, and climate change projections. Similar data integration has already been done for Watercare by Auckland University and resulted in multiple publications - although they didn't do climate change economic modelling. If I had data for Carterton households I could compare and contrast with Auckland and assess the socio-economic implications. Could you please put me in touch with someone who might be able to help with my data needs	31	5
9-Aug-21		Please provide the following information: 1. A detailed copy/list of the criteria or methods used by Carterton District Council to determine whether wood smoke from a domestic chimney is a nuisance as per council’s responsibilities under section 29(m) of The Health Act 1956. 2. Confirmation of how many abatement notices have been issued to owners of domestic fireplaces/woodburners in the past 5 years (since August 2016).	8
12-Aug-21	University of Otago	The information we are seeking is related to the organisation’s Human Resource strategy and Human Resource policies. Examples of such documents include: • Human Resource Strategy/People Management strategy • Training/ Learning and Development policy/guidelines • Employee Wellbeing policy/guidelines • Recruitment and staffing policy/guidelines • Performance management and appraisal policy/guidelines • Employee Benefits policy. We are seeking these (and if available, other similar) Human Resource strategy and policy documents for the period of 2010 – 2021 (with the dates). If you have a web archive where such documents may be stored, please let us know. By collecting and analysing the requested documents, we hope to chart how changes related to social expectations and attitudes have an influence on the policy and practice of Human Resource Management. An exact OIA request has been sent to all the other city, district and regional councils as well. This information will be used by a team of University of Otago researchers; and won’t be shared with anyone other than the research team. All the council names and their information will be fully anonymized, and hence, no named reference to any particular council or its employees will be made in the final publication and any (or all) the subsequent press releases made in relation to the publication.	14
13-Aug-21		We formally request under LGOIMA the full text from the Requestor for “LGOIMA Request: 2021-77 Email recipient list from WTA editorial” and the full outcome provided, once made, by Carterton District Council to this Requestor.	3

26-Aug-21		I see Council has approved a housing action report prepared by Analytics. Would you please email me a copy.	1	10
3-Sep-21	Birchway Farm Ltd	• All Building Consents numbers and addresses issued under the Licensed Building Practitioner’s number BP 118645 from Carterton District Council • For the period of 1 January 2015 to 2 September 2021	14
5-Sep-21		• Has the Council delegated its duty under Section 35(2)(d) of the RMA [as provided for under Sections 34 and 34(A) of the RMA]. • If the Council has done so, to which council committee, hearings commissioner, and/or council employer (as the case maybe) has that duty been delegated. (Note: in the case of council employees, position titles only are required, not staff personal identifiers.) • Has the Council transferred the duty under Section 35(2)(d) of the RMA [as provided for under Section 33 of the RMA]. • If the Council has done so, to which public authority (or authorities) has that duty been transferred. • Where the Council has delegated and/or transferred the duty under Section 35(2)(d) of the RMA, a copy of the relevant document that officially records the delegation/transfer as the case maybe. (Note: this can be provided with a link to an appropriate council website if this is available.) • Where the Council has not delegated the duty under Section 35(2)(d) of the RMA, why has the Council not done so. • Where the Council has not delegated the duty under Section 35(2)(d) of the RMA, by what process does the Council fulfil its duty under Section 35(2)(d) of the RMA. • Does the Council have a RMA monitoring strategy that addresses the duty imposed under Section 35(2)(d) of the RMA. • If the Council has such as strategy, a copy of that document (Note: this can be provided with a link to an appropriate council website if this is available), as well as relevant citations to sections/pages that reference to Section 35(2)(d) of the RMA .	20
7-Sep-21		Could you please advise how many dogs were impounded in May, June, July and August of this year. Could you also identify 1 how many of these dogs were registered 2 what fines were issued to the non registered dog owners and what was recovered 3 how many dogs were euthanised.	9
7-Sep-21	PNCC	“…regarding the Arts, Culture and Heritage Advisory Group? Such as a terms of reference and what its purpose is within Council?”	18
13-Sep-21		According to the recently released Law Commission’s Report “The Legal Framework for Burial and Cremation in New Zealand” the Carterton District Council has entered into either a partnership or leasing arrangement with a private operator to provide crematorium services in your area Could you please provide me with the details of the partnership or leasing arrangement you have with the private operator/s?	19
13-Sep-21	University of Otago	Please supply the information requested within the document “Investigating nitrate contamination in drinking water” under the Local Government Official Information and Meetings Act (LGOIMA). This document also outlines the rationale for our research project and makes more detail on our specific requests for the data required to conduct this work. Also attached is our longer research proposal for a population-level cohort study investigating the potential health burden of nitrate contamination in drinking water.	20

Elected Member: Greg Lang	Portfolio Lead: Mayor
For the period: 17^th August 2021 – 11^th October 2021

Elected Member: Rebecca Vergunst	Portfolio Lead: Policy & Housing
For the period: 16th June 2021 - 11th October 2021

Elected Member: Brian Deller	Portfolio Lead: Risks
For the period: 16^th August 2021 to 11^th October 2021

Elected Member: Dale Williams	Portfolio Lead:
For the period: 17 August 2021 to 11 October 2021

Elected Member: Jill Greathead	Portfolio Lead: Climate Change and Environment
For the period: 18 August to 11 October 2021

Elected Member: Robyn Cherry-Campbell	Portfolio Lead: Finance / Economic Development
For the period: 17 August to 11 October 2021