Agenda of Ordinary Council meeting - Wednesday, 10 May 2023

Ordinary Council meeting Minutes

29 March 2023

DRAFT

MINUTES OF Carterton District Council
Ordinary Council meeting
HELD AT THE Carterton Events Centre, 50 Holloway St, Carterton
ON Wednesday, 29 March 2023 AT 9:00 am

PRESENT: Mayor Ron Mark, Deputy Mayor Dale Williams, Cr Brian Deller, Cr Steve Cretney, Cr Lou Newman (until 12.30 pm), Cr Steve Gallon, Cr Steve Laurence, Cr Grace Ayling

IN ATTENDANCE: Hurunui-o-Rangi Marae

Marama Fox (from 9.28 am)

Staff

Geoff Hamilton (Chief Executive), Kelly Vatselias (Corporate Services Manager), Glenda Seville (Community Services and Facilities Manager), Solitaire Robertson (Planning and Regulatory Services Manager), Johannes Ferreira (Infrastructure Services Manager), Elisa Brown (Communications and Engagement Manager), Robyn Blue (Democratic Services Officer)

1 Karakia Timatanga

The meeting opened with a karakia by Mayor Ron Mark.

2 Apologies

MOVED

An apology be received from Cr Robyn Cherry-Campbell, and also from Marama Fox for lateness.

Cr B Deller / Deputy Mayor D Williams

CARRIED

3 Conflicts of Interests Declaration

Cr Lou Newman is on the Carrington Park User’s Group and identified a potential conflict of interest in Item 7.3 on Carrington Park. It was discussed that this wouldn’t affect her ability to discuss or vote on this item.

4 Public Forum

1. Kerry Leighton provided Council with advice on the footpath in Pembroke St which is in need of repair, and also gave an update on social housing / Carter Court.

2. Anna Beetham, head of the project team for the Carterton Indoor Pool Restoration Project, sought Council support on a project to upgrade the pool building.

3. Andrea Goodin spoke about concerns from local residents about the West Taratahi/Norfolk Rd Trail project.

4. Trevor Dewis and Treen Edmonds also spoke to Council about concerns with the West Taratahi/Norfolk Rd Trail project.

5 Youth Council views on agenda items

There were no Youth Council views on the agenda.

6 Confirmation of the Minutes

6.1 Minutes of the Ordinary Council Meeting held on 15 February 2023

MOVED

1. That the minutes of the Ordinary Council Meeting held on 15 February 2023 are true and correct.

Cr G Ayling / Cr L Newman

CARRIED

6.2 Minutes of the Extraordinary Ordinary Council Meeting held on 8 March 2023

MOVED

1. That the Minutes of the Extraordinary Ordinary Council Meeting held on 8 March 2023 are true and correct.

Cr B Deller / Deputy Mayor D Williams

CARRIED

7 Reports

7.1 CDC appointment to the Cobblestones Charitable Trust

1. Purpose

For the Council to consider making a community appointment to the Cobblestones Charitable Trust for the 2022-25 Triennium.

NOTED

Joseph Gillard provided Council with an update on activities at Cobblestones Museum.

MOVED

That the Council:

1. Confirms Joseph Gillard as the Carterton District Council community representative on the Cobblestones Charitable Trust.

Cr L Newman / Cr S Gallon

CARRIED

7.2 Proposed Freedom Camping Bylaw

1. Purpose

For the Council to review the draft Freedom Camping Bylaw

MOVED

That the Council:

1. Receives the report.

2. Agrees to proceed with Public Consultation under section 83 of the Local Government Act 2022.

Deputy Mayor D Williams / Cr G Ayling

CARRIED

7.3 Ka Pai Carterton - Carrington Park

1. Purpose

For the council to receive the Developed Design for Carrington Park and decide on the proposed water play aspects of the design.

MOVED

That the Council:

1. Receives the report.

Deputy Mayor D Williams / Cr S Cretney

CARRIED

2. Receives the Developed Design document.

Cr B Deller / Cr S Gallon

CARRIED

3. Approves the water play elements of the design and agrees to Option 1 - commits to the ongoing operational costs for the facility.

Deputy Mayor D Williams / Cr L Newman

Against the motion – Cr S Cretney

CARRIED

4. Notes the inclusion of these costs will be added to Annual and Long Term Plans on completion of the park.

Cr L Newman / Deputy Mayor D Williams

Against the motion – Cr S Cretney

CARRIED

7.4 Communities 4 Local Democracy (C4LD)

1. Purpose

For Council to be updated on Communities 4 Local Democracy (C4LD) and consider applying for membership.

MOVED

That the Council:

1. Receives the report.

Deputy Mayor D Williams / Cr G Ayling

CARRIED

2. Notes Mayor Ron Mark has signed the Mayor’s consensus on Three Waters reform.

Mayor R Mark / Cr S Cretney

CARRIED

3. Agrees CDC applies to be a member of the Communities 4 Local Democracy group.

Cr S Cretney / Cr G Ayling

Against the motion – Crs B Deller and L Newman

CARRIED

7.5 Adoption of the Wairarapa Smoke and Vape Free Policy

1. Purpose

For the Council to adopt of the draft Wairarapa Smoke and Vape Free Policy (“the Policy”).

NOTED

The policy is an educational policy that is not enforceable.

MOVED

That the Council:

1. Receives the report.

Cr S Cretney / Cr S Gallon

CARRIED

2. Notes the Carterton District Smokefree Policy is due for review;

3. Notes Masterton, Carterton and South Wairarapa District Councils agreed to merge their respective policies through this review;

4. Notes a community survey was undertaken to understand general attitudes towards smoking and vaping in the Wairarapa region in late 2022;

5. Notes the Wairarapa Policy Working Group has reviewed the draft Wairarapa Smoke and Vape Free Policy and the results of the community survey;

6. Notes the Wairarapa Policy Working Group recommends that Council adopt the proposed Wairarapa Smoke and Vape Free Policy; and

Cr S Cretney / Cr L Newman

CARRIED

7. Adopts the Wairarapa Smoke and Vape Free Policy with the additional bullet point under ‘Our Smoke and Vape free areas’ on page 3 of the policy to include ‘outside educational facilities’.

Deputy Mayor D Williams / Cr G Ayling

CARRIED

7.6 Three Waters Reform Update

1. Purpose

To provide Council with an update on Central Government’s Three Waters reform.

MOVED

That the Council:

1. Receives the report.

Cr S Cretney / Cr B Deller

CARRIED

7.7 Three Waters Renewal Priorities

1. Purpose

For the council to be updated on the three waters renewal priorities.

MOVED

That the Council:

1. Receives the report.

Cr S Cretney / Cr B Deller

CARRIED

7.8 Chief Executive Report

1. Purpose

For the Council to be informed on planned Council operational activities, major projects, and other matters of importance and interest.

MOVED

That the Council:

1. Receives the report.

Cr S Cretney / Cr B Deller

CARRIED

7.9 Governance Statement 2022-2025

1. Purpose

To make the updated Governance Statement for the 2022-2025 Triennium publicly available, in accordance with Section 40 of the Local Government Act 2002.

MOVED

That the Council:

1. Receives the report.

2. Notes the updated Governance Statement 2022-2025 (attachment 2), as required by Section 40 of the Local Government Act 2002.

Deputy Mayor D Williams / Cr B Deller

CARRIED

7.10 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 (the Act) 31 January to 20 March 2023.

MOVED

That the Council:

1. Receives the report.

Cr S Cretney / Cr S Gallon

CARRIED

8 Exclusion of the Public

RESOLUTION TO EXCLUDE THE PUBLIC

MOVED

That the public be excluded from the following parts of the proceedings of this meeting.

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

General subject of each matter to be considered

Reason for passing this resolution in relation to each matter

Ground(s) under section 48 for the passing of this resolution

8.1 - Confirmation of the public-excluded minutes Ordinary Council, 15 February 2023

s7(2)(a) - the withholding of the information is necessary to protect the privacy of natural persons, including that of deceased natural persons

s7(2)(b)(ii) - the withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information

s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities

s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7

8.2 - Rural Resource Management in the Proposed District Plan

s7(2)(a) - the withholding of the information is necessary to protect the privacy of natural persons, including that of deceased natural persons

s7(2)(g) - the withholding of the information is necessary to maintain legal professional privilege

s7(2)(j) - the withholding of the information is necessary to prevent the disclosure or use of official information for improper gain or improper advantage

MOVED

That Council moves from Open Council into Closed Council.

Deputy Mayor D Williams / Cr G Ayling

CARRIED

MOVED

That Council moves out of Closed Council into Open Council.

Deputy Mayor D Williams / Cr S Cretney

CARRIED

9 Karakia Whakamutunga

The meeting closed with a karakia by Marama Fox.

The meeting closed at 12.40 pm

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

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

Ordinary Council meeting Agenda

10 May 2023

7.3 Adoption of the Wairarapa Youth Strategy: Te Rautaki Rangatahi o Wairarapa

1. Purpose

For the Council to adopt the proposed Wairarapa Youth Strategy: Te Rautaki Rangatahi o Wairarapa.

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 Carterton (CDC), Masterton (MDC), and South Wairarapa (SWDC) District Councils (Wairarapa District Councils) have agreed to a combined strategy for rangatahi (youth 12–24-year-olds) across the region.

Carterton and Masterton District Councils have had a strategy in place since 2012. The proposed Wairarapa Youth Strategy: Te Rautaki Rangatahi o Wairarapa has been developed alongside the review of the Wairarapa Rangatahi Development Strategy 2016 – 2021, and South Wairarapa District Council been involved as part of this review cycle.

A co-development approach was used with rangatahi in this strategy review. Between August and September 2022 engagement was undertaken with 28 rangatahi groups and schools across the Wairarapa reaching over 1,300 rangatahi. Over 3,000 suggestions were received on ways to make Wairarapa a great region where young people thrive.

The Wairarapa Youth Strategy: Te Rautaki Taiohi o Wairarapa (the Strategy) outlines how the Wairarapa District Councils are proposing to invest in the positive development of its rangatahi aged 12-24 years over the next five years. Through its priorities and actions, councils are striving to enhance the mana of rangatahi so that they have opportunities to grow, develop and reach their full potential.

The Strategy sets out seven rangatahi-centred priority areas for the three Councils to support and respond to within their roles and responsibilities, and in partnership with rangatahi, agencies, community groups and the wider community.

The proposed Strategy is being considered for adoption by SWDC on 5 April followed by CDC on 10 May.

4. Discussion

Rangatahi (youth 12–24-year-olds) are valued members of the community and Carterton District Council is committed to ensuring that they have opportunities to positively participate in Council and community affairs and are supported to reach their full potential.

This commitment is recognised through the current Wairarapa Rangatahi Development Strategy 2016 – 2021 for the Masterton and Carterton districts (the 2016 Strategy).

Why do we have a Strategy?

The purpose of local government is to enable democratic local decision-making and action by, and on behalf of, communities. Its purpose is also to promote the social, economic, environmental, and cultural well-being of communities, in the present and for the future. Having a Rangatahi Strategy in place enables councils to outline their commitment to the wellbeing of rangatahi across all of the functions and services that are provided.

Representation of rangatahi views varies across the Wairarapa District Councils in day-to-day matters and engagement and consultation processes. We recognise there is still more for us to do to address this gap. It is important that this process is beneficial for Council and also demonstrates to rangatahi that their voice and views are wanted and valued by the Wairarapa District Councils.

Having a joint strategy enables the Wairarapa District Councils to take a co-ordinated approach in the work undertaken to support rangatahi in the Wairarapa. It sets out a common framework across the region so we can collaborate on making the Wairarapa a great place for rangatahi to grow and thrive. This could also include opportunities to partner with the wider community and other agencies.

Aims of the Wairarapa Youth Strategy: Te Rautaki Rangatahi o Wairarapa

The purpose of the Strategy is to highlight what is important to rangatahi and support their development through the provision of services, facilities, and activities delivered by the Wairarapa District Councils. It is a lens that Councils can use when delivering to, or working with rangatahi in the region that can be applied across all the work we do.

The Strategy aims to deliver the purpose set out in the vision statement: Rangatahi in the Wairarapa have opportunities to grow, develop and reach their full potential. By identifying clear priorities, it outlines ways the three Wairarapa District Councils can begin to achieve this vision. The Strategy aims to:

· Provide measurable and tangible outcomes for rangatahi across the region that they can connect to.

· Connect to Council’s roles as provider, funder, partner, facilitator, advocate, and regulator.

· Provide Wairarapa District Councils with a range of priorities and a clear direction for the rangatahi community over the next five years, and how and who we might best engage with when we come to addressing these. This will also support budgeting and resource planning over a five-year period.

· Align with interventions and plans at central government and community level — including the Child and Youth Wellbeing Strategy 2019, Mana Taiohi (Principles of youth development) and the Youth Action Plan.

· Outline how the Wairarapa District Councils will work together to support the needs and aspirations of rangatahi.

Focus of the Wairarapa Youth Strategy: Te Rautaki Rangatahi o Wairarapa

The Strategy sets out seven priorities that rangatahi in the Wairarapa region have identified and what council can do to respond to and support their core needs and aspirations. While this Strategy focuses on all rangatahi, it acknowledges that one size does not fit all. The Strategy is provided in Attachment 1 and sets out the following priority areas in further detail.

The priorities set the direction of the Strategy and convey the voice of rangatahi who participated in the process. A high-level summary is included below:

Priority	Description summary
We want to celebrate who we are	Rangatahi want to see their cultures and backgrounds in their region. They want to feel represented, acknowledged and celebrated in their communities.
We want to be active	Rangatahi want to have access to a range of activities in the region. They want to have facilities and spaces that are fit-for-purpose.
We need to feel safe	Rangatahi want a community that feels safe and inclusive. They want to be physically safe and be safe from harmful substances in their community.
We need to connect	Rangatahi want to easily connect with one another, their whānau (family) and wider community. They want to reduce the barriers to being able to connect (such as cost, access to information or distance).
We need to protect our environment	Rangatahi want to take an active role in supporting their environment. They value living in clean and beautiful neighbourhoods.
We have a voice and can use it	Rangatahi want to participate in community and council affairs. They want to be counted and have their views respected and considered regardless of their age.
We need to be supported and support one another	Rangatahi want to access a range of support across the region but often face barriers to this. They want to be treated fairly and equitably.

We recognise in delivering these priorities it will be essential for us to work with rangatahi, community groups and agencies.

The Strategy is underpinned by Mana Taiohi, a principle-based framework recognised nationally that can inform the way people who work with young people work in Aotearoa^{^[1]}. It aligns with the priorities outlined in the Strategy. This Strategy seeks to recognise and enhance the four elements of young people’s mana as identified in Mana Taiohi.

Implementation plans will support delivery of the Strategy

The Strategy is supported by implementation plans for each council and identifies a range of projects within them. The Strategy outlines how the Wairarapa District Councils will work collaboratively to deliver on the vision and priorities. Aligning with this commitment, following adoption the three councils will work together to develop agreed regional actions that will be merged into each district implementation plans.

The Carterton implementation plan is in development and will brought back to Council on completion. The projects or initiatives for each year will be within current budgets. Where further resourcing or funding is required, business cases will be developed to be considered as part of Annual Planning or Long-Term Planning cycles.

Analysis and Advice

Work to date

The 2016 Strategy was due for review in late 2020, and project planning commenced in mid-2021. A Project Team was established with representation from each of the three Wairarapa District Councils, with MDC being the project lead. In October 2021 we reported to council on a proposed approach to develop the new strategy. As part of this report the Wairarapa Policy Working Group (WPWG) was delegated oversight of the project. The WPWG has been providing feedback and input throughout the review, including the engagement approach, strategy priorities and the final strategy document.

Many councils across New Zealand have youth strategies in place including Waimakariri, Hastings, Auckland, Nelson, Hurunui, and Wellington. In order to inform our approach a range of existing youth strategies across local government in New Zealand and Australia were explored. We also looked at statistics and research relating to rangatahi broadly and those available for the Wairarapa. Some of these statistics are reflected in the Strategy.

The Eastern and Central Community Trust (ECCT)’s recently developed a Youth Action Plan and funding model in order to understand the types of activities and goals identified and how rangatahi were involved in their development.

Following stakeholder mapping, some pre-engagement with community groups and workshop design, a series of engagement sessions across the Wairarapa were delivered in Term 3 of 2022 (August-September 2022). Further detail on the delivery and results are covered later in this report. Analysis of the engagement results led to a final seven priority areas for the Strategy. These were shaped directly by the suggestions and aspirations of rangatahi.

The priority areas and results of the engagement were tested against the 2016 Strategy. Aspects of the 2016 Strategy have been carried forward where they align with the revised vision and direction.

The pandemic, personnel changes and work programme priorities impacted on our timeframes and the ability to undertake engagement. Throughout the project Council has been kept informed in CE reports.

Rangatahi engagement

Following an assessment against the Significance & Engagement Policies of the Wairarapa District Councils, a co-development approach was undertaken with rangatahi to deliver a strategy with a greater sense of ownership and accountability. This approach also aligned with:

· the intent of the current 2016 Strategy (strengthening rangatahi voice and supporting rangatahi potential);

· Council’s role as a decision-maker and the need to consider of the views of people affected by a matter, both now and in the future; and

· the approach taken with other strategies and plans (e.g. Wairarapa District Councils’ Positive Aging Strategy and the Masterton District Climate Action Plan).

In order to reach a broad range of rangatahi across the region, in preparing our engagement approach we engaged with, and took advice from Rangitāne o Wairarapa, Kahungunu ki Wairarapa, Youth2Work, ECCT’s Tira Rangatahi, Te Whatu Ora Wairarapa, the Wairarapa Community Network, Pasifika o Wairarapa Trust, Ara Taiohi, the Wairarapa Rainbow Network and others.

We supported co-development through two phases of engagement.

Our aim was to reach a broad range of rangatahi including Māori, Pasifika, LGBTQIA+, at risk and disabled/whaikaha rangatahi. The Project Team adopted an ‘us to them’ approach, meaning council officers meeting with rangatahi where they are, and not expecting rangatahi to attend separate meetings or workshops to engage with us. We split the engagement process into two phases. The aims of each phase were as follows:

· Phase 1 Rangatahi voices are heard: Collating relevant data and information from a broad range of rangatahi from across the region that will influence the key priorities in the revised strategy. All schools with year 8 students and above were offered the opportunity to engage in a way that worked best for them. We also reached out to a range of community groups who worked closely with rangatahi.

o In total we met with 28 groups/schools across 28 engagement sessions in August-September 2022 and reached over 1,300 rangatahi across the region. Over 3,000 suggestions and ideas were provided in response to three questions. We were able to reach Māori, Pasifika, LGBTQIA+, at risk and disabled/whaikaha rangatahi as part of our approach. A full list of groups is attached at Attachment 2.

· Phase 2 Rangatahi voices are reflected: Refining the data and information into revised goals and actions in collaboration with rangatahi to ensure that the strategy indicates the priorities and needs of rangatahi across the region.

o On 7 December 2022 we hosted a full day workshop with 19 rangatahi from across the region. The workshop tested the initial eight priorities that had been developed in response to the wider rangatahi feedback.

This engagement enabled us to design rangatahi-centred priorities for council to support through the Strategy.

We do not propose to carry out wider community consultation.

As outlined above, the three Councils collaborated with rangatahi to deliver the proposed Strategy. Because of this, we propose that Council adopts the Strategy with an informed approach with the wider community after the Strategy is adopted.

The WPWG discussed the engagement had been undertaken to date to support the strategy and whether further consultation was needed. Aligning with our Significance and Engagement Policy, it is considered that wider community consultation is not required, as:

· The impacted demographic has already been consulted. Wider community interest is likely to be low-moderate.

· The impact of this decision can easily be reversed (it is not a Bylaw or requirement under legislation).

· The ownership or function of strategic assets are not affected.

· The Strategy encapsulates existing work programme deliverables and budget baselines for Year 1 of the implementation plan. The costs/risks to Council are low.

Most groups that work closely with rangatahi that we have encountered have been supportive of the collaborative approach with rangatahi. This has been demonstrated through their hosting of engagement and expressing they are eager to hear more about the needs and aspirations of rangatahi.

As part of our communications and engagement plan, we will continue to engage with the wider community with particular focus on groups that work directly with rangatahi to inform them of the Strategy’s direction and priorities for Council. As part of our proposed implementation plans as a region, we are exploring ways to share our engagement results with groups and organisations that work closely with rangatahi.

Next Steps

5. Options

A summary of the options considered for adoption of the Strategy is included in the table below.

Option		Advantages	Disadvantages
1	Adopt the Strategy following a rangatahi co-development process and taking an inform approach with the wider community following adoption	Recognises the contribution of rangatahi and it being a rangatahi voice led strategy. Recognises the input from community groups who supported rangatahi to participate. Aligns with existing and ongoing community development initiatives and projects. Provides Council with clear messages direct from local rangatahi. Signals council’s support and value of rangatahi voice in community and council matters. The impact of this decision can easily be reversed (it is not a Bylaw or requirement under legislation). The ownership or function of strategic assets are not affected. The Strategy encapsulates existing work programme deliverables and budget baselines for the Year 1 implementation plan. Costs/ risks to Council are low.	Although we have attempted to include a broad range of rangatahi in the engagement process, some may have missed out on engagement sessions and online drop-box (suggestion box). Some groups that work with rangatahi may feel they have not had the opportunity to have their say. The wider community may feel that they have not had the opportunity to have their say.
	Adopt the Strategy for community consultation.	Some additional areas for inclusion may be identified. Allows rangatahi to have another say or those that missed out on the engagement sessions to have a say. Allows us to test the Priorities with community groups that work with rangatahi. Allows us to test the Priorities with the wider community.	With this project having commenced in 2021, if further work is required this would extend the development and review period and will compete with other work programme priorities. May dilute the work undertaken to reflect rangatahi voice. Rangatahi may feel that their contribution is minimised or diluted by wider community feedback. Rangatahi may feel reluctant to engage in future processes.
2	Does not adopt the Strategy.	No known advantages.	The current 2016 Strategy is outdated, and current programmes may not represent the views and needs of current rangatahi in the district. This will not recognise the contribution of rangatahi and may impact on future engagement with council on community matters.

6. NEXT STEPS

Option 1 is recommended, namely to adopt the Strategy following the rangatahi co-development process and take an informed approach with the wider community following adoption. This option is supported by the WPWG.

1,300 rangatahi from across the region engaged in this process [approximately 362 were based in the Carterton District]. This is a significant level of engagement from the rangatahi community. Adopting this policy recognises their contribution and further encourages rangatahi to participate in council and community affairs. The Strategy ensures that over the next five years Council will have a clear set of priorities and a vision for how it works, with and for rangatahi.

7. CONSIDERATIONS

7.1 Climate change

Rangatahi have expressed views on climate and environmental issues through the engagement process, and this has been reflected in the Strategy document.

7.2 Tāngata whenua

The Strategy includes all rangatahi. As a part of the engagement approach, we reached out to mana whenua to help us identify the best ways for rangatahi Māori to be involved. On their advice, as part of the engagement we worked with several targeted groups such as Ohi Ora and Ngā Pūmanawa Tūpuna to seek their input. We also delivered an engagement workshop at Te Kura Kaupapa Māori o Wairarapa where the workshop was delivered in te reo Māori. Rangatahi Māori were also included in our focus group.

7.3 Financial impact

This project was undertaken by using internal staff resourcing, with MDC being the project leads.

The budget for the completed review and strategy development will be split across the Wairarapa Councils as outlined in the Wairarapa Shared Services Funding Policy under the joint policy development activity. The cost-split allocation is 52% Masterton, 20% Carterton and 28% South Wairarapa.

The majority of actions within the Strategy will be considered and actioned through existing budgets. Where further resourcing or funding is required, business cases will be developed to be considered as part of Annual Planning or Long-Term Planning cycles.

7.4 Community Engagement requirements

As noted in the report, wider community consultation is not required. This position is supported by the WPWG.

As part of the project communications and engagement plan we will continue to engage with the wider community with a particular focus on groups that work directly with rangatahi in order to inform them of the Strategy’s direction and priorities for Council.

Following the Council meeting we will update relevant stakeholders on adoption of the strategy.

7.5 Risks

The Strategy aligns with Council’s role under the Local Government Act 2002 to enable democratic local decision-making and action by, and on behalf of, communities. It also promotes the social, economic, environmental, and cultural well-being of their communities (the four wellbeings), in the present and for the future. Having a rangatahi-focused strategy in place assists councils to promote the wellbeing of rangatahi within our communities.

8. Recommendation

That the Council:

1. Receives the report.

2. Notes that the Carterton, Masterton and South Wairarapa Councils have agreed to develop a combined regional strategy as part of review of the Wairarapa Rangatahi Development Strategy 2016 – 2021.

3. Notes that the Wairarapa Youth Strategy: Te Rautaki Rangatahi o Wairarapa was developed in collaboration with rangatahi (youth 12 – 24 years old).

4. Notes the Wairarapa Policy Working Group recommends that Council adopts the proposed Wairarapa Youth Strategy: Te Rautaki Rangatahi o Wairarapa.

5. Adopts the Wairarapa Youth Strategy: Te Rautaki Rangatahi o Wairarapa.

File Number: 335369

Author: Glenda Seville, Community Services Manager

Attachments: 1. DRAFT Wairarapa Youth Strategy ⇩

2. Rangatahi Engagements ⇩

Ordinary Council meeting Agenda

10 May 2023

7.5 Water Services Reform Update

1. Purpose

To provide Council with an update on Central Government’s Water Services reform.

2. Significance

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

3. UPdate on overall programme

April 2023

On Thursday, 13April, the Minister of Local Government, Hon Kieran McAnulty announced changes to the Government’s Water Services Reform, previously called Three Waters Reform. The announcement detailed Government’s reset decisions and how the reform would progress going forward. The main changes are outlined below.

1. Moving to 10 water services entities
The previously planned four Water Services Entities (WSE) will now become ten. The ten new WSEs will be based around already existing regional council groupings. Previously, Carterton District Council (CDC) was a part of entity C. CDC is now aligned with entity G. (Water Services Entities Map attached).

Government’s intent with this new structure is to ensure stronger connections to local communities in order to enable the WSEs to strengthen local representation with an influence in ongoing decision-making.

By moving to ten WSE’s each Council will get a seat of the Regional Representation Group (RRG) alongside our mana whenua partners.

2. Staged start date for water services entities from 2025
Government confirmed that the ten new entities will ‘go live’ in a staged approach, from early 2025 to 1 July 2026, rather than the original start date of 1 July 2024 for all entities. The National Transition Unit (NTU) will work with councils to determine ‘go live’ dates.

3. Stormwater continues to be included in the reforms
Government acknowledges the recent weather impacts that highlight the importance and fragility of this critical infrastructure.

Government signalled that a significant amount of investment will be required in stormwater infrastructure into the future, and the entities will need to be of sufficient scale to support this.

4. Change to ‘better off’ funding for councils
The first tranche $500 million of Crown-funded ‘better off’ funding for local councils will proceed as scheduled.

The second tranche of $1.5 billion better off funding has been discontinued. The Government stated that to ensure sustainable operation of water services entities and avoid over-burdening smaller entities, it is crucial to limit additional debt and establishment costs. Increased WSE numbers would result in higher establishment expenses, which could hinder the ability of water services entities to secure loans for water infrastructure investment. Therefore the Government decided the second tranche of $1.5 billion better off funding could no longer be justified. For CDC, the second tranche of better off funding equated to $5.1m (75%).

The $500 million ‘no worse off’ funding package for councils remain in place ($1.7m for CDC) and will be managed by Crown Infrastructure Partners on behalf of the DIA.

5. Long-term planning and provision of water services
Government confirmed that Councils will continue to be responsible for water services until the handover date for their entity. Council planning and reporting documents will need to reflect the continued service delivery obligations during the longer establishment period – which may include up to two years of the 2024-34 Long-Term Planning (LTP) cycle. To give effect to this, legislative changes will be made by government to give Councils the ability to include information relating to water services in their 2024-34 Long-Term Plans. Given the legislation has not yet been drafted, there may be opportunities to reduce the burden on Councils in creating and consulting on multiple LTP’s over the next three years.

The NTU will work with sector representatives and the Office of the Auditor-General to prepare guidance material and support Councils throughout the extended transition period.

6. Legislative changes
Government intends to introduce and pass legislation to allow for these changes before this year’s parliamentary election (October 2023). This suggests legislation will need to be enacted before early August and will likely include a condensed opportunity for public feedback.

7. Water services legislation currently before Parliament
The proposed changes do not appear to have any significant impacts on the water services legislation that is currently before Parliament. The Water Services Legislation Bill and the Water Services Economic Efficiency and Consumer Protection Bill will continue with their current timetable.

Feedback provided on these Bills is being considered by the Finance and Expenditure Committee, and any changes in response to feedback will be progressed through the select committee process.

This includes transfer provisions for CCOs and CCTOs (e.g. Wellington Water), where there has been significant feedback. The Finance and Expenditure Committee is due to report back on 8 June 2023.

8. Water services staff
The transition timeframe for water services staff will change. Government confirmed that the NTU will be revising its timelines for affected staff in light of changes to water services reform, and this will be communicated as soon as possible.

The current Position Review and Pathway consultation will continue.

The legislated job guarantee will continue. The vast majority of local government employees who are primarily involved in the delivery of water services today will be covered by the Legislated Job Guarantee under the Water Services Entities Act 2022.

9. Strengthened local voice and influence
Ownership
Government confirmed that the entities will be owned by local councils on behalf of the public, but will be operationally and financially independent from councils. This structure enables entities to fund significant long-term investment across water services infrastructure.

Governance
Government confirmed that each water services entity will be governed by professional boards, and regional representative groups (RRG) will provide regional and local-level direction and oversight to the professional boards.

Strengthening local voice and influence through regional partnership
Local voice has been strengthened. Under the 10-entity model, every territorial authority owner – and therefore every community – will be represented on the entity’s regional representative group.

Mana whenua will have equal representation on the regional representative groups alongside territorial authorities in each entity area.

The RRGs will set the strategic and performance expectations for their entity, appoint the professional board, approve the strategic direction, and monitor their entity’s performance.

Communities will continue to have influence over the water services entities through Regional Representative Groups.

10. Listening and accountable to their community
Government has confirmed that water services entities are required to engage in consultation with their customers, businesses, and residents regarding their strategic direction, investment priorities, prices, and charges. Additionally, they are required to work with local authorities to ensure water infrastructure supports growth and development in spatial plans.

It is a requirement for each water services entity to engage with communities in a meaningful and effective way regarding key accountability documents, such as asset management plans, funding and pricing plans.

The entities will have to report on how consumer and community feedback was incorporated into their decision making. They will also be required to prepare an annual consumer engagement stocktake that captures satisfaction with performance and explains how the entity will respond to community needs and address concerns. Each entity will also set up a consumer forum.

4. Water Services Reform Activity for Carterton

The table below displays completed and ongoing NTU Requests for Information (RFI) that Council staff have worked through since the last Council meeting on 29March 2023.

Workstream	Description	Due Date (or on-going)
Finance and Legal	Legal Transfer Questionnaire	Submitted

5. next steps

Management will continue to work with the NTU and LTT on Water Services Reform transition and keep Council informed of updates and changes.

6. Wellington region (WSE Entity g)

Following the reset announcements there has been concerns raised by some Wellington Region Councils about the longer transition period and deferral of the implementation date for the new WSE’s. A number of Entity G Councils have expressed a desire to proceed with implementation date earlier than the deadline of 1st July 2026, for a variety of reasons.

Carterton District Council is unlike most other Entity G Councils, insofar as we have an in-sourced Water Services team. Most other Councils have outsourced water services providers. In the case of Wellington City, Porirua, Hutt City, Upper Hutt and South Wairarapa District Councils, their outsourced provider is Wellington Water. CDC’s alternative to “going early” is continuing with a well-known, reliable, capable internal workforce.

Management believe any decision to go early should be based on the original intent of the Water Reform legislation i.e. “going early” should either bring forward benefits; improve Water Services to our communities; or mitigate risk that would otherwise occur (such as losing key staff due to ongoing uncertainty of employment).

Local communities should have confidence that the WSE’s are being set up for success before a decision is made to go early. One way to achieve this may be to use the RRG (made up of 9 Council appointees and 9 Mana Whenua appointees) to select the WSE Board, rather than allow the NTU (Department of Internal Affairs) to make Board appointments on our behalf.

7. CONSIDERATIONS

7.1 Climate change

The purpose of this report is to update Council. There are no specific decisions that relate to climate change.

7.2 Tāngata whenua

The purpose of this report is to update Council. The information in the report is of interest to all of our community, including tāngata whenua.

7.3 Financial impact

Council is reimbursed for costs associated with the Three Waters Reform.

7.4 Community Engagement requirements

The update does not require Community Engagement.

7.5 Risks

The purpose of this report is to update Council. There is no risk associated with the decision of this report.

8. Recommendation

That the Council:

1. Receives the report.

File Number: 336046

Author: Johannes Ferreira, Infrastructure Services Manager

Attachments: 1. Water Services Entities Map ⇩

2. Public Factsheet ⇩

Ordinary Council meeting Agenda

10 May 2023

7.8 Chief Executive Report

1. Purpose

For the Council to be informed on planned Council operational activities, major projects, and other matters of importance and interest.

2. Significance

Unless otherwise stated 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

Grants

Community Grants

The new online platform that CDC is using was successfully launched and was able to support Cyclone Gabrielle funding. Grants that were available were the Wairarapa Mayoral Relief Fund and the MBIE Business Recovery Grant. The fund was heavily subscribed to and has now closed. Thanks to the team at Smarty Grants for their swift turn around setting up the online portal and application form. The generosity extended from their team was appreciated at a time when our community needed them.

Sport NZ Rural Travel Fund

Reporting to national body has been completed for the 2022 – 2023 grants.

Community Grants

Final administrative tasks are underway to complete the 2022 funding round. This includes following up those groups who have not yet submitted invoices or accountability for funding granted.

A review of the current policy and application form with the allocation committee will be undertaken prior to the grants opening on 22nd May.

Community Events

WREMO & Carterton Community Emergency hub open day

The proposed date for this event is Thursday 22 June. This will be a public event with the Events Centre auditorium set up as if we were in the middle of an emergency and the hub is open.

ANZAC Day

The ANZAC Day service on Tuesday 25 April went well with a beautiful day and excellent weather. Attendance was excellent with an estimated crowd of 1000 people.

A stunning flyover from the Wairarapa Flying Tigers kicked off the event and the parade and service were a beautiful way to commemorate the occasion.

The Kings Coronation tree planting ceremony

A tree planting event to mark the coronation of King Charles III will happen on 6 May. A plaque will be unveiled at the ceremony to mark the occasion, and the tree will be planted by Bill Knowles.

Citizenship Ceremony

A citizenship ceremony is booked for 10 May. There are five new citizens who will be welcomed as citizens.

Daffodil Day Festival

Planning continues for Daffodil Day with the Lions Club organisers already receiving enquiries from stallholders. Community Events and Waste Management are working together to determine how we can continue to reduce waste at such a large event.

Carterton Christmas Parade

A potential revised date is being circulated due to Wings Over Wairarapa being organised for the usual date at the end of November. This will be announced as soon as it is formally confirmed.

Neighbourhood Support

Current projects include updating the Neighbourhood support member database and replacement of old-logo signage in District. We are awaiting the outcome of an application made to the Neighbourhood support membership fund for three projects.

Older persons

Wairarapa Community Network Hui for Kaumātua/Kuia hui - The first Kuia/Kaumātua Older Persons Network hui was held in March in partnership with Wairarapa Community Networks. Community and health organisations who attended discussed issues facing older persons and looked at ways to address them.

This was a great opportunity to hear directly from organisation’s working with older people and ensure that Positive Ageing Strategy planning responds to current issues.

Meeting with Pacifica o Wairarapa - Meeting with Pacifica o Wairarapa with regards to how the Positive Ageing Strategy Co-ordinator and the organisation can work together to support Pacifica older persons. The Co-ordinator was able to provide a range of connections that might be useful to their work.

PAS appointment to Greater Regional Council’s Public Transport Advisory Group - The Positive Ageing Strategy Co-ordinator applied to and was successful in gaining membership to the Greater Regional Council’s Public Transport Advisory Group. This is a great opportunity to be involved at this level – transport was identified as an issue for older persons and is one of the goal areas of the Strategy.

Events for Older Adults - A busy March closed with the successful completion of three events. The Ageing with Attitude Expo organised by Age Concern Wairarapa and the Senior Regional Games organised by Nuku Ora were both supported by the Positive Ageing Strategy Co-ordinator.

Both were very successful – a great result especially for the Senior Regional Games held for the first time in the Wairarapa with around 40 older people coming in to try out different types of activities and make social connections.

Youth

Wairarapa Rangatahi Strategy - The project team has finalised the report which will be presented at the council meeting this month for adoption. Next steps include writing the district implementation plan.

Youth Development Co-ordinator - We are happy to welcome a new Youth Development Co-ordinator to CDC who began work on 26 April.

Walking and Cycling

Promotion continues on various media platforms. The calendar for walking and cycling initiatives and activities that are happening in the Carterton District is always full and it is encouraging to see engagement rising in this space.

There has also been a brochure published that promotes Walking tracks and Walking/Cycling clubs. This is available online in PDF and printable formats. Next steps include a brochure promoting road cycle routes in Carterton. This is being developed with the help of the Carterton cycling group.

NZ Road Safety Week - NZ Road Safety week is held 15-21 May. Promotions are underway with digital media produced for Facebook and posters.

Staff Walking/cycling challenge - A fundraiser for Youthline is being held in May. The campaign will be highlighted on social media and advertised to CDC staff to participate.

Trails Delivery Project - Connecting Carterton – Schools’ Link

This project is funded by Waka Kotahi through the Climate Emergency Response Fund (CERF). The objective of the project is to connect five schools to the Carterton CBD by provision of 6.2 kilometres of cycle way using both on and off road solutions. The project is now known at Connecting Carterton – Schools’ Link.

Our project plan, communications and engagement plan, monitoring and evaluation plan have been submitted to Waka Kotahi.

We continue to have monthly meetings with the Waka Kotahi project support team, and this month have met with their design engineer who provided feedback on our initial scope.

During April we are meeting, or have met, with landowners, and have continued to develop the concept design. This will continue through May, and once the initial concept is fully developed, we will begin engaging with the wider community to socialise the project and ensure that our community needs are met. Detailed design will be completed by the end of August.

In addition, we received approval for funding of $180k for a Transport Choices Complementary Project to improve bike storage at schools in Carterton. We hope to have the bike sheds completed by the end of the year subject to contractor availability.

The wider project is due for completion by 30th June 2024.

Carterton to Greytown Link

The Carterton Trails Working Group (CTWG) has begun mapping out potential routes, as well as identifying points of interest.

The CTWG will have a confirmed preferred route by the end of April which can then be scoped for feasibility.

Zero Waste

Te Rautaki Para – Waste Strategy - Central government released this national strategy earlier this month. The waste strategy is a roadmap for the next three decades for a low-emissions, and a low-waste society built upon a circular economy. This is an ambitious 30-year plan with three phases that will have a direct impact on council waste operations and legislative changes. Details of the strategy, strategy snapshot and the strategy itself can be found in the link below.

Aotearoa New Zealand Waste Strategy | Ministry for the Environment

We are considering how we will provide an overview of the strategy to council alongside the development of the Wellington Region Waste Management and Minimisation Plan.

Event Waste Minimisation - We have begun to assess how the Event Waste Minimisation Plans process is working and what more needs to be done to support events on their journey in meeting the requirements of the Solid Waste Bylaw.

As a result, CDC is hosting training for event organisers in the region to improve the event waste minimisation systems and reporting requirements. These workshops will be delivered by Non-Stop Solutions at Carterton event centre at the end of May and beginning of June.

Refill NZ - The council-sponsored Refill NZ programme is currently being rolled out. It is expected that up to five Carterton business will sign up to the programme that promotes and provides public access to fill up their reusable water bottles.

Climate change

Wellington Regional Leadership Committee Projects - Progress towards the completion of the ‘Detailed Assessment’ for the Climate Change Impacts Assessment continues to move along, with a workshop held from BECA to discuss the development of the supplementary GIS tool for councils. Under the Emissions Reduction Strategy, the wider team is working to develop the carbon reduction pathway options, and a stakeholder forum to be held in late July.

Healthy Homes - The development of a healthy homes communications document is nearing completion. This builds on the existing information the Council has already published and aims to develop a webpage which provides more information, updated information for the current year, as well as links to external sources/videos to help people live in more comfortable standards. Planning for a community workshop is also underway to supplement this.

Making Connections - Masterton District Council has recently hired two part-time ‘Climate Activators’ and as a result efforts have been made to see where we can align climate change goals and actions across the region. Likewise, meeting with Ngāti Kahungunu ki Wairarapa has also highlighted some areas where iwi and council can work in unison to achieve climate change objectives.

Wairarapa Library Service

March saw print issues of 11,456 for the month and returns at 10,531 for the month. Issues of e-items sat at 2,604 for the month. A total of 74 new members joined the Wairarapa Library Service (WLS) libraries in the month of March.

Libraries provided an April school holiday programme across all four sites, which was well received by public. The Chris Lam Sam show at Greytown Library saw approximately 150-200 people attend from across both district served by WLS. The addition of free buses provided by Acorn Trust in Featherston was well received. The recent Wai Word/WLS writing workshop and author event with Vivienne Plumb garnered multiple positive comments from participants and the well-known author.

The stocktake of libraries collections began in April, but due to some technical issues has been much slower than expected and the stocktake of Carterton is now being scheduled for late May / June.

Library staff are now turning their minds to planning for 2023/24 which will include a number of collection-focused projects aiming to bolster community participation in reading. These include a workshop at the Greytown Winter Festival, July and October school holiday programming, and collection maintenance and discoverability.

Staff coverage continues to be an issue, with planned annual leave or sick leave, stretching an already under-staffed business model most days. Casual staff are starting to come up to speed after six months.

The hub for courier deliveries for WLS and Homelink preparation will be moved to the Greytown Library in time for the new financial year. This will make more sense logistically and also free up some space in the Carterton Library for public usage. Work on the Carterton Library workroom has paused as we consider quotes received for the build. Meantime the library team continue to use a temporary setup.

Events

Events Centre Activities

While things tend to slow down slightly over the winter, we still have a range of internationally award-winning work coming up in the next few months, with more live original music, circus, and comedy to keep the community cosy during these colder months.

Since the last report we have a range of ticketed events: The Home & Interiors Exhibition, Shel We from Le Moana Arts and PANNZ Tourmakers, Operatunity, Stan Walker (sold out), Sleeping Beauty from The Pantaloons (sold out) and Eclipse (sold out). We’ve also had the usual range of external meetings, workshops and social functions and events. The team were also instrumental in providing event support to ANZAC Day commemorations.

May sees a range of ticketed events at the centre, including the Model Train Show, Operatunity, Laser Kiwi, and The International Comedy Festival satellite event. Staff will also be supporting the ceremony for the King Charles III coronation and a citizenship ceremony for new citizens from our district.

In staff news, Erin Banks and Simon Rayner will be attending the EVANZ mid-year conference in Hawke’s Bay – a valuable occasion to network with other venue operators and share knowledge and challenges.

We are including the statistics below to provide elected members with more context around event centre activities, while still protecting commercially sensitive information pertaining to individual hirers and producers – feedback on these metrics is most welcome. Once we have a few months of data the plan is to present these figures in a graph/dashboard format to show trends and change. Work with the finance team is ongoing to separate out Event Centre activities for a clearer view on financials.

1 – 31 March 2023:

Total Audience of public/ticketed events	420
Public/ticketed events held	5
Commercial Meetings/Events held	25
Community Meetings/Events held	73
Internal/local govt Meetings/Events held	56

1 – 30 April 2023

Total Audience of public/ticketed events	1521
Public/ticketed events held	12
Commercial Meetings/Events held	21
Community Meetings/Events held	66
Internal/local govt Meetings/Events held	49

*Figures from April not yet finalised

Sales and Marketing

Facebook & Instagram – Reporting period 21st March 2023 – 27th April 2023

Reach: The number of people who saw any content from our Carterton Events Centre pages is down 19.7%% on Facebook and down 18% on Instagram since our last report (March 2023).

Page and profile visits: The number of times our page was visited (i.e. searched) has decreased 11% on Facebook and decreased 22% on Instagram.

New likes and follows: We’ve increased our page followers on Facebook by 85 (down 22% on new followers since last report in March 2023) and 21 on Instagram (down 4.5% on the last period).

In summary, the decreased volumes compared to the previous report are indicative of the large response we got to the Stan Walker concert and were expected. Due to the higher profile act, we had a lot of reach and interactions for the previous period.

Mailchimp - In the past 30 days our audience has grown by 23 subscribers. Across the newsletters sent in the past month we achieved an average open rate of 35%.

Billboards – proposed Sites

We are intending on erecting or utilising existing billboard space in the following council areas/sites.

· Site 1 – The layby site near Taratahi Hotel – the framework in place but currently unused so we will extend the frame and post advertising for the Events Centre to southbound traffic.

· Site 2 – The existing signage/billboard skin at Water Treatment Plant (2746 State Highway 2) to be removed and replaced by Carterton Events Centre’s signage after the public opening of Waste Water Treatment Ponds in June.

· Site 3 – Carrington Park corner facing State Highway 2. Framework to be erected facing Southbound traffic.

Facilities and maintenance

Auditorium winch system upgrade – the installation is scheduled for 10/11 May.

The ongoing vandalism in the Carrington Park toilets remains a constant and costly issue.

Quotes have been received for carpet replacement and auditorium re-sanding for the Events Centre for next year. Due to the projected cost this will likely need to be done in stages.

Parks and Reserves

For quite some time it has been suspected that we have Bats around the Kaipaitangata Forest and the water supply area. The Parks and Reserves team has been supporting the South Wairarapa Inc. Bat Group allowing the group to undertake bat monitoring with AR4 Acoustic recorders in the area. This has confirmed that we have a colony of bats who frequent this area.

The Bat Group has provided CDC with a reporting on their findings and suggested actions to consider to support the survival of this species. The full report is included to this report as Attachment 1.

Street Reserves

The street gardens have been cleared and new shrubs have arrived in the nursery for planting out in May. The new plantings will assist with climate change mitigation and should have an impact on reducing the water requirements for some of these areas. It will also reduce the amount of time required for maintenance on the State Highway 2 beds as compliance and access has become and will become more restrictive in this area.

The unseasonal flush of growth has had an impact on our lawn mowing operations throughout the district with all available resources being employed. Extremely wet conditions have created challenges for the mower operators and has impacted on the quality of our delivery. The weed spraying programme is ongoing to maintain the levels of service. Bio-herbicide spraying and steaming are the main methods currently used. The weather conditions have affected our ability to address all concerns and we are a little behind where we would otherwise hope to be.

Nursery

Cascading pansys have been pricked out for the hanging baskets.

Manuka trials continue. A planting site has been identified and planting out of the Manuka is due to occur in May.

Parks

The large swing remains out of action as the condition assessment is undertaken. Replacement parts have been sourced – we are curr]ently preparing the frame for part installation. It is expected to be back in operation before the end of May.

Work continues on the toilet installation at Sparks Park. Work has been delayed due to an untimely death with one of the contractors.

A new two-pan toilet block will be installed at Howard Booth Park and is a work in progress.

Four new seats were installed at Howard Booth Park along and beside the walking track.

Rural Reserves

A new picnic table and compostable toilet will be installed at the Kokotau River reserve.

Nga Tawhai reserve remains a work in progress with native tree planting due to occur this winter.

A freedom camping bylaw has been developed and will be going out for consultation prior to approval by the Carterton District Council.

Cemetery

The cemetery caretaker and the Parks Manager will be attending the NZ cemetery and crematoria collective annual conference based in Wellington in May.

Regulatory and Planning

Building services

It is pleasing to see that April 2023 is up on the value of consents but still less in the number of consents from the same time last year. It is also pleasing to see the number of new dwellings has increased. Even with this increase the team is still undertaking swimming pool audits to ensure they are compliant with national legislation. Chris Bargh has been leading this work and it appears that most pools he has audited so far have been compliant and have not required a reinspection (with an associated fee). In a similar line to the building consents, the regulatory team is seeing an increase in the number of LIM (Land Information Memorandum) applications compared to the same time last year.

Resource contents are reported at the Policy and Project Committee.

Animal Control

As has been reported previously, Council has placed an order for permanent dog tags.

At present Council orders approximately 2,500 long plastic tags and 1,000 round disk tags per year. Owners previously had the option of either the tag or the disk, however this means that we invariably disposed of excess tags every year, and owners put the expired tags into the waste.

Officers have been working with an external communications company to undertake the necessary design work to promote the new system and ensure a smooth transition and behavioural change. The marketing will be on social media, Council’s website, radio and print media. An example is attached below:

Animal Control Fees

Council officers have been reviewing the animal control fees and making adjustments where necessary. One initiative that will be introduced this year is a discounted fee for those over 65 years with companion dogs. This will provide a more affordable option for pet companionship for our older residents on a reduced/set income/pension. This will roll out as part of the 2023 registration year.

We have considered introducing a preferred owner scheme to encourage safe and responsible dog ownership in the district. This will reduce fees for responsible owners and help target higher fees to those dogs costing council more money e.g. entire dogs and dangerous breeds. This would require an application and a site visit from animal control officers. At this stage we are looking to roll this out in the 2024 registration year in order to provide adequate time for applications to be assessed and site visits undertaken before the registration fees are sent out.

The proposed new fee structure is set out in a separate paper for adoption.

District Plan Review

The joint committee meets on 4 May to consider the feedback received on some of the chapters of the proposed new plan. The chapters to be discussed are as follows:

Financial Contributions - Financial contributions are a mechanism provided for within the Resource Management Act 1991 (the Act/RMA). As further subdivision occurs and new activities are established within the Wairarapa, the existing infrastructure and amenities come under pressure from increasing demand. Financial contributions are a way of ensuring that any adverse effects from subdivision and development on the environment or on community resources are minimised, including ways of offsetting any adverse effects with a contribution toward environmental improvements. Such contributions can be in the form of money, land, works or services, and may include the provision of roads and services, the protection of an important historic or natural feature, the visual enhancement of a site through landscape treatment, or the provision of access to a hitherto inaccessible river or stream.

Flood Hazard Mappin

Greater Wellington Regional Council (GWRC) has provided flood hazard overlays for the Waipoua, Upper Ruamāhanga, Waiohine, Waingawa and Mangatārere watercourses model areas. These are shown as the flood hazard extent (FHE) maps for Masterton, Carterton, and Greytown.

The maps show inundation (ponding) areas, overflow (overland flow path) areas, and river / stream corridors. These areas and categories align with the respective low, medium, and high hazard areas, and the corresponding policy and rules framework currently set out in the draft Natural Hazards chapter. As such, no modifications to the Natural Hazards chapter are necessary to accommodate these maps into the draft District Plan framework.

Summary of Feedback and Amendments to Commercial and Mixed Use and Industrial Zones Chapters

Approximately 29 submissions were received with a number of issues raised. The key issues raised were:

· Definitions

· Changes to zoning

· Supermarket activity status

· Educational facilities

· Firefighting water supply

· Emergency service facilities

· Maximum fence height

· Outdoor living space for residential units

The feedback received through the draft District Plan consultation process has identified some areas where the provisions in the TCZ, NCZ, MUZ and GIZ chapters could be amended to address particular issues or clarified to provide better direction. The chapters will be subject to a final review when the full proposed plan is finalised.

Summary of Feedback and Amendments to the Coastal Environment Chapter

Feedback was received from 14 individuals or organisations on the Coastal Environment chapter. The submissions largely related to specific aspects of the Coastal Environment chapter, rather than general/high level matters. There was no feedback received contesting or seeking changes to the spatial extent of land that the Coastal Environment relates to or any of the areas identified as Outstanding Natural Character or High/Very High Natural Character within the Coastal Environment.

Summary of Feedback and Amendments to the Noise Chapter

Feedback was received from 24 individuals or organisations on the Noise chapter. Feedback was generally in support of the chapter, with a number of requested amendments or additions to address specific matters. The feedback received through the draft District Plan consultation process has identified some areas where the Noise chapter could be strengthened and clarified to provide better direction.

Summary of Feedback and Amendments to the Light Chapter

Feedback was received from 7 individuals or organisations on the Light chapter. Feedback was generally in support of the chapter, with a number of requested amendments or additions to address specific matters.

Summary of Feedback and Amendments to Activities on the Surface of Water Chapter

Feedback was received from 4 organisations on the Activities on the Surface of Water chapter. Feedback was generally in support of the chapter, with a few requesting amendments or additions to address specific matters. ASW-Policy 3 has been amended to include “other linear infrastructure” as an example of structures which serve a functional or operational need and are required to be located in this environment due to linear infrastructure crossing waterbodies.

Summary of Feedback and Amendments to the Hazardous Substances Chapter

Feedback was received on the Hazardous Substances Chapter from nine individuals, organisations, or groups of organisations. An additional amendment is recommended to the definition of “significant hazardous facility” in response to feedback from the Fuel Companies. Technical hazardous substance advice on other District Plans is that diesel is less flammable than petrol and has the same classification relating to hazards to aquatic environment. Based on this advice, the quantities for storage of petrol and diesel should be the same, at 100,000L. Also, technical hazardous substance advice on excluding below ground storage of diesel and petrol is supported, subject to these below ground storage facilities complying with the relevant Codes of Practice. It is recommended the definition is amended based on this advice. The Hazardous Substances Chapter will be subject to a final review when the full proposed plan is finalised.

Feedback was received on the Contaminated Land Chapter from 4 individuals, organisations, or groups of organisations. The Draft Contaminated Land chapter contains objectives and policies but does not contain any rules, instead relying on the rule framework provided in the Resource Management (National Environmental Standards for Assessing and Managing Contaminants in Soil to Protect Human Health) Regulations 2011 (NESCS). The feedback was in support of this approach, with some amendments sought to the definitions, introduction, objectives and policies.

Infrastructure services

Water Operations

In the last 4 weeks the Operations team has responded to three water leaks on SH2 High Street North. During one of the water leak repairs a Waka Kotahi representative was called to site to discuss pavement and 3 water infrastructure interaction issues.

Image – Cutting into 100mm asphalt is not easy.

Image – aged 15mm diameter copper lateral with 300mm cover

Roading

The Ruamahanga Roads team has made use of every available good weather day to progress our annual pavement renewal program. Pavement Renewal plays a critical role in managing network maintenance cost and performance. Excessive maintenance cost is avoided by renewing the pavement and seal at the appropriate time.

Image – Wiltons Road Rehabilitation

The team continues to work through the cyclone carnage with another dropout repaired on Te Wharau Road.

Image – Te Wharau road drop out repair.

Speed Management plan

We are now in the final stages of the development of the Speed Management plan consultation documentation. We aim to go for consultation in June 2023.

Corporate Services

Annual Plan

The draft 2023/24 has been made publicly available on the Council website and can be viewed at CDC Annual Plan 2023-2024 | Carterton District Council. Feedback is open between 21 April and 15 May 2023. The feedback will then be considered by Council, before the final 2023/24 Annual Plan is adopted on 28 June 2023.

Council has made no significant changes to the activities in the Annual Plan from what was planned in the 2023/24 year of the Ten-Year Plan.

Council is committed to and focused on delivering the projects agreed in the 2021-2031 Ten-Year Plan, including Year 3 of the roading programme approved by Waka Kotahi, along with continued wastewater and water renewals on our underground pipes, pumps and infrastructure.

We have worked to ensure that we can keep rates increases to a minimum, despite significant pressure from inflation, while still delivering all our core services in the community and remaining financially prudent. We have reviewed our activities to confirm that we are delivering services in the most cost-effective way possible, and have sought to offset forecast increases in expenses through reducing some budgets while still delivering the levels of service agreed in the Ten-Year Plan.

Overall, average rates will increase by 6.2% for the 2023/24 year.

This is higher than the increase predicted for Year 3 of the Ten-Year Plan, which was 4%. This increase is mainly the result of inflation, emergency roading maintenance due to severe weather events, and resourcing required to deliver on the Ten-Year Plan.

With the highest budget increases for emergency roading, the rates increase will be higher in the rural area and lower in the urban area. The draft Annual Plan includes examples of rates increases for different property types.

People and Wellbeing

Our People

We are pleased to have a full complement of staff on board, with all vacant positions now filled. This ensures our teams have the capacity to deliver services, and particularly with winter approaching, can adequately cover unexpected surges in demand and periods of leave and sickness.

We continue our focus on increasing staff capability in emergency management, with 14 staff completing Foundation or Intermediate level Emergency Operations Centre (EOC) courses in April. This brings the total number of staff that have attended EOC training to 25 (30% of total staff). Further participation in emergency exercises is now required to achieve full competency in undertaking EOC roles. The remainder of our staff undergo internal training to support CDC’s operational readiness and response.

Managers are working through the implications of the recent change of structure and timeframe for the implementation of the new water entities. This includes continuing to ensure our Waters Team is well supported. Despite the announced changes, the People and Workforce programme is continuing, and currently, the National Transition Unit is engaging with staff on their employment pathway to the new Wellington/Wairarapa Entity.

Internally, we have been engaging with all staff on a number of topics over the past two months – staff wellbeing, office and work-space accommodation, and input to the 2024-2034 Long Term Plan. While these are for immediate feedback for the distinct pieces of work, we will also be collating the information for the three yearly review of our Staff Wellbeing Strategy later this year.

Health & Safety (H&S)

Incident reporting

For the reporting period 17 March – 26 April 2023, we received the following incident reports:

· 2 near miss reports

· 1 incident causing damage

· 3 incidents resulting in minor injury

One of the incidents was of a serious nature which included verbal abuse of an aggressive nature from a member of the public to one of our customer service staff. As a result of this incident:

· we have moved the camera from behind the Main Office Building Counter, to the front door, so there is a view of the customer service area;

· the plastic screens on the front desk have been bolted down;

· the customer service team will no longer leave the building to escort customers to other council areas;

· refresher training will be organised for front line staff in conflict resolution, customer management and de-escalation training;

· the issue of “Behaviour” will continue to be monitored as one of our Top 5 H&S risks.

In terms of reporting in general, the Health, Safety and Wellbeing (HS&W) Committee, Team Leaders, and Executive Management Team consistently encourage reporting through team meetings, tool-box meetings, staff newsletters and staff room screens.

Site Induction Reviews

As a result of recent site induction reviews, we have updated processes for visitors and contractors to the Operations Yard, including the H&S Inspection Forms. During this review, it was noted that the Induction Form stated “Vehicles are to stay within the speed limit”, but there was no notification of a speed limit. Therefore, a “10km” speed limit sign has been placed outside the yard, and this has also been documented in the updated forms.

H&S Training

Health and Safety Representatives, and People Leaders, are attending the Business Central H&S Roadshow. The Roadshow will cover topics including:

· Managing work risks

· Identifying and minimising the impact of stress

· Collective grief in the aftermath of devastating events ie Cyclone Gabrielle

· Resilience

· Events Centre Venue staff have undertaken the following training:

o Liquor Control (Host Responsibility) certification

o Elevated Work Platform training

o Harness Elementary training

o Operations staff have undertaken the following training:

o Four-wheel driving

o Confined Space and Gas Testing

o Traffic Management

o Wellbeing

• Staff Health Clinics: A series of health clinics will be run which will include a health check of hearing, eyes, blood-sugar, blood pressure, BMI and includes the annual influenza vaccination.

• A Pink Ribbon fundraiser shared breakfast for all staff and councillors will be held in May to raise funds for Breast Cancer. Pink Ribbon Breakfast

Pink Ribbon Breakfast | Breast Cancer Foundation New Zealand

MAJOR PROJECT UPDATES

3 Water Renewals Contract – Taverner Street Sewer Main

The team is finalising the construction methodology for the sewer main renewal on Taverner Street. G&C Diggers are planning to start construction during May 2023 and should complete the renewal within 8 weeks.

3 Water Renewals Contract – SH2/High Street North

Following the onsite meeting with Waka Kotahi we have now started the investigation process of possibly aligning the CDC 3 water renewals with Waka Kotahi’s pavement renewal of High Street North. We aim to deliver the sewer renewal as well as installing a potable water rider main prior to pavement reconstruction.

We will collaboratively review both 3 waters and pavement contractors construction methodologies to find efficiencies and ensure the highest quality outcome.

Image – Sewer main renewal including laterals

A potable water rider main is pipe that runs in parallel with the water main but on the opposite side of the road. The rider main reduces the number of laterals crossing the road. Having less laterals in the live lanes will increase the life of both the laterals and the pavements as well as having a significantly reduced reactive maintenance cost.

Image – New rider main parallel to existing water main

Frederick Street Water Treatment Plant upgrade

There has been no progress since the last report. Resources required to complete the project has been focusing on the WWTP upgrade.

Dalefield Road Pump Station

To date Max Tarr has been doing manufacturing off site. It is their intention to start with Construction early May 2023.

WWTP

The WWTP upgrade programming and testing of valves and pumping is well underway for completion end of June 23. The new dual wet wells are supporting design flows from the wetlands and the 75kW pumps have been tested and are discharging into Res 1 through the new intake pipework and outlets.

Image – intake into Reservoir 1

This stage of works is a complex and somewhat iterative process whereby the functional controls that has been built is refined and improved. The construction team in collaboration with the Councils operations department have been working collaboratively on this process and will continue to test, revise and retest the project parameters until completely satisfied with the end result.

Further to this the team is also finalising the ancillary works like the landscaping.

Image - Hardstanding and landscaping around around the valve chamber

Image - Reservoir 1 near Full

Other initiatives

Annual Subscription - Local Government New Zealand

Council has received the annual subscription invoice from Local Government New Zealand (LGNZ) - $25,643.52 excl GST. The subscription amount has increased by 6%. LGNZ has provided a one-page document that details what is offered in the subscription and why. Refer to the link here: LGNZ-benefits-A3.pdf

As part of this report CDC is seeking endorsement from Council for payment of the 2023/24 annual subscription.

4. CONSIDERATIONS

4.1 Climate change

Considerations have been noted in the report, as appropriate.

4.2 Tāngata whenua

Considerations have been noted in the report, as appropriate.

4.3 Financial impact

Considerations have been noted in the report, as appropriate.

4.3 Community Engagement requirements

Considerations have been noted in the report, as appropriate.

4.4 Risks

Considerations have been noted in the report, as appropriate.

5. Recommendation

That the Council:

1. Receives the report.

2. Endorses payment of the 2023/24 LGNZ annual subscription.

File Number: 326145

Author: Geoff Hamilton, Chief Executive

Attachments: 1. CDC Bat Report ⇩

Ordinary Council meeting Agenda

10 May 2023

7.9 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 (the Act) 20 March to 28 April 2023.

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 Act 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 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 purposes 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.

It is important for Council to identify issues arising across all communication channels early and establish relationships with our key stakeholders out in the public, so that Council resolve these issues as part of our day-to-day business.

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. Our practice is to 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 can prioritise our response ahead of other work. This mainly relates to requests from the media. Not all media requests for information are treated as LGOIMA requests.

All requests are recorded in a register and saved in our document management system.

The Council proactively publishes official information responses on our website. As such, the Council may publish the response on the CDC website after five working days. The requestor’s name and contact details will be removed. Proactive release of information to the public promotes openness and transparency and fosters public trust and confidence in Council. There are administrative benefits for the Council, such as reducing requests for information which is publicly available and allowing for greater ease of handling of the requests that are received.

4. reporting lgoima requests to council

Attachment 1 contains the requests received from 20 March 2023 to 28 April 2023 as well as requests received in February, but which were still open at the time of the March 2023 report to Council.

As of 28 April 2023, there are eight 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.

Under section 13(7) of the LGOIMA, for those requests where an original request was received and was amended or clarified after the date on which it is received, the Council may treat the amended or clarified request as a new request, replaces the original request.

The table below shows total numbers of requests received from the year 2021 to 28 April 2023.

Number of requests received 2021-2023
	2021	2022	2023
January	6	4	10
February	6	4	5
March	20	14	5
April	12	5	6
May	11	6
June	22	8
July	7	1
August	9	7
September	9	7
October	10	6
November	5	8
December	7	3
Total	124	73	26

5. OMBUDSMAN

There have been no new complaints to the Ombudsman.

6. CONSIDERATIONS

6.1 Climate change

There are no climate change considerations.

6.2 Tāngata whenua

There are no tāngata whenua considerations.

6.3 Financial impact

There is no financial impact.

6.4 Community Engagement requirements

There are no community engagement requirements.

6.5 Risks

No specific risks are identified.

7. Recommendation

That the Council:

1. Receives the report.

File Number: 331524

Author: Serah Pettigrew, Democratic Services Officer

Attachments: 1. Local Government Official Information and Meetings Act Requests ⇩

[1] Mana Taiohi https://arataiohi.org.nz/mana-taiohi/


AGENDA Ordinary Council meeting
Date:	Wednesday, 10 May 2023
Time:	1:00 pm
Location:	Carterton Events Centre 50 Holloway St Carterton
Mayor R Mark Deputy Mayor D Williams Cr B Deller Cr R Cherry-Campbell Cr S Cretney	Cr L Newman Cr S Gallon Cr S Laurence Cr G Ayling M Fox - Hurunui-o-Rangi Marae

Dog Registration	Current 22/23	Proposed 23/24
Urban – entire dogs	$100.00	$110.00
Urban – spayed/neutered dogs	$75.00	$85.00
Over 65 canine companion*	(new)	$75.00
Rural – non-neutered and neutered dogs – first two dogs	$75.00 per dog	$75.00 per dog
Rural – non-neutered and neutered dogs – all remaining dogs	$40.00 per dog	$40.00 per dog
Dog classified as dangerous	$160.00	$165.00

Dog Registration	Current 22/23	Proposed 23/24
Urban application for a permit to keep more than two dogs	$70.00	$75.00
Replacement Tag	(new)	$10.00
Housing dog at other facilities (if required)	(new)	Actual Costs
Rehoming fee – sustenance, administration, registration, microchip (if required) and property suitability inspection	(new)	$50.00
Costs associated with vet treatment/supplementary feeding	(new)	Actual Costs
Euthanise dog	Actual Costs	Actual Costs
Voluntary handover (surrender dog)	(new)	$50.00
Impounding Fees
Dogs, sheep, goats	$70.00	$150.00
Second time impounding (dogs)	$150.00	$200.00
Third and subsequent impounding (dogs)	$200.00	$250.00
Cattle, deer, horses and all other animals	$80.00	$200.00
Droving charge–calculated on actual cost including labour and plant hire	Actual Costs	Actual Costs
Sustenance fee – all animals	$15.00	$20.00 per day