Agenda of Ordinary Council Meeting - Wednesday, 14 May 2025

Ordinary Council Meeting Minutes

2 April 2025

DRAFT

MINUTES OF Carterton District Council
Ordinary Council Meeting
HELD AT THE Carterton Events Centre, 50 Holloway St, Carterton
ON Wednesday, 2 April 2025 AT 4:45 pm

PRESENT: Mayor Ron Mark, Deputy Mayor Steve Cretney, Cr Brian Deller, Cr Robyn Cherry-Campbell, Cr Steve Laurence, Cr Grace Ayling, Cr Lou Newman, Cr Steve Gallon

IN ATTENDANCE: Staff

Geoff Hamilton (Chief Executive), Karon Ashforth (Corporate Services Manager), Geri Brooking (People and Wellbeing Manager), Solitaire Robertson (Planning and Regulatory Services Manager), Glenda Seville (Community Services and Facilities Manager), Johannes Ferreira (Infrastructure Services Manager), Marcus Anselm (Communications and Engagement Manager), Robyn Blue (Democratic Services Officer), Katrina King (Democratic Services Officer)

Youth Council (Observers)

Josephine Kumeroa (Chair), Brook Ah Wong, Duncan Geoffrey Peter Allen-Alloway, Asifa Hanif, Thanvipregya Thirumarban, Anahera Whittaker

1 Karakia Timatanga

The meeting opened with a karakia by all members.

2 Apologies

MOVED
That an apology be received from Cr Dale Williams.

Cr R Cherry-Campbell / Cr S Gallon

CARRIED

3 Conflicts of Interests Declaration

There were no conflicts of interest declared.

4 Public Forum

Roger Boulter spoke to his submission he to the Geater Wellington Regional Public Transport Plan 2025-26. In his submission he identified that the capacity of the Hutt Valley rail services needs to be reviewed now, otherwise there will be impacts on the planned increase in Wairarapa rail services. He asked for confirmation from CDC that the Council supports the submission in principle before the Hearing in early May.

5 Youth Council views on agenda items

Youth Council members were in attendance as observers at the Council meeting.

On behalf of the Youth Council, the Chairperson, Josephine Kumeroa, spoke to activities of the Youth Council, and review of the CDC Council agenda.

· The Youth Council has developed a new logo, and is developing an annual plan of activities.

· They will shortly be attending Election / Civics Training undertaken by the Electoral Commission.

· The Youth Council supported a te reo Māori name for the Carterton Events Centre.

6 Confirmation of the Minutes

7.1 Minutes of the Ordinary Council Meeting held on 26 February 2025

MOVED

1. That the Minutes of the Ordinary Council Meeting held on 26 February 2025 are true and correct subject to the following corrections:

· Cr Dale Williams was an apology.

· An amendment to the following motion:

That the Committee:

2. Agrees to fund the employment of an apprentice Water Race Overseer at no cost to the Water Race users for three years.

Cr S Gallon / Cr B Deller

(ADDED) Cr L Newman / Cr S Laurence - against

4. Agrees to a 50% reduction in Corporate overhead charges to the Water Race activity for three years.

(REMOVED) ~~Cr L Newman / Cr S Laurence - against~~

Deputy Mayor S Cretney / Cr S Gallon

7.2 Minutes of the Extraordinary Ordinary Council Meeting held on 12 March 2025

MOVED

1. That the Minutes of the Extraordinary Ordinary Council Meeting held on 12 March 2025 are true and correct.

Cr S Laurence / Cr G Ayling

CARRIED

7 Reports

8.1 Proposal to amend the name of the Events Centre

1. Purpose

For the Council to consider and approve amending the name of the Carterton Events Centre.

MOVED

That the Council:

1. Receives the report.

Cr L Newman / Cr R Cherry-Campbell

2. (b) Agrees to change the name from “Carterton Events Centre” to the “Wairarapa Events Centre” and also incorporate Te Reo Māori in the name.

Cr L Newman / Cr R Cherry-Campbell

AMENDED MOTION

1. (b) Agrees to change the name from “Carterton Events Centre” to “Wairarapa Events Centre” ~~and also incorporate Te Reo Māori in the name~~ and that Council staff are instructed to engage with iwi to ascertain if they wish to provide an additional Māori name.

Mayor R Mark / Deputy Mayor S Cretney

Against – Cr S Gallon, Cr G Ayling, Cr B Deller

CARRIED

(a) Agrees to change the name from “Carterton Events Centre” to the “Wairarapa Events Centre”.

MOTION NOT REQUIRED

(c) Agrees to retain the name Carterton Events Centre.

MOTION NOT REQUIRED

The meeting went into recess at 17.45 pm and reconvened at 6.05 pm.

8.2 Waingawa Water Storage Concept Project

1. Purpose

For the council to be updated on the Waingawa Water Storage Concept Project and consider an operational budget request for the next stages.

MOVED

That the Council:

1. Receives the report.

Cr S Gallon / Deputy Mayor S Cretney

CARRIED

2. Approves project budget of $145,000.00 as unplanned expenditure funded through potential operational savings at the end of the financial year or reserve balances.

Deputy Mayor S Cretney / Cr B Deller

CARRIED

8.3 Review of Council representation on external groups

1. Purpose

For the Council to consider if the current CDC appointments on Destination Wairarapa, Cobblestones and Carter Court need to be amended.

MOVED

That the Council:

1. Receives the report.

Cr L Newman / Cr S Gallon

2. (a) Reconfirms the CDC appointment on Destination Wairarapa.

Cr L Newman / Cr R Cherry-Campbell

Abstain – Mayor R Mark / Deputy Mayor S Cretney

CARRIED

(b) Revokes the CDC appointment on Cobblestones.

Cr L Newman / Cr S Cretney

Against – Cr B Deller

Abstain – Deputy Mayor S Cretney

CARRIED

(c ) Revokes the CDC appointment on the Carter Society.

Cr R Cherry-Campbell / Cr L Newman

Abstain – Deputy Mayor S Cretney

CARRIED

NOTED by Deputy Mayor S Cretney that CDC could consider appointing an observer on the Carter Society.

8.4 Review of CDC actions from the Chief Ombudsman's Report on Council meetings and workshops

1. Purpose

For Council to review CDC actions from the ‘Open for Business’ report from the Chief Ombudsman’s investigation into local council meetings and workshops.

MOVED

That the Council:

1. Receives the report.

Cr L Newman / Cr S Gallon

CARRIED

2. Confirms any changes to planned actions in response to the Chief Ombudsman’s Report in 2023 on workshops and his recommendations to Councils.

Deputy Mayor S Cretney / Cr S Laurence

CARRIED

3. Approves the following addition to Council’s Standing Orders Clause 13.7:

“Members of the public, for the purpose of a deputation or public forum, approved by the chairperson or delegate, have the right to attend meetings workshops ~~and advisory groups~~ by electronic link, unless they have been lawfully excluded.”

Cr R Cherry-Campbell / Cr S Gallon

CARRIED

8.5 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.

NOTED

· The elected members congratulated Council for the ‘Holloway Hoopla Day’ as part of the Wairarapa Arts Festival.

MOVED

That the Council:

1. Receives the report.

Mayor R Mark / Cr B Deller

CARRIED

8.6 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) 13 February 2025 to 18 March 2025.

MOVED

That the Council:

1. Receives the report.

Cr R Cherry-Campbell / Cr S Gallon

CARRIED

8.7 Service Requests and Complaints

1. Purpose

For the Council to be informed on Service Requests received in February 2025 to 24 March 2025 and Complaints received from 10 February 2025 18 March 2025.

MOVED

That the Council:

Receives the report.

Cr S Cretney / Cr B Deller

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

9.1 - Confirmation of the Public-excluded minutes of the Council meeting held on 26 February 2025

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)(f)(i) - free and frank expression of opinions by or between or to members or officers or employees of any local authority

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

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

Cr L Newman / Cr G Ayling

CARRIED

MOVED

That Council moves out of Closed Council into Open Council.

Cr G Ayling / Cr R Cherry-Campbell

CARRIED

9 Karakia Whakamutunga

The meeting closed with a karakia by all members.

The meeting closed at 7.10 pm

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

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

Ordinary Council Meeting Agenda

14 May 2025

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8.2 Proposal to Disestablish Wairarapa Library Service

1. Purpose

To seek the approval of Councillors to disestablish the Wairarapa Library Service (WLS) between Carterton District Council (CDC) and South Wairarapa District Council (SWDC) and return management of the libraries to the respective councils effective 1 July 2025.

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 Library Service (WLS) was established as a shared service between the South Wairarapa and Carterton District Councils in 2000.

Prior to 2020 the four WLS branch libraries operated as silos, even though they shared a joint catalogue and despite modern public libraries typically functioning as integrated networks with staff organised by specialised skills. In 2019 a review was undertaken which resulted in the appointment of a shared Library Manager, whose role was to consolidate and modernise the shared service. Since 2020, WLS has started shifting towards an integrated network operating model for collections, technology, programming and communications.

Despite continuous efforts to improve operations over the past few years, significant issues continue to hinder WLS from functioning as a modern library service. These issues impact productivity and staff morale and ultimately compromise the quality of service to our communities.

The current operational arrangements also place an excessive burden on the WLS Manager, demanding seamless coordination of two different councils with different budgets, invoicing processes, staff, staff management systems, and ICT environments. This requires extensive cooperation and goodwill from staff at both councils, and across management and administration. However, this approach not only consumes time but also impedes the development of strategy and policy at a management level, as the WLS Manager is frequently caught up in double-handling issues and facilitating cross-council and library operational matters.

Drivers for Change

· The current WLS staffing structure uses a traditional site-by-site approach rather than a functional skill-based approach. This promotes silos and inefficient service delivery rather than an up-to-date coherent network service. It also fails to capitalise on staff professional development and/or career opportunities.

· Modern libraries need various specialist skills to operate effectively, including technical skills for online services. Ensuring staff expertise is crucial for delivering modern library services to our communities. The current WLS staff structure does not reflect this.

· Staff are employed and paid by two different councils through different software and at different times meaning sign-off and viewing of leave is not clear-cut across the entire operation. It also means double the work for library management to set rosters, and process timesheets and leave.

· There are different remuneration packages at each council, including disparities in salaries, pay raise decision-making, performance review process, and leave/allowance provisions.

· The current contracts (e.g. varying part-time hours, days worked, and sites) fail to provide the best options for coverage of the libraries' current operation, future direction, opening hours, staff entitlements, and professional development needs.

· All 19 WLS staff, including 6 full-time, 10 part-time, and 3 casual employees, report directly to the WLS manager. As a result, the manager is responsible for completing 16 performance plans per year, including quarterly one-on-one meetings with each staff member. The different staff development systems across the councils further complicate the manager's ability to engage in meaningful staff development.

· Two of the three SWDC libraries are also service centres. Performing service centre functions requires a SWDC login to Magiq. CDC staff are unable to access SWDC Magiq which means they cannot perform service centre tasks. This restricts staff movement between the branches and hinders functioning as a network. Similarly, casual staff do not have access to Magiq. This means that there must always be a SWDC library staff member at Featherston or Greytown Libraries and if they are with a CDC employee, or a casual, it puts undue pressure on the SWDC staffer and can cause long queues at the desk. This particularly affects operations during peak times such as quarterly rates and dog registration periods.

· WLS absorbs the costs of printing related to SWDC service centre functions, particularly for dog registrations. The funding for SWDC service centre functions raises questions as it affects the provision of core library services.

· Logins and passwords to respective council environments mean most staff have multiple logins and passwords to council-specific applications (e.g. Magiq, MyStaffInfo) as well as the library management system and other software. This is confusing, time-consuming, and cumbersome.

· Staff ICT is provided separately by each council, with some staff using SWDC IT equipment, and some using CDC equipment. This fragmented approach is inefficient and can lead to inconsistencies in operations.

· To streamline the different ICT environments, WLS uses a CDC-platformed domain to provide a unified WLS email address and a shared MS Teams environment. This not only doubles (or triples for the manager) the IT environments for staff, but also means SWDC ICT staff cannot support or access this environment and places the burden on CDC ICT staff.

· Budget is held separately in each council, with different arrangements for activity codes, reporting, access, and management. This leads to inconsistencies and inefficiencies. WLS must also align with two Long Term Plans (LTP), requiring both councils to agree on fees, charges, and long-term projects. Differing LTP timetables can make it difficult to coordinate WLS requirements efficiently.

· Invoices are generated and paid by each council, with reconciliation required to ensure equity of operational costs and expenditures across the two councils. However, there are no memorandums of understanding regarding how invoices and costs are split, which leads to inconsistencies, confusion, frustration, and potential inequities in payments. Sitting within two councils also means WLS is often invoiced as two separate entities instead of one library system. As a result, WLS ends up paying more than other libraries serving similar populations.

4. Discussion

CDC and SWDC management have considered options to address the challenges faced by the shared service but have been unable to find one that was both achievable and affordable. We have considered different operating structures, including a shared service led by one council, forming a Council Controlled Organisation (CCO), and a separate business unit/company. Neither Council is attracted to the option of ceding operational control and its staffing contingent to the other. The formation of a CCO was considered overly expensive and complex proportionate to the relatively small size and budget of the WLS. We could not find a workable example of a company or separate business unit within a council libraries environment. However, retaining the status quo is untenable as we must address the downside impacts on staff and customers of the two councils maintaining different budgets, invoicing processes, staff, staff management systems, and ICT environments.

Reluctantly, both Councils are asking for approval to discontinue the WLS shared service. This would mean that managing the libraries for each Council would become simpler and allow a more customer-focused undertaking. Where it is of benefit to customers CDC and SWDC are committed to exploring collaboration through the formation of an MOU, and we will be actively engaging on possible areas of cooperation. It is the intention of both Councils that the dissolution of the WLS does not change the level of service delivered to our customers.

We will be planning and implementing a transition plan over the next 8 weeks, which will ensure the process of dissolving the WLS is well managed. Our aim is to have the staffing separation and future rostering done by 30 June 2025, and a start made on other service elements, recognizing that some may need to be staged.

Transition Plan

A stock take of joint activity is currently being completed. Following the decision by the councils a workshop with effected departments of both councils will be held. This will include but not limited to Comms, IT, Finance and Library management. This workshop will identify areas of action for both councils (Contracts, Invoicing, Subscriptions, Projects, Technology and cataloguing) and enable us to finalise a timeline to undertake this body of work. With the majority of the work expected to be completed by 1 July there will be some areas such as cataloguing which will need more time invested to achieve the outcome that is beneficial to both organisations. As noted above, this workshop will help us identify if and where there are areas of benefit to explore collaboration opportunities.

Communication

A priority for the Councils is communications with the public. We acknowledge that the libraries hold a special place in our communities, and we want to reassure our communities that this decision will have minimal to no impact on how each council will deliver on the service. There will be no changes to opening hours, or to the other services we provide in our community including our online services and programmes.

Being a member of the SMART Libraries collaboration (alongside Masterton, Kapiti Coast, Porirua City, Hutt City, WelTec and Whitireia Polytechnic Libraries) enables us to have access to over 600,000 items. Patrons can reserve items from any of the libraries, pick them up and return them at any of the libraries, free of charge.

This service was not in place when the WLS shared service was established. SMART ensures Carterton and South Wairarapa Libraries can remain connected, ensuring our community has improved accessibility to existing resources across libraries. It also ensures the library service is able to provide new resources which ensures that public libraries remain a conduit to larger collections from across the Greater Wellington Region.

5. CONSIDERATIONS

5.1 Climate change

There is nothing in this report that will affect Climate Change mitigation or adaptation issues.

5.2 Tāngata whenua

There are no tāngata whenua considerations related to the decisions in this paper.

5.3 Financial impact

It has been identified that through the separation we should see a reduction of costs specifically in the courier costs.

SWDC currently supplies weekly staff to CDC, regular hours are Mondays 7.5 hours, Tuesdays 4.5 hours, Wednesdays 4 hours, Friday 7.5 hours, Total hours: 23.5. Carterton Library requires an additional 0.5 Full-Time Equivalent (FTE) position to ensure that the service desk is adequately covered. This extra staffing will also allow for the continuation and development of essential services during regular off-desk time for all staff members. Furthermore, having an additional 0.5 FTE will provide more flexibility in staffing, particularly for covering leave, training and professional development opportunities, ensuring that our staff remain current and maintain a professional standard. Carterton is in the process of introducing RFID technology, which will include the future installation of a self-issue machine at the library. However, this should not be seen as a replacement for staffing and/or personal interactions at the service desk and in the library. Libraries play a vital role in strengthening communities by fostering relationships with patrons. Taking the time to assist patrons with issuing items and addressing their enquiries is an essential part of the library staff's role. For many individuals, the only interpersonal interaction they might have during the day or week could be with library staff. This is supported by a recent research project commissioned by LGNZ, titled "Libraries as a Vehicle for Service Delivery" (January 2023). The research found that libraries make a significant and evolving contribution to community well-being. It also highlighted that libraries play a crucial role in addressing gaps in digital inequity and civic participation. Libraries are seen as a "digital safety net," a "forum for both formal and informal support," and serve as "trusted providers of government services." This role has not been included into the budget for Annual Plan 25/26.

A change from funding the shared SWDC WLS Manager through operating costs, to funding a CDC Library Manager, will see an increase of 0.8 FTE. However, the change will only require a minor increase in personnel costs moving from a shared 20hrs/week to a CDC only position of 30hrs a week. This has been included into the Annual Plan 25/26.

Other areas for consideration are where we have combined contracts with external providers. Some of these contracts are a direct 50/50 split between both councils, while some are split 70%/30%. These contracts will need to be renegotiated as individual councils and will reflect the size of the council operation. At the time of writing this report, officers do not envisage this work will have an impact on the current budgets and can be actioned through existing budgets.

Where further funding is required, business cases will be developed to be considered as part of Annual Planning, Long-Term Planning cycles or to seek unbudgeted expenditure through council process.

5.4 Community Engagement requirements

Community engagement on this decision has not been sought. As discussed above, the current operation of the shared WLS is not sustainable. The areas that effect this are all back-office functions that the public do not see.

It is the intention of both Councils that the dissolution of the WLS does not change the level of service delivered to our customers.

5.5 Risks

A risk of separation is that the 4 libraries revert to a siloed operating model. While the likelihood of this increases with the separation, we believe that while we continue to operate within the SMART cohort this will alleviate some of this risk and keep not only the Wairarapa Libraries connected but also the wider network of SMART libraries across the Wellington Region.

5.6 Wellbeings

Social

· A caring community that is safe, healthy, happy and connected

· Fit-for-purpose public facilities, spaces, parks and rural reserves.

Cultural

· A community that fosters and promotes our character and creativity.

Economic

· Quality, fit-for-purpose infrastructure, and services that are cost effective and meet future needs.

6. Recommendation

That the Council:

1. Receives the report

2. Note that since its inception the Wairarapa Library Service has been struggling with significant operational challenges, stemming from different financial, IT, staffing, budgeting, planning, and service delivery systems/business processes between the two Councils. These challenges have generated inefficiencies that have affected productivity and customer focus.

3. Note that attempts have been made to improve our operational efficiency and streamline our systems, however we have not been able to improve the model to the point that both Councils can achieve their strategic objectives through the shared service model.

4. Approve disestablishing the WLS and return the management of our libraries to respective Councils effective from 1 July 2025.

5. Approve the unbudgeted increase of a 0.5FTE library assistant.

6. Note there is expected to be no impact to customers and levels of service will remain the same. Both Councils have agreed and will implement a detailed transition plan with minimal disruption.

7. Note that SWDC and CDC will continue to cooperate closely on shared activity to the benefit of customers. We will actively explore that future cooperation via an MOU.

File Number: 452851

Author: Glenda Seville, Community Services and Facilities Manager

Attachments: Nil

Ordinary Council Meeting Agenda

14 May 2025

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8.3 Economic Development Providers

1. Purpose

For the council to approve renewal of agreements with Economic Development providers; Destination Wairarapa, Business Wairarapa and Wairarapa Dark Skies Association.

2. Significance

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

3. Background

Destination Wairarapa

The three Wairarapa Territorial Authorities collectively invest in Destination Wairarapa as the Regional Tourism Organisation.

As part of the 2024 – 27 Long Term Plan, CDC continued to support Destination Wairarapa at the existing level of funding for one year.

Business Wairarapa

Carterton District Council invests in Business Wairarapa as the Chamber of Commerce for the Wairarapa region alongside Masterton District Council and South Wairarapa District Council.

As part of the 2024 – 27 Long Term Plan, CDC continued to support Business Wairarapa at the existing level of funding for one year.

Wairarapa Dark Skies Association

Carterton District Council has supported the Wairarapa Dark Skies Association under a multiyear memorandum of understanding for the last 5 years. This MOU is now up for renewal.

4. Discussion

Destination Wairarapa

As part of the 2024 – 27 Long Term Plan, CDC continued to support Destination Wairarapa (DW) at the existing level of funding, $55,968 plus GST (plus an adjustment for inflation based on the annual CPI) for a period of one year ending 30 September 2025. This decision was to bring CDC into alignment with South Wairarapa District Council and Masterton District Council within the existing MOU. It was noted that CDC would work with Destination Wairarapa and the other two councils to agree to ongoing funding commitments for the remainer of the Long-Term Plan timeframes post the 30 September 2025 end date of the existing MOU.

Destination Wairarapa and Business Wairarapa recently presented a proposal on the future of economic development to the combined Councils in April. This proposal has not come back to Councillors for further consideration at this point and further work is needed to build a shared position on the progression of this proposal.

Therefore, Officers are recommending that we renew the existing MOU with Destination Wairarapa for a one-year term only.

SWDC will be considering the DW MOU as part of their Long-Term Plan.

MDC is yet to make a recommendation to their council on the continuation of the DW MOU.

Business Wairarapa

As part of the 2024 - 2034 Long Term Plan it was agreed by Council to continue to support Business Wairarapa (BW) with the existing level of funding, $15,000 plus GST, for the period of one year ending 30 June 2025. This is with an understanding that CDC will work with BW and the other two Councils to agree to ongoing funding commitment for the remainer of the Long-Term Plan timeframes post 30 June 2025 end date of the existing MOU.

As noted above, with the recent proposal from BW and DW, Officers are recommending the same proposal as above, that is, renewing the existing MOU with BW for a one-year term only.

SWDC has approved funding for one year (FY25/26) noting work to be undertaken with BW and the other two councils to agree to ongoing funding commitment for the remainder of the Long-Term Plan timeframes.

MDC committed to funding BW for a 3-year period to align with their LTP.

Wairarapa Dark Skies Association

The WDSA MOU with CDC is due to end at the end of the financial year. They proposed a long-term partnership with all three councils to continue to grow and develop the Dark Skies Reserve in the Wairarapa. They are currently working in collaboration with the three councils, Destination Wairarapa, Business Wairarapa, Iwi and WellingtonNZ. Collectively this group makes up the Dark Skies Steering group with WDSA being the conduit to bring it all together. Their intention over the two years is to continue to deliver, with the areas of focus being:

· Accreditation and expansion of the Dark Skies Reserve

· Community Education and public engagement

· Tourism and economic development

· Infrastructure and lighting compliance

· Research and monitoring

WDSA proposed a formal partnership established between the WDSA and the three Wairarapa Councils (Masterton District Council, Carterton District Council, and South Wairarapa District Council) based on the following elements:

1. Commitment to Partnership: Confirmation in the MOU of the council’s role in supporting the Reserve’s development and accreditation.

2. Financial Support: Beginning 1 July 1 2025 to allocate funding in the annual plans to support a paid coordinator role to drive the activities of the Dark Skies Association and the Dark Sky Steering group. WDSA requested a combined total of $30,000 per annum for 2025-2026 split equally between the three councils, (SWDC, CDC, MDC). The funding is to drive the activities in both functions. At the end of two years, WDSA expect to have reached the point where all council planning aligns and supports the WDSA development program.

3. Policy Alignment: Monitor and encourage implementation of the current district plan outdoor lighting standards, to ensure compliance with dark sky-friendly lighting regulations.

4. Community Engagement: Encourage and support community engagement in the Dark Sky Reserve through local projects and initiatives.

5. Infrastructure Development: Support the installation of compliant lighting and dark sky-friendly infrastructure and information in public spaces and tourism locations.

As per our MOU framework and financial delegations, officers will enter into a new MOU agreement with WDSA for the next two years, which will continue our support for Dark Skies economic development in Carterton. The commitment for the MOU is within existing budgets.

5. Options

Destination Wairarapa and Business Wairarapa

1. Renew the existing MOU for one year, allowing an opportunity for the organisations and the three council to further develop a new MOU. Noting this will allow time for the organisations to further explore future developments for their services (Officers Recommendation).

2. Refresh the existing MOU and agree to a two-year extension. This will bring the MOU back into alignment with the next Long-Term Plan.

3. Cease funding.

6. NEXT STEPS

Next steps will be determined by the recommendations from Council. Officers will advise all parties of the outcomes and action agreements.

7. CONSIDERATIONS

7.1 Climate change

There are no climate change considerations related to the decisions in this paper.

7.2 Tāngata whenua

There are no tāngata whenua considerations related to the decisions in this paper.

7.3 Financial impact

All considerations within this report are covered within existing budgets.

As noted above, Officer recommendation for FY 25/26 is to continue to fund both Destination Wairarapa and Business Wairarapa at their existing levels of funding;

· Destination Wairarapa $55,968 plus GST (plus an adjustment for inflation based on the annual CPI).

· Business Wairarapa $15,000 plus GST.

· Entering a new MOU with WDSA for a two-year period at $10,000 per annum.

7.4 Community Engagement requirements

Not required.

7.5 Risks

There are no risks related to the decisions in this paper.

7.6 Wellbeings

Social

A caring community that is safe, healthy, happy and connected.

Cultural

A community that embraces and encourages our cultural diversity and heritage.

A community that fosters and promotes our character and creativity.

Economic

A vibrant and prosperous business and primary sector investing in and supported by the community.

A community that is productively engaged in employment, education and community service.

8. Recommendation

That the Council:

1. Receives the report.

2. Agrees to renew the existing MOU with Destination Wairarapa for a one-year term at $55,968 plus GST (plus an adjustment for inflation based on the annual CPI).

3. Agrees to renew the existing MOU with Business Wairarapa for a one-year term at $15,000 plus GST.

4. Notes the one-year extension allows more time to further develop a new MOU with both organisations and the other two councils.

5. Notes CDC will enter a new MOU with Wairarapa Dark Skies Association for a two-year term at $10,000 plus GST per annum.

File Number: 452103

Author: Glenda Seville, Community Services and Facilities Manager

Attachments: Nil

Ordinary Council Meeting Agenda

14 May 2025

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8.4 Community Satisfaction Survey 2025

1. Purpose

For Council to receive the results of the 2025 Community Satisfaction Survey and seek Council approval to prepare and complete an annual community satisfaction survey to ensure compliance with audit requirements and maintain continuity of feedback data.

2. Significance

The matters for decision in this report are not considered to be of significance under the Significance and Engagement Policy. However, the outcomes of the Community Satisfaction Survey are critical to informing Council’s strategic and operational decisions.

3. Background

Council has undertaken a residents’ survey since 2008. Originally, the survey was completed three-yearly, before becoming an annual project in 2020. In 2020, 2021 and 2022 the survey was completed by external company, Muirton. At this point, the survey was paused.

Council did not conduct a resident satisfaction survey in the 2023/24 year, resulting in an audit qualification on Council's 2024 Annual Report and 2023/24 Long-Term Plan. In response to this, as well as building on past results, the 2025 survey includes new questions specifically aligned to the 2024–2034 Long-Term Plan (LTP) key performance indicators (KPIs).

In order to improve user-experience, the total number of questions in the survey were reduced, and questions relating to data that could be captured via other Council channels were removed.

Key changes in 2025 included AI-assisted analysis, natural language processing of open-text comments, and a real-time dashboard to support timely reporting.

These survey results will now be used to inform reporting on satisfaction performance measures set as part of the Long-Term Plan and included in our annual report. Results also provide valuable insights into what the Carterton community values and where it feels Council can improve.

4. survey methodology

The survey methodology and key components were as follows:

· Delivered online and in paper format.

· Open to the community – anyone over the age of 18 was welcome to have their say.

· The survey period ran from 24 February to 16 March 2025.

· 726 unique replies were received. 13 of these on paper.

· The results data has an expected margin of error of +/- 3.6% at a 95% confidence interval.

· The survey results have not been weighted against demographic information. This is because:

o The survey was open to all respondents, rather than a targeted sample.

o Respondent numbers were small, and weighting small data sets can run the risk of creating bias, rather than avoiding it.

o This method allows for straight-forward and transparent data interpretation.
If survey response numbers continue to grow in years to come, data-weighting could be considered.

· The raw data was provided to AI company, AIFactory, to assess, compile and summarise before a report was prepared for Council.

5. Survey results

Some of the key results from the survey include:

· Overall average satisfaction analysis of 68%

· Satisfaction with facilities and amenities remains high - this includes our Wairarapa Events Centre, Carterton Library, parks and reserves, and the outdoor swimming pool.

· Kerbside recycling collection and the friendly and helpful team at the Carterton Waste Transfer Station were also highlighted.

· The community spirit and friendly people of Carterton are frequently mentioned as a source of pride.

· Public toilets were highlighted as a key area of dissatisfaction, with commentary regarding cleanliness, opening hours, darkness and safety.

· There continues to be concern around the appearance of the town centre with commentary suggesting a desire for revitalisation.

· Four new measures were included in the 2025 survey with results as follows:

o How safe do you feel in Carterton's public spaces?
79% of respondents provided a score between 7 and 10 (High Satisfaction)

o As a resident, how satisfied are you with the way Elected Members are representing you on Council?
41% of respondents provided a score between 7 and 10 (High Satisfaction), 70% of respondents provided a score of 5 or more.

o As a resident, I feel connected to family and community
69% of respondents provided a score between 7 and 10 (High Satisfaction).

o Overall, how would you score Carterton as a place to live?
77% of respondents provided a score between 7 and 10 (High Satisfaction).

· Carterton Crier is where most residents expect to hear about news, projects updates.

A report on the survey results is included at Attachment 1. The Community Survey 2025 Action and Engagement Plan is in Attachment 2.

6. Discussion

The Residents Survey 2025 provides valuable insights into community satisfaction with Council services and identifies areas for improvement and further engagement.

Resuming an annual survey is critical to maintain continuity of performance data, satisfy audit requirements, and monitor trends over time. The absence of a survey in 2023/24 was a contributing factor to CDC’s audit qualification, and annual surveys will ensure that key non-financial performance measures can be reported reliably.

In addition to recommending an annual survey, Council proposes to introduce 'Pulse Surveys' from late 2025. Pulse surveys are short, targeted surveys that track community sentiment on specific topics or services throughout the year. These surveys enable Council to gather timely feedback and adjust services responsively.

South Wairarapa District Council (SWDC) has used pulse surveys to track public satisfaction with roading maintenance and customer service. Pulse surveys will be available at all times, and analysed quarterly.

The engagement plan accompanying the survey analysis includes closing the loop with the community. This involves clearly communicating survey results, Council's response to issues raised, and progress on improvement initiatives.

7. NExt STEPS

There are a number of areas staff plan to focus on to address feedback received through the survey. Some of these areas include:

· Distribute findings and summaries to service teams.

· Publish the results on the Council website and notify residents.

· Implement service specific action and engagement plan, with an early focus on high-visibility improvements and clear communication.

· Finalise the Pulse Survey design and schedule rollout.

· Commence planning for the 2026 Community Survey to ensure annual continuity.

· Provide quarterly updates to Council on progress as well as Pulse Survey results.

8. coNSIDERATIONS

8.1 Climate change

The 2025 Community Survey and subsequent Action and Engagement Plan do not directly address climate change initiatives. However, feedback regarding environmental services (e.g. waste management, parks, and open spaces) indirectly supports Council’s broader climate change strategies. Future surveys may include specific questions regarding climate resilience and sustainability if desired.

8.2 Tāngata whenua

Consideration of tāngata whenua perspectives has been included in the survey design via collection of demographic data, in line with Statistics NZ ethnicity categories. Further targeted engagement with tāngata whenua will be incorporated into the Pulse Survey framework and other Council engagement processes.

8.3 Financial impact

The cost of the Community Survey 2025 and the proposed Pulse Surveys are accommodated within existing operational budgets. Any future expansion of survey scope or methods will be costed through normal budgetary processes. Implementation of some actions arising from survey feedback may have financial implications, which will be considered separately through appropriate business cases and approvals.

The use of the Survey Monkey and Dashlet software platforms which Council already holds licences for, in partnership with internal staff resource, has significantly reduced the cost of undertaking the annual community satisfaction survey. Now the Dashlet Artificial Intelligence software has been implemented it is able to be recycled easily for additional surveys.

Management will consider the cost of undertaking annual community surveys on a similar basis to the 2025 survey, and this will be limited to internal staff time. We do not anticipate additional budget will be required to complete an annual community survey in 2026, should Council decide to do so.

8.4 Community Engagement requirements

The survey forms part of Council’s ongoing community engagement efforts and satisfies statutory and Long-Term Plan performance reporting requirements. The Action and Engagement Plan prioritises transparent communication and closing the loop with residents through multiple channels, promoting trust and continued engagement.

8.5 Risks

Risks associated with the Community Satisfaction Survey 2025 relate to low community engagement, misinterpretation of feedback, or delays in implementing actions. Mitigation measures include improved communication tactics, regular monitoring, validation of data insights, and dedicated project management for action delivery. Maintaining annual surveying will also mitigate the risk of future audit qualifications.

Survey Monkey provided the software platform for the 2025 survey. Using Survey Monkey significantly reduced the cost of the project and allowed the survey to be open to all members of the community, rather than the previous method of only being open to those randomly selected from the Electoral Roll. Using Survey Monkey also enabled the use of multiple channels for engagement (QR code, social media, website, café coasters, paper forms etc). The result is a sizable increase in participation in this years’ annual survey.

The use of Survey Monkey software does contain some inherent risks, including a lack of audit trails / audit logs, which are not available even with the most expensive Enterprise version of the software. Council does not hold an Enterprise subscription of this software, partially for this reason.

Audit NZ staff have been provided with access to all Survey Monkey submissions and data to assist with verifying the accuracy of the submissions presented to Council. Their concern is the ability of customer data being altered after being submitted. Management confirms none of the customer survey data has been altered. Additionally, none of survey questions related to the roles or functions of staff involved in undertaking the community survey i.e. the IT and Communications & Engagement team functions were not a survey satisfaction measure. Furthermore, no staff have salary or discretionary remuneration components dependent on the survey results.

Customer survey data and results are presented through an Artificial Intelligence software called Dashlet. The AI software assisted staff with interpreting the large quantity of ‘free text’ responses to survey questions, as well as providing useful summary results from survey questions. Dashlet is also being used for the Local Water Done Well consultation. The Dashlet AI platform is used to present and interpret survey results – it does not alter the underlying submissions data, which in the case of the Community Satisfaction Survey 2025 remain in the Survey Monkey platform.

9. Recommendation

That the Council:

1. Receives the report.

2. Agrees to Council preparing and completing an annual community satisfaction survey.

3. Adopts the 2025 Community Satisfaction results and associated Action and Engagement Plan.

File Number: 451129

Author: Marcus Anselm, Communcations and Engagement Manager

Attachments: 1. Community Survey 2025 Results Report ⇩

2. Community Survey Action and Engagement Plan ⇩

Ordinary Council Meeting Agenda

14 May 2025

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8.6 Setting Rates for 2025-26

1. Purpose

For Council to consider the setting of rates for the 2025/26 financial year.

2. Significance

In accordance with the Council’s Significance and Engagement Policy, this matter has been assessed as being critical to the financial management of the Council and has taken into account the views of the community by conducting a special consultative process required for the adoption of the Long-Term Plan that has informed the rates setting report.

3. INTRODUCTION

This report is the final step in the process of being able to set the rates for the 2025/26 financial year following the adoption of the 2024-2034 Long-Term Plan. The rates included in the report are part of the Funding Impact Statement that is included in the in the 2025/26 Annual Plan.

The rating system comprises general and targeted rates, and specific charges such as the uniform annual general charge and excess water meterage charges.

Approach to Rating

Rates are set and assessed under the Local Government (Rating) Act 2002 on rating units. Some rates are assessed on the value of the land and improvements, or the value of the land alone, as supplied by Quotable Value New Zealand Limited. The current rating valuation is dated 1 September 2023 and is effective from 1 July 2024. These are reviewed every three years.

The objectives of the council’s rating policy are to:

· Spread the incidence of rates as fairly as possible

· Be consistent in charging rates

· Ensure all ratepayers pay their fair share for council services

· Provide the income needs to meet the council’s goals.

The Carterton District Council’s rating system provides for all user charges and other income to be taken into account first, with the rates providing the balance needed to meet council’s objectives.

4. RISK Assessment

Setting of the rates is a requirement of the LGA and the Section 23 of Local Government (Rating) Act 2002. Council is required to set the rates in accordance with the Act to ensure they are lawful and can be collected from ratepayers. The nature of the resolution recommended to Council is aligned with legal advice.

5. OPTIONS ANALYSIS

Option 1

Pursuant to Section 23(1) of the Local Government (Rating) Act 2002, the Council resolves to set the rates, due dates and penalties regime for the 2025/26 year.

Option 2

Council resolves to not set the rates, due dates and penalties regime for the 2025/26 year and to give Officers guidance on which amendments are needed. An amended timeframe related to setting of rates would be required. Any amendments are likely to result in changes to the Long-Term Plan 2024-34, which will require further review from Office of the Auditor General.

Setting of rates is key for the service provision and the financial management and funding of Council. Following the consideration and adoption of the Long-Term Plan 2024 -2034, this allows the Council to collect the rates required to deliver the service of Council for 2025/26. Not setting the rates would put Council at financial risk.

Recommended Option

This report recommends Option 1 – that Council resolve to set the rates in accordance with the 2025/26 Annual Plan.

6. Next steps

Following the setting of Rates, Council Officers will set the rates within the Council rating system and following 1 July 2025, the first rates assessment will be sent to ratepayers in July 2025.

7. Recommendation

That the Council:

Receives the report:

Pursuant to Sections 23, 24 and 57 of the Local Government (Rating) Act 2002, resolves to set the rates, due dates and penalties regime for the 2025/26 financial year as follows:

All rate amounts stated are GST inclusive.

(a) General rate

A general rate on the capital value of each rating unit in the district.

The general rate is set on a differential basis over three rating categories as follows:

General rates – differential factor
Residential	1.0
Commercial	1.8
Rural	0.8

Where –

· Residential means:

- all rating units used primarily for residential purposes within the residential zone of the Carterton District as depicted in the District Plan

- all rating units located in the commercial and industrial zones of Carterton District, as depicted in the District Plan, that are used primarily for residential purposes

- all rating units associated with utility services (water, telecommunications, etc.) that are located in the urban area.

· Commercial means:

- all rating units in the commercial zone of Carterton District, including the Carterton Character Area, as depicted in the District Plan, and all rating units outside the said commercial zone that have existing use rights or resource consent to undertake commercial land use activities under the Resource Management Act 1991

- all rating units in the industrial zone of Carterton District, as depicted in the District Plan, and all rating units outside the said industrial zone that have existing use rights or resource consent to carry out industrial land use activities under the Resource Management Act 1991.

- Excludes any rating units used primarily for residential purposes

- Includes any rating units within the rural zone of Carterton District, as depicted in the District Plan, holding or exercising existing use rights or resource consent to carry out commercial or industrial land use activities under the Resource Management Act 1991

· Rural means:

- all rating units within the rural zone of Carterton District, as depicted in the District Plan, but excluding those rating units that hold and are exercising existing use rights or resource consent to carry out commercial or industrial land use activities under the Resource Management Act 1991

- all rating units associated with utility services (water, telecommunications, etc) that are located in the rural area.

A General Rate set under section 13(2)(b) Local Government (Rating) Act 2002, on every rating unit on a differential basis as described below:

• a rate of 0.19238 cents in the dollar (including GST) of capital value on every rating unit in the Residential category

• a rate of 0.34629 cents in the dollar (including GST) of capital value on every rating unit in the Commercial category

• a rate of 0.15391 cents in the dollar (including GST) of capital value on every rating unit in the Rural category

(b) Uniform Annual General Charge

A Uniform Annual General Charge on each rating unit in the District to fully fund Governance activities and to fund Community Support activities within the maximum possible under section 21 of the Local Government (Rating) Act 2002.

The Uniform Annual General Charge is calculated as one fixed amount per rating unit, for the rating year 2025/26 this rate will be $1,291.25 (including GST) per rating unit set under section 15(1)(a) Local Government (Rating) Act 2002.

(c ) Targeted rates

Regulatory and planning service rate

A regulatory and planning service rate for regulatory, resource management, and district planning services on every rating unit in the district, calculated on capital value.

A targeted Regulatory and Planning Services Rate of 0.00849 cents per dollar of capital value set under Section 16 Local Government (Rating) Act 2002 on every rating unit in the district.

Urban wastewater rates

A differential targeted rate for the Council’s urban wastewater and treatment and disposal of wastewater services of a fixed amount per separately used or inhabited part of a rating unit in relation to all land in the district to which the Council’s urban wastewater service is provided or available.

The rate applied is as follows:

· A charge per separately used or inhabited part of a rating unit that is able to be connected

· A charge per separately used or inhabited part of a rating unit connected

The Council also sets a rate (pan charge) per water closet or urinal within each separately used or inhabited part of a rating unit after the first one for rating units with more than one water closet or urinal.

For the purposes of this rate:

· ‘Connected’ means the rating unit is connected to the Council’s urban wastewater service directly or through a private drain.

· ‘Able to be connected’ means the rating unit is not connected to the Council’s urban wastewater drain but is within 30 metres of such a drain.

· A separately used or inhabited part of a rating unit used primarily as a residence for one household is treated as not having more than one water closet or urinal.

a. A rate of $692.38 per separately used or inhabited part of a rating unit set under Section 16 Local Government (Rating) Act 2002 for rating units that are not yet connected but are able to be connected to the Council’s urban sewerage reticulation system.

b. a rate of $1,384.77 per separately used or inhabited part of a rating unit set under Section 16 Local Government (Rating) Act 2002 for rating units that are connected to the Council’s urban sewerage reticulation system.

c. a rate of $1,384.77 set under Section 16 Local Government (Rating) Act 2002 for each water closet or urinal after the first in each separately used or inhabited part of a non-residential rating unit connected to Council’s urban sewerage reticulation system.

Waingawa wastewater rates

A targeted rate of a fixed amount on every separately used or inhabited part of a rating unit that is connected to the Waingawa wastewater service.

And

A differential targeted rate on capital value on all properties connected or able to be connected to the Waingawa wastewater service. The rate will be set on a differential basis over two rating categories:

· All rating units located in the Waingawa industrial zone of Carterton District, as depicted in the District Plan, that are used primarily for residential purposes

· All other rating units in the Waingawa industrial zone of Carterton District.

For the purposes of these rates:

· ‘Connected’ means a rating unit that is connected to the reticulated wastewater service.

· ‘Able to be connected’ means a rating unit that can be connected to the wastewater service, but it not, and is a property situated within 30 metres of such a drain.

The purpose of these rates is to fund the operation and maintenance of the Waingawa wastewater service.

a) a targeted Waingawa Sewerage Rate of $219.00 set under Section 16 Local Government (Rating) Act 2002 on every separately used or inhabited part of a rating unit that is connected to the Waingawa Sewerage Service located in the Waingawa industrial zone of Carterton District,

b) a rate of 0.21579 cents per dollar of capital value set under Section 16 Local Government (Rating) Act 2002 on all rating units connected or able to be connected to the Waingawa Sewerage Service, in the Waingawa industrial zone of Carterton District that are not used primarily for residential purposes,

c) a rate of 0.10789 cents per dollar of capital value set under Section 16 Local Government (Rating) Act 2002 on all properties used primarily for residential purposes connected or able to be connected to the Waingawa Sewerage Service located in the Waingawa industrial zone of Carterton District.

Stormwater rate

A stormwater rate on all rating units within the urban area calculated on land value. For the purposes of this rate the ‘urban area’ is rating units:

· Within the residential zone of the Carterton District as depicted in the District Plan,

· Adjacent to the residential zone where stormwater from the property drains to the Council’s urban stormwater system.

o a targeted Stormwater Rate of 0.04610 cents per dollar of land value set under Section 16 Local Government (Rating) Act 2002 on all rating units within the urban area.

Refuse collection and kerbside recycling rate

A refuse collection and kerbside recycling rate for kerbside refuse and recycling collection on every separately used or inhabited part of a rating unit to which the Council’s collection service is provided or available.

(a) a targeted Refuse Collection and Kerbside Recycling Rate of $126.00 set under Section 16 Local Government (Rating) Act 2002 on every separately used or inhabited part of a rating unit where Council provides the service, or the service is available.

Urban water rates

A differential targeted urban water rate of:

· a fixed amount on every separately used or inhabited part of a rating unit that has been fitted with a water meter or meters and is connected to the Council’s urban water supply system.

· of a fixed amount per separately used or inhabited part of a rating unit for rating units that are not yet connected but are able to be connected to the urban water supply.

Additionally, a targeted metered water rate per cubic metre of water supplied, as measured by meter, for water consumed over 225 cubic metres per year. This rate will be invoiced separately from land rates.

For the purposes of the differential targeted rate:

· ‘Connected’ means a rating unit to which water is supplied,

· ‘Able to be connected’ means a rating unit to which water can be, but is not, supplied being a property situated within 100 metres of the water supply.

The purpose of these rates to fund the operation and maintenance of the urban water supply.

(a) a rate of $906.12 set under section 16 Local Government (Rating) Act 2002 on every separately used or inhabited part of a rating unit that has been fitted with a water meter or meters and is connected to the Council’s urban water supply system,

(b) a rate of $453.06 per separately used or inhabited part of a rating unit set under Section 16 Local Government (Rating) Act 2002 for rating units that are not yet connected but are able to be connected to the urban water supply system,

(c) a targeted Metered Water Rate of $2.10 per cubic metre set under section 19(2)(a) Local Government (Rating) Act 2002 for each cubic metre of water supplied, as measured by meter, over 225 cubic metres per year.

(d) A targeted Metered Water Rate of $3.20 per cubic metre set under section 19(2)(a) Local Government (Rating) Act 2002 for each cubic metre of water supplied, for temporary connections for Commercial and Industrial rating units as defined by the differential for General Rate.

Carterton Water Race Systems targeted rates

A targeted rate on a differential basis, calculated on land area, on rating units within the Carrington or Taratahi water race system classified areas as follows:

· Class A land area 200 metres either side of the centreline of the water race

· Class B land area from 200 to 500 metres either side of the centreline of the water race

· Class C land area able to be irrigated from water drawn from natural watercourses fed from the Water Race System, calculated from conditions of the applicable resource consent.

A rural water services rate on every rating unit situated in the Carrington or Taratahi Water Race Classified Areas for provision of the service. The amount is a rate per rating unit. For the purposes of this rate ‘provision of the service’ means the provision of water for stock or domestic use, including where:

· The water race channel passes over the ratepayer’s property

· The water race is piped through the ratepayer’s property

· Water is extracted from the water race on a neighbouring property.

o a targeted Rural Water Race Rate of $311.83 set under Section 16 Local Government (Rating) Act 2002 per rating unit on land situated in the Carrington and Taratahi Water Race System Classified Areas that has provision of the service.

o a targeted Rural Water Race Rate set under Section 16 Local Government (Rating) Act 2002, calculated on land area on rating units within the Carrington and Taratahi Water Race System Classified Areas as follows:

• Class A $36.82683 per hectare

• Class B $ 8.45052 per hectare

• Class C $226.44919 per hectare

where classes are defined in the Funding Impact Statement.

A metered Water Race rate for principally commercial / industrial use – per cubic metre taken - $2.30 per m³.

A metered Water Race rate for principally horticultural use per cubic metre taken - $1.40 per m³.

Waingawa Process Water – a metered Process water rate per cubic metre taken - $1.25 per m³.

Waingawa water rates

A targeted rate of a fixed amount on every separately used or inhabited part of a rating unit that has been fitted with a water meter or meters and is connected to the Waingawa Water Supply service.

For the purposes of this rate:

· ‘Connected’ means a rating unit to which water is supplied.

Additionally, a targeted rate per cubic meter of water supplied, as measured by meter. This rate will be invoiced separately from other rates.

The purpose of these rates is to fund the operation and maintenance of the Waingawa Water Supply service.

(a) a targeted Waingawa Water Rate of $773.11 per separately used or inhabited part of a rating unit set under Section 16 Local Government (Rating) Act 2002 on all rating units that are connected to the Waingawa reticulated water service.

(b) a targeted metered Waingawa Water Rate of $3.22 per cubic metre set under Section 19(2)(b) Local Government (Rating) Act 2002, as measured by meter, for all water supplied to each rating unit which has been fitted with a meter or meters with consumption up to and including 50,000 cubic metres per year and is connected to the Waingawa reticulated water service.

(c) a targeted metered Waingawa Water Rate of $2.78 per cubic metre set under Section 19(2)(b) Local Government (Rating) Act 2002, as measured by meter, for all water supplied to each rating unit with consumption over 50,000 cubic meters per year, which has been fitted with a meter or meters and is connected to the Waingawa reticulated water service.

Economic Development Rate

The economic development rate is primarily used to fund regional and local economic development initiatives.

· a targeted Economic Development Rate of $586.88 per rating unit on all Commercial and Industrial rating units as defined by the differential for General Rate.

(d) Due Dates for Rate Payments (excluding metered water rates)

Pursuant to Section 24 of the Local Government (Rating) Act 2002, that the rates (excluding metered water rates) for the year 1 July 2025 to 30 June 2026 be assessed in four equal instalments with each instalment due on the due date for payment for that instalment set out in table 1 below.

Table 1: due dates and penalty dates for rate payments (excluding metered water rates)

Instalment	Due date for payment	Penalty date
One	20 August 2025	21 August 2025
Two	20 November 2025	21 November 2025
Three	20 February 2026	21 February 2026
Four	20 May 2026	21 May 2026

(e) Due Dates for Metered Water Rate Payments

Pursuant to Section 24 of the Local Government (Rating) Act 2002, that the due dates for metered water rates are as set out in the table below for each reading period for the year 1 July 2025 to 30 June 2026.

Table 2: due dates and penalty dates for metered water rates

Meters read in	Due date	Penalty date
September 2025	31 October 2025	1 November 2025
January 2026	28 February 2026	1 March 2026
March 2026	30 April 2026	1 May 2026
June 2026	31 July 2026	1 August 2026

(f) Penalty Charges (Additional Charges on Unpaid Rates)

Pursuant to Sections 57 and 58(1)(a) of the Local Government (Rating) Act 2002, a penalty of 10% of the amount of each instalment of rates (except metered water rates) remaining unpaid after the relevant due date for payment will be added on the relevant penalty date for the instalment stated in table 1.

Targeted rates for metered water supply will be invoiced separately from other rates. A 10% penalty will be added to any part of the invoiced metered water rates that remain unpaid after the relevant due date stated in table 2 as provided in Sections 57 and 58 (1)(a) Local Government (Rating) Act 2002. The penalty will be added on the relevant penalty date for the instalment stated in table 2.

Pursuant to Sections 57 and 58(1)(b) of the Local Government (Rating) Act 2002, a penalty of 10% will be added on 1 July 2025 to the amount of rates assessed in previous financial years and remaining unpaid as at 30 June 2025 excluding metered water rates.

Pursuant to Sections 57 and 58(1)(b) of the Local Government (Rating) Act 2002, a penalty of 10% will be added on 1 August 2025 to the amount of water meter rates assessed in previous financial years and remaining unpaid as at 31 July 2025.

File Number: 451681

Author: Karon Ashforth, Corporate Services Manager

Attachments: Nil

Ordinary Council Meeting Agenda

14 May 2025

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8.8 Adoption of the Draft Wairarapa Consolidated Bylaw and Statement of Proposal for Consultation.

1. Purpose

The purpose of this report is to seek Council adoption of the draft Wairarapa Consolidated Bylaw and Statement of Proposal for consultation.

2. Significance

The matters for decision in this report are considered to be of ‘medium’ significance under the Significance and Engagement Policy. Therefore, a consultation and engagement process is proposed. Sections 83, 86 and 156 of the LGA sets out the consultation requirements. This requires councils to consult using the Special Consultative Procedure by making a statement of proposal, including draft bylaw, and report on any relevant s155 determinations available to the public. We must provide 1 month for the community to present their views on the proposal.

3. Background

The Masterton, Carterton and South Wairarapa District Councils (the Wairarapa District Councils) have an existing Wairarapa Consolidated Bylaw 2019 (the Bylaw). The Bylaw was made on 26 June 2019 and came into force on 8 July 2019. A review is underway.

The Wairarapa Policy Working Group (WPWG) has delegated authority to support the review and make recommendations back to the Wairarapa District Councils.

Based on research and stakeholder feedback, and the recommendations of the WPWG, we consider a replacement Bylaw should be adopted.

In reviewing the Bylaw we must consult the community using the Special Consultative Procedure (SCP). This involves making a Statement of Proposal, and information about how our community can have their say and present their views, publicly available. The consultation period must run for a minimum of one month, with a two-month period required for representation on the trade waste bylaw.

If adopted by the Wairarapa District Councils, consultation with the community will take place from mid-May. The WPWG will hear submissions and undertake deliberations in July 2025 ahead of making final recommendations to the Wairarapa District Councils on the Bylaw in August 2025.

Discussion

The Wairarapa District Councils share a Wairarapa Consolidated Bylaw made under sections 145 and 146 of the Local Government Act 2002 (LGA) and other relevant statutes.

Under section 145 of the LGA, a bylaw may be made to:

· protect the public from nuisance;

· protect, promote, and maintain public health and safety; and/or

· minimise the potential for offensive behaviour in public places.

Section 146 of the LGA provides councils with specific bylaw-making powers to regulate certain activities. This includes, but is not limited to, on-site wastewater disposal systems, trade wastes, keeping of animals, bees and poultry and trading in public places.

Section 146 of the LGA also provides councils with the ability to make bylaws to manage, regulate against, or protect from damage, misuse, or loss, or for preventing the use of land, structures, or infrastructure associated with certain infrastructure including water supply, wastewater, cemeteries and reserves.

Other relevant statutes also provide Council with specific bylaw-making powers that are relevant to this Bylaw. This includes the Burial and Cremation Act 1964, Health Act 1956, Land Transport Act 1998 and the Reserves Act 1977.

The adoption of the Bylaw in 2019 followed a review of the Masterton and South Wairarapa District Council Consolidated Bylaw 2012 which was first made in 2013. As part of the 2019 review, the scope of the consolidated bylaw was expanded to include Carterton District Council and adopted as a new Wairarapa Consolidated Bylaw. This beneficial to both community and those who administer the bylaw as residents and visitors to the region frequently travel between the different districts.

A copy of the current Bylaw is available in Attachment 1 of the Review Findings Report (Attachment 3).

Review Requirements

The procedure for and nature of a bylaw review is set out in section 160 of the LGA. This requires councils to review a bylaw by making determinations required by s155 of the LGA.

Section 155 of the LGA requires councils to determine whether a bylaw is the most appropriate way of addressing the perceived problem. If a council has determined that, it must then determine whether the proposed bylaw is the most appropriate form of bylaw and gives rise to any implications under the New Zealand Bill of Rights Act 1990. No bylaw may be made which is inconsistent with the NZBORA. An assessment of these requirements is provided later in this report.

Work to Date

In March/April 2024, staff provided the Wairarapa District Councils with a report on the review requirements and approach. The three councils agreed to delegate responsibility to the WPWG to support the review and make recommendations back to the Wairarapa District Councils.

Background research and stakeholder engagement was undertaken throughout 2024. The WPWG first met in May 2025. At this meeting, the WPWG were provided an overview of the Bylaw and an opportunity to provide feedback on the perceived problems as we had defined them. WPWG feedback was also sought on the matters identified for further investigation, matters propose not to progress, and any further matters for consideration as part of the review.

The WPWG also endorsed the proposed approach to stakeholder engagement.

A second meeting of the WPWG was held in December 2024. The WPWG was presented with the Review Findings Report (Attachment 3) which defines the problems the Bylaw addresses, assesses the extent of the problems and explores other strategies that could be used to address the problems. It also discusses the advantages of and disadvantages of a bylaw over the alternative strategies. The WPWG was also provided a draft Bylaw for feedback prior to the Bylaw undergoing a legal review.

A legal review of the Bylaw was completed in March 2025.

A third meeting of the WPWG was held in March 2024. At this meeting, the WPWG was presented with a draft Statement of Proposal and draft Bylaw following legal review. The WPWG confirmed the material and recommended the Statement of Proposal and draft Bylaw be adopted by the Wairarapa District Councils for community consultation.

Analysis and Advice

A Review Findings Report has been prepared to help meet our review requirements and is provided as Attachment 3. The key findings are summarised below.

Perceived Problems

We identified five broad perceived problems the Bylaw intends to address:

1. Nuisance or public health and safety concerns relating to use and activities in public places and on private property,

2. Road safety or environmental issues caused or made worse by an unregulated roading network,

3. Public safety concerns, nuisance, damage or misuse caused or made worse by the unrestricted use of cemeteries,

4. Public health risks, including injury, infection and communicable diseases, caused by beauty related practices, and

5. Interference with, damage to and misuse of the waters network (water supply, wastewater (including trade waste), as well as public health risks.

The Review Findings Report assesses the extent of these problems throughout Wairarapa, incorporating the latest available data and information. It also identifies new local problems that have arisen since 2019.

Stakeholder feedback

Stakeholders engaged in the first phase of the review included:

· New Zealand Police;

· Te Whatu Ora Health New Zealand (Medical Officer of Health, National Public Health Service);

· Fire and Emergency New Zealand;

· Greater Wellington Regional Council;

· Iwi;

· Māori Standing Committee of South Wairarapa District Council;

· Wellington Water Ltd (responsible for managing and providing water services to South Wairarapa District Council);

· Business Wairarapa; and

· Community and Industry Associations including Riversdale Beach Community Association, Castlepoint Residents and Ratepayers Association and New Zealand Association of Registered Beauty Therapists.

The Review Findings Report summarises the key themes from stakeholder engagement. Overall, key stakeholders advocated for:

· focused and easy to understand bylaws,

· proactive management of local problems,

· a consistent approach throughout the Wairarapa,

· recognition of cultural practices,

· working in partnership with local businesses,

· clarification of roles between different enforcement agencies, and

· appropriate enforcement action to be undertaken.

Local Water Done Well – Implications for Water Services Bylaws

In December 2023, the Government announced a new direction for water services (drinking water, wastewater and stormwater services) which it has called Local Water Done Well. Local Water Done Well is being implemented in stages, each with its own piece of legislation.

The Local Government (Water Services Preliminary Arrangements) Act 2024 requires councils to prepare water service delivery plans by September 2025 that identify the current state of the councils water services and demonstrates council’s commitment to deliver water services in a way that ensures compliance, meets drinking water standards, is financially sustainable, and supports housing growth and urban development.

The Wairarapa District Councils and Tararua District Council are exploring options for future water services delivery and consulting their communities in early 2025. The new arrangements are expected to take effect from 1 July 2026.

The Local Government (Water Services) Bill (the Bill) establishes enduring settings for the new water services system. It was introduced to Parliament in December 2024. Subparts 1 to 3 of Part 6 of this Bill provides for operational matters. This covers a new framework for water services bylaws, including new functions and graduated enforcement tools.

· Subpart 1 provides councils with powers to make water services bylaws, and enables the delegation of functions or powers that relate to the administration or enforcement of a water services bylaw to a water service provider operating in the district. It also requires the initial and ongoing review of water services bylaws.

· Subpart 2 covers compliance and enforcement matters, including providing for infringement offences, compliance officers, and compliance powers.

· Subpart 3 provides for a range of offences and penalties relating to water infrastructure and water services networks.

This Bill has implications for Parts Nine, Ten and Eleven of the proposed bylaw. It requires territorial authorities to complete an initial review of each water services bylaw within two years of the Act coming into force (section 351).

As the Wairarapa Consolidated Bylaw 2019 will expire in June 2026, these three parts have been included in the proposed bylaw to ensure our water supply and wastewater networks remain protected ahead of this initial review being completed.

We have structured the proposed bylaw in a way that allows these parts to be revoked as part of the initial review (if required) without impacting the remaining structure of the bylaw.

Proposed Bylaw

Based on the findings of our background research, input from key stakeholders and the recommendations of the WPWG, we consider a replacement Bylaw should be adopted.

We propose to structure the bylaw as follows:

· Part One: Introductory

· Part Two: Public Places (including Parks and Reserves)

· Part Three: Sale of Goods or Services in Public Places

· Part Four: Prevention of Nuisance or Health Risk from Fire and Smoke

· Part Five: Keeping of Animals, Poultry and Bees

· Part Six: Traffic

· Part Seven: Cemeteries and Crematorium

· Part Eight: Beauty Therapy, Skin Piercing and Tattooing

· Part Nine: Water Supply

· Part Ten: Wastewater

· Part Eleven: Trade Waste.

Among the key changes from the Wairarapa Consolidated Bylaw 2019 includes proposals to:

· remove the wheeled-recreational device prohibition in the Masterton CBD and Kuripuni shopping area. This means people would be able to ride skateboards and scooters in these areas (Part Two – Public Places (including Parks and Reserves)).

· introduce requirements for businesses using footpaths and other public places for sandwich boards and outdoor dining. This would ensure the pathways are accessible for other users and do not create a safety risk (Part Two – Public Places (including Parks and Reserves)).

· introduce three mobile trading sites in Riversdale to respond to community demand and to align with the approach for Castlepoint. This would enable mobile traders, like food trucks, to sell goods in public in the permitted areas. We are also proposing to remove some stall sites in the Masterton CBD due to low demand for these sites and increased pedestrian traffic (Part Three – Sale of Goods in Public Places).

· introduce requirements to minimise nuisance and risk to health and safety from the keeping of animals. This includes new requirements on the location and number of beehives able to be kept on urban properties, and standards for the slaughtering of stock or poultry to ensure it is done so in a way that is not offensive to other people (Part Five – Keeping of Animals, Poultry and Bees).

· require businesses to seek Council permission to park their vehicles on the road for storage in connection with or as part of their trade or business. This will ensure there is sufficient parking available for other users. (Part Six – Traffic).

· prohibit vehicles from accessing the foreshore of Castlepoint Beach that runs parallel to Jetty Road, and limit the speed of vehicles Castlepoint and Riversdale Beaches to 10km/h. This ensures users of the beach can enjoy it safely. (Part Six – Traffic)

· ensure conduct at our cemeteries is appropriate. Changes are proposed to prevent people from interrupting a funeral service or behaving in a way that creates a nuisance or offense to others. Placing any objectionable markings on monuments or other structures is also not allowed. (Part Seven – Cemeteries)

· exempt practitioners undertaking Tā moko on a marae and in accordance with tikanga Māori from the requirements of Part Eight - Beauty Therapy, Tattooing and Skin Piercing. Tā moko is considered to be a taonga (or cultural treasure). Article 2 of the Treaty of Waitangi protects Māori rangatiratanga over taonga.

· better protect the Council’s water supply and wastewater networks. This includes proposals to require all customers in Wairarapa to contact the Wastewater Authority (Council or their authorised agent) first if they suspect a blockage in the wastewater drainage network. It is also proposed applications from trade premises to discharge prohibited trade waste to the network would not be accepted due to the harm it can cause (Part Ten – Wastewater and Part Eleven – Trade Waste).

Further changes are outlined in the Summary of Key Changes section in the Statement of Proposal (Attachment 1).

Alongside the key proposals, amendments that do not change the intent have been made to all parts to readability. This includes restructuring some parts to improve the flow, simplifying and modernising the drafting language, defining key terms, updating definitions to align with legislation where applicable, and updating references to outdated legislation or documents.

Explanatory notes have also been added throughout the Bylaw to improve understanding. These notes do not form part of the Bylaw and may be updated or remove at any time without any formality.

A copy of the draft Bylaw is included as Attachment 2.

Awaiting Legal Advice for Part Nine: Water Supply

One outstanding item, at the time of this report, is that Part Nine: Water Supply is currently undergoing external legal review. This relates to Section 14 Estimating Consumption. Legal advice is being sought on Council’s ability to estimate water consumption based on previous readings for the purposes of billing if a meter is out of repair, ceases to register or is removed. Should an update be required, an amendment to the draft Bylaw and Statement of Proposal will be drafted and councillors will be provided a copy via Stellar prior to publication.

Determination of whether the bylaw is appropriate

Is a bylaw the most appropriate way of addressing the perceived problem?

Alternative strategies for addressing the perceived problems have been considered. This included reviewing controls in existing legislation and bylaws, other Council plans and policies (e.g. Wairarapa Combined District Plan), and other non-regulatory approaches such as education, signage, partnership arrangements and voluntary guidance. Information on the perceived problems and an assessment of the alternative strategies is available in the Review Findings Report (Attachment 3).

Wairarapa District Councils consider a Bylaw appropriate because it provides Council a regulatory tool and the ability to take appropriate action which is not offered by alternative strategies. Often the Bylaw works alongside other non-regulatory strategies. In most cases, a bylaw is the anticipated mechanism for managing the perceived problems identified under the LGA and other relevant Acts. It is also consistent with the current approach which is familiar to staff and the community.

Is the proposed bylaw the most appropriate form of bylaw?

Staff consider the proposed Bylaw to be the most appropriate form of bylaw. The proposed Bylaw:

· Promotes and maintains public health and safety;

· Provides a regulatory tool to address potential nuisance, offensive behaviour and damage;

· Provides a consistent approach across Wairarapa;

· Enables responsive decision-making for controls included in the bylaw;

· Is certain, reasonable and proportionate.

The Bylaw provides regional differences where these are justified and appropriate for the circumstances. The ability of each Council to maintain its own Schedules supports Councils being able to appropriately respond to changing circumstances in their respective districts.

The Bylaw has undergone a legal review to ensure the appropriateness of it.

Does the proposed bylaw give rise to implications under the New Zealand Bill of Rights Act 1990?

The rights or freedoms potentially engaged by the Bylaw are identified in the following table. In all cases, staff consider the limitations are justified (as provided in section 5 of that Act). The broader purpose of the Bylaw is to protect the public from nuisance, protect and promote public health and safety and minimise the potential for offensive behaviour in public places. Staff consider the limitations identified are proportionate to the broader purpose of the Bylaw and are fair and reasonable in the interest of public health and safety.

Part	New Zealand Bill of Rights Act 1990 Implications
Part One: Introductory	This part draws on powers provided to territorial authorities under the LGA, such as the ability to remove or alter works constructed in breach of this bylaw, and to seize and impound property. This could raise concern for rights relating to unreasonable search or seizure. Enforcement Officers exercise this power after a notice has been served and only in accordance with the provisions of the LGA. Staff consider the exercise of this authority justified for the broader purpose of the bylaw to protect the public from nuisance, protect public health and safety, minimise the potential for offensive behaviour in public places, and to manage and protect Council’s critical infrastructure from damage or misuse.
Part Two: Public Places (including Parks and Reserves)	This part could limit rights to freedom of expression and association as it places restrictions on activities in a public place such as a person’s ability to solicit a collection, preach, perform, use a loudspeaker, undertake busking and distribute advertising material without Council permission. Staff consider these restrictions are justified for the broader purpose of the bylaw to minimise nuisance and offensive behaviour in public places.
Part Three: Sale of Goods in Public Places	Staff have not identified any implications under NZBORA for this part.
Part Four: Prevention of Nuisance or Health and Safety Risk from Fire and Smoke	Staff have not identified any implications under NZBORA for this part.
Part Five: Part Five Keeping of Animals Poultry and Bees	This part places restrictions on the number and types of animals that can be owned, and the placement of enclosures. An example is that no roosters or pigs are able to be kept in an urban area, and there is a limit on the number of cats, poultry and beehives that can be kept in an urban area. This could be seen as a limitation on freedom of expression. Staff consider the limitations justified to meet the broader purpose of the bylaw which is to minimise nuisance and the risk to public health and safety.
Part Six: Traffic	This part provides Council authority to prohibit and control traffic movement which could impact rights to freedom of movement throughout Wairarapa. An example includes the ability to restriction or prohibit times on roads subject to appropriate consultation. Staff consider that the restrictions are justified for the broader purpose of the bylaw to control traffic to protect public health and safety.
Part 7: Cemeteries and Crematorium	This part limits a persons conduct by stating that a person must not: a) prevent, interrupt, delay or disturb any Internment, funeral or Burial service or proceedings; b) behave in a manner that creates a Nuisance or is offensive or is likely to create a Nuisance or offense to any other Person lawfully within or approach a Cemetery; c) solicit trade, advertise Goods, or accept orders for Goods (this excludes transactions of Council staff undertaken in the course of management of the Cemetery and Crematorium); d) place or allow to be placed on any Monument or other structure, any epitaph, inscription, writing or lettering or any words, marks or characters or any pictures which might be considered Objectionable. This could be seen as a limitation on the freedom of expression. Staff consider that the restrictions are justified for the broader purpose of the bylaw to regulate activities and set standards for the efficient operation and management of cemeteries and crematorium, and to promote, protect and maintain public health and safety.
Part 8: Part Eight Beauty Therapy Tattooing and Skin Piercing	This part could limit rights to freedom of expression by placing restrictions on the manner in which beauty therapy, skin piercing and tattooing can be carried out. An example includes prohibiting commercial services that pierce the eyeball (including tattooing of the eyeball or scleral tattooing) unless undertaken by appropriately qualified health practitioners, such as an Ophthalmologist. Staff consider that restrictions are justified for the broader purpose of the bylaw to protect, promote and maintain public health and safety and prescribe sanitary precautions to prevent the transference of communicable diseases via beauty therapy practices, tattooing or skin piercing businesses
Part 9: Water Supply	There may be some restriction to personal freedom arising from this part, specifically restrictions on the amount of water people are able to use, as well as restrictions on the activities and times water may be used. The bylaw also enables the Water Supply Authority to enter private property (excluding a dwellinghouse) to determine compliance with the bylaw (subject to the provisions of the LGA). Staff consider that these restrictions are justified for the broader purpose of the bylaw to manage and provide public water supply services, and to protect the public water supply network from damage, misuse and interference.
Part 10: Wastewater	The bylaw enables the Wastewater Authority to enter private property (excluding a dwellinghouse) for the purposes of carrying out any work on the public wastewater drainage network including inspection and survey, and for determining compliance with the bylaw requirements. Staff consider that this is justified for the broader purpose of the bylaw to manage and protect the public wastewater network from damage, misuse and interference.
Part 11: Trade Waste	Staff have not identified any implications under NZBORA for this part.

4. Options

The table below outlines the options available to council.

Option		Advantages	Disadvantages
1	Recommended Option – Adopt the draft Wairarapa Consolidated Bylaw and Statement of Proposal for consultation	- It provides a regulatory tool to protect the public from nuisance, promote public health and safety and minimise offensive behaviour in public places. - It protects critical infrastructure so services can be provided to the community e.g. protecting the water supply network so we can provide safe drinking water. - The proposed Bylaw has been developed based on the findings of research and feedback from stakeholders. - A Wairarapa Consolidated Bylaw is consistent with the existing approach which is familiar to the community. Proposed changes are intended to meet the changing needs of our communities and to improve understanding. - Provides a consistent approach throughout Wairarapa region.. - The flow and readability of the Bylaw has been improved. - This option is recommended by the WPWG who has developed a breadth of understanding of the issues.	- It may take time for the community and staff to become familiar with the new provisions. - Resources required to enforce the Bylaw.
2	Alternative Option – Do not adopt the draft Wairarapa Consolidated Bylaw and Statement of Proposal for consultation with a preference to make further amendments. This option would involve referring back to the WPWG for reconsideration.	- Advantages would depend on the proposed controls.	- The proposed Bylaw has been developed based on the findings of research and feedback from stakeholders. Amendments may be inconsistent with stakeholder feedback or not address new problems that have arisen. - May not meet legal tests required to make a Bylaw. - May be less familiar to the community. - This option is not supported by the WPWG and would require additional staff and elected member resource and delay the review.
3	Alternative Option – Do not adopt the draft Wairarapa Consolidated Bylaw and Statement of Proposal for consultation with a preference to revoke the Wairarapa Consolidated Bylaw 2019 (or do nothing and allow the Bylaw to expire automatically in June 2026). This option would involve referring back to the WPWG for reconsideration.	- Community would be provided with more flexibility. - Reduced administration and enforcement, reducing costs for Council. - If revoked, Council resources would not be required to review the Bylaw in future.	- Would be a significant shift from Council’s current position. - May lead to an increase nuisance and offensive behaviour in public places, and create a public health and safety risk. - Staff have assessed that a bylaw is the most appropriate way to address the problems based on research and stakeholder feedback. - Does not align with feedback from key stakeholders. - Does not support a consistent approach throughout Wairarapa. - This option is not supported by the WPWG and would require additional staff and elected member resource. A decision to revoke the Bylaw before it expires still requires consultation.

5. Recommended Option

Option 1: Adopt the draft Wairarapa Consolidated Bylaw and Statement of Proposal for consultation is recommended. The amendments aim to protect the public from nuisance, promote public health and safety and minimise the potential for offensive behaviour in public places. They also aim to ensure Council’s critical infrastructure is protected from damage and misuse. The updates also aim to ensure the Bylaw is easily understood by the community and staff. This option also aligns with the recommendations of the WPWG.

If Council prefers an alternative option it is recommended to refer back to the WPWG for reconsideration. This is because they have delegated authority to support the review and have developed a breadth of understanding of the issues. This would delay the review.

6. NEXT STEPS

SWDC will consider this report on 30 April. MDC and CDC will consider this report on 14 May.

Subject to adoption by the Wairarapa District Councils, consultation will be undertaken in May/July 2024. Hearings and deliberations by the WPWG would follow.

The WPWG Chair, Councillor Robyn Cherry-Campbell (CDC), has advised of her absence during the hearings and deliberations. The WPWG has appointed Councillor Melissa Sadler-Futter (SWDC) to chair the hearings and deliberations. CDC will be asked to appoint an alternate member to represent Carterton District at the hearings and deliberations, the recommendation being Councillor Brian Deller.

Following hearings and deliberations, we would draft the amended Bylaw (as required) for finalisation by the Wairarapa District Councils in August 2025. The finalised Bylaw would be publicly notified and is proposed to come into effect from 1 September 2025.

The Bylaw would next be required for review in five years’ time in accordance with the LGA.

7. CONSIDERATIONS

7.1 Climate change

There are no environmental/climate change impacts or considerations resulting from the decision to consult on the Bylaw

7.2 Tāngata whenua

Promoting health and safety and protecting the community from nuisance and offensive behaviour is a key aim of the Bylaw, including for our Māori communities.

The Bylaw also recognises tikanga and we have proposed an exemption for tā moko from Part Eight Beauty Therapy Tattooing and Skin Piercing. Tā moko is considered a taonga (or cultural treasure). Article 2 of the Treaty of Waitangi protects Māori rangatiratanga over taonga and tā moko has been excluded from the scope of several councils’ bylaws. Practitioners are encouraged to consider the minimum standards Part 8 and the Ministry of Health’s 2010 Customary Tattooing Guidelines for Operators and other available guidance instead.

The Bylaw aims to reflect the views of our communities, including our Māori communities. We will promote the consultation period to ensure that Mana Whenua and Māori health providers have an opportunity to submit on the Bylaw.

7.3 Financial impact

The budget for the review is split across the Wairarapa District Councils according to the Wairarapa Shared Services Funding Policy, under the ‘joint policy development’ activity. The cost allocation is 52 per cent Masterton District Council, 20 per cent Carterton District Council and 28 per cent South Wairarapa District Council.

Council’s contribution towards the costs associated with the review are being met from within existing budgets

7.4 Community Engagement requirements

As stated, council is required to consult using the SCP. A communications plan has been prepared.

When consultation opens, all current licensees will be informed. Staff will also give public notice and write to the Minister of Health and Minister of Conservation.

Stakeholders, such as Te Whatu Ora, NZ Police, and Fire and Emergency New Zealand, who provided early feedback on the Bylaw will also be informed of the opportunity to submit.

We have also identified other parts of our community that are likely to have an interest in the Bylaw who will be notified of the opportunity to have their say.

During the consultation period we will make relevant documentation available including the draft Bylaw, Statement of Proposal, submission form, and Review Findings Report.

Our community can find out about the policy review through several channels.

We will advertise the opportunity for the community to have their say on the Council website and through traditional media.

Physical copies of the Statement of Proposal and Bylaw will be available at the Council customer service centres and libraries across the Wairarapa.

We will proactively communicate with key stakeholder groups identified above to make them aware of the consultation opportunity.

8. Recommendation

That the Council:

1. Receives the report.

2. Notes that a joint review of the Wairarapa Consolidated Bylaw (the Bylaw) is underway.

3. Determines that in accordance with section 155(1) of the Local Government Act 2002, a bylaw is the most appropriate way of addressing the perceived problems.

4. Determines that in accordance with section 155(2)(a) of the Local Government Act 2002 the draft Bylaw is the most appropriate form of bylaw.

5. Determines that in accordance with section 155(2)(b) of the Local Government Act 2002 the draft Bylaw does not give rise to any implications under the New Zealand Bill of Rights Act 1990.

6. Endorses the recommendations of the Wairarapa Policy Working Group to adopt the Wairarapa Consolidated Bylaw Statement of Proposal (Attachment 1) and draft Wairarapa Consolidated Bylaw (Attachment 2) for adoption by the Wairarapa District Councils for community consultation.

7. Delegates authority to the Chief Executive to amend Part Nine: Water Supply Bylaw and update the Statement of Proposal (if required) prior to publication to reflect external legal advice;

8. Delegates authority to the Chief Executive to approve minor edits that do not alter the intent of the content, prior to publication of the draft Bylaw and Statement of Proposal for consultation.

9. Notes that consultation, using the special consultative procedure, is proposed to run between 14 May and 30 June 2025 (excluding Trade Waste).

10. Notes an extended two-month consultation period from 14 May to 14 July 2025 is proposed for the part relating to Trade Waste to meet our requirements under section 148 of the Local Government Act 2002.

11. Notes that the Wairarapa Policy Working Group will hear submissions on 16 July 2025 and undertake deliberations on 23 July 2025.

12. Notes that Councillor Melissa Sadler-Futter (SWDC) will chair the Wairarapa Policy Working Group hearings and deliberations in the absence of Councillor Robyn Cherry-Campbell (CDC).

13. Notes that CDC will appoint an alternate member to represent Carterton District at the hearings and deliberations in the absence of Councillor Robyn Cherry-Campbell.

14. Appoints Councillor Brain Deller to represent Carterton District at the hearings and deliberations in the absence of Councillor Robyn Cherry-Campbell.

15. Notes that following hearings and deliberations the Wairarapa Policy Working Group will make final recommendations to Council on a final Bylaw in August 2025.

File Number: 452658

Author: Solitaire Robertson, Planning and Regulatory Services Manager

Attachments: 1. Attachment 1: Statement of Proposal and Submission Form (under separate cover) ⇨

2. Attachment 2: Draft Wairarapa Consolidated Bylaw (under separate cover) ⇨

3. Attachment 3: Review Findings Report. (under separate cover) ⇨

Ordinary Council Meeting Agenda

14 May 2025

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8.9 Lincoln Road 2021 Construction reveiw and Flood risk

· Purpose

For Council to consider the officer’s review of Calibre’s report - Lincoln Road Flood Risk Assessment - and consider recommendations for flood management.

· Significance

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

· Background

In June 2021, Calibre was engaged to assess the roadworks on Lincoln Road between Pembroke and Victoria Street. This review was initiated due to concerns from residents about an increased risk of flooding to their properties resulting from the ongoing roadworks. Residents were also dissatisfied with the uneven footpath, which was caused by the new road height and vehicle crossings.

The roadworks included:

- Rehabilitation of the road. This was done using granular overlay and resurfacing.

- Construction of a new kerb and channel on the eastern edge of the road.

- Construction of new concrete vehicle crossings.

· Discussion

4.1. Uneven Footpath

Although the footpath on this section of the road is functional, the officers recognise that its uneven layout is not ideal. They will endeavour to avoid such issues in future footpath maintenance and will consider improvements to the footpath layout when this asset is due for renewal.

4.2 Flood risk assessment

4.2.1 Officer’s review of the Calibre flood risk assessment report:

After reviewing Calibre's flood risk assessment, officers conducted workshops on three occasions, with the last one on 16 April 2025. Calibre considered five risks, and officers evaluated these risks using the CDC Risk Management Framework to calculate a risk rating. The risk was assessed on an individual basis to establish whether the roadworks increased the risk of flooding to surrounding properties.

In their report, Calibre identified five risks:

4.2.1.1 Driveways that slope back toward properties can cause surface water flows from the footpath to enter those properties.

Considerations:

- Due to the height of the vehicle crossing the footpath, water will not flow from the footpath to the property via the vehicle crossing.

- The “Catchment size” of vehicle crossing is small <20m², generating 74 Liter of water.

Consequence – Minor

Likelihood – Very rare

Risk score and rating: 1 / Low

4.2.1.2 Surface water accumulating within the properties may not be able to flow out, leading to localised flooding at the entrances.

Considerations:

- Contours indicate that property runoff from properties would drain towards South-South-East, away from the road.

- It is unlikely that properties would have been able to discharge to the road corridor before the project due to the existing footpath and the land gradient.

Consequence – Minor

Likelihood – Very rare

Risk score and rating: 1 / Low

4.2.1.3 The new concrete driveways create “dams” at intervals along the property frontages adjacent to Lincoln Road. Currently, there is no outlet for the surface water trapped in these valleys, which poses a risk of localised flooding.

Considerations:

- “Catchment / Valley” refers to the area between vehicle crossings from the back of the kerb to the boundary.

- Roughly 66% of the area is in a permeable grass surface.

- The introduction of kerbs and channels removed runoff from the road entering the catchment.

- Small catchments resulting in roughly 2.1 mm of runoff cover in a significant event.

- Unlikely that the volume of water can create flooding at properties.

Consequence – Minor

Likelihood – Very rare

Risk score and rating: 1 / Low

4.2.1.4 During extreme flood events, the culverts may surcharge, causing floodwater to flow onto adjoining properties. It's important to note that the consequence and likelihood ratings are based on extreme flooding events, not solely the condition of the culvert. Therefore, any recommendations should take a comprehensive and holistic approach.

Considerations:

- The capacity of the Waikakariki Stream

- During an extreme flood event, the culvert and the surrounding area are likely to be flooded.

- In the event of a surcharge, the Natural slope of land flows to the southwest.

Consequence – High

Likelihood – Very Rare

Risk score and rating: 8 / Moderate Risk

4.2.1.5 Raising the crown of the road has increased the risk of flooding for properties on the western side. Like Risk 4, the consequence and likelihood ratings are associated with extreme flooding, not merely the height of the road. Recommendations should also consider a broad, holistic approach.

Considerations:

- Freeboard from Crown to Floor level - survey indicates that houses in question are higher than the crown of the road.

- Natural slope of land flows to the South-West.

- During an extreme flood event, the road, culverts, and surrounding area are likely to be flooded.

Consequence – High

Likelihood – Very Rare

Risk score and rating: 8 / Moderate Risk

The Officer's conclusion of the Calibre flood risk assessment report:

The issues identified in the Calibre report are assessed as low to moderate risk under the CDC’s Risk Framework. Given the existing, overarching flood risk in the area, the road construction is not considered to have increased the flooding risk. Additionally, none of the Calibre recommendations would address or mitigate the broader flooding concerns.

4.2.2 Mangatārere Stream Flood Study:

GWRC research suggests that portions of the western side of Carterton, including the area around Lincoln Road from Pembroke Street to Victoria Street, is at risk of flooding during extreme weather events.

Image – GIS Mangatārere Stream Flood Study Area

Image – GIS Mangatārere Stream Flood Study Area focusing on the Section between Pembroke and Victoria Street.

It is unlikely that any improvements on the section between Pembroke and Victoria Street will reduce the flood risk in the area because of the overarching flood risk.

4.2.3 Waikakariki Stream

The Waikakariki Stream meanders through the western side of Carterton, between Belvedere and Dalefield Road, crossing Lincoln Road four times as well as several other roads. During medium to high rain events, the areas surrounding the stream are prone to flooding. Flooding is typically a result of one or a combination of the following issues:

· The finite capacity of the stream: The stream can handle low-intensity rainfall, but it is likely to be overwhelmed during high-intensity events.

· Maintenance of the stream: Maintaining the stream is complicated because most of it runs through private property, and its upkeep relies on individual property owners to care for their respective sections.

· Blockages during events: Due to varying levels of maintenance, multiple property boundaries, and the stream's limited capacity, blockages from flood debris are likely to occur during heavy rain events.

5 Options

It is unlikely that the flood risk can be completely removed. However, officers do believe that the major risks could be mitigated through the following:

a. Develop a Flood Risk Management Plan (FRMP) for CDC.

b. Investigate and include active maintenance of the Waikakariki Stream in the FRMP.

c. Investigate and include mitigation of the Mangatārere Flood risk in the FRMP.

All three options will require funding, and therefore, if approved, officers will develop the scope of works and cost estimates for the Council's consideration.

6 NEXT STEPS

The development of these options will require funding, and therefore, if approved, officers will develop the scope of works and cost estimates for each option and report to the Council's consideration.

7 CONSIDERATIONS

7.2 Climate change

Reducing flood risks will enhance the Council's resilience to weather events worsened by climate change.

7.3 Tāngata whenua

The suggested FRMP, mitigation or management options of any waterway in our district will be of interest to Māori. Information sharing, participation in discussions, option assessments and decisions around what, if any, management and mitigations should be considered will include Tāngata whenua.

7.4 Financial impact

The decisions in this report do not have any financial implications. Proposed options will require funding, which will be addressed in later decisions.

7.5 Community Engagement Requirements

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

7.6 Risks

The decision of this report aims to address and mitigate Carterton's flood risk.

7.7 Wellbeings

Social

· A strong and effective council providing trusted leadership.

· A caring community that is safe, healthy, happy, and connected.

Cultural

· Te Āo Māori/Māori aspirations and partnerships are valued and supported

Environmental

· Safe and resilient water supply, wastewater, and stormwater systems. • Healthy, sustainable waterways.

· An environmentally responsible community committed to reducing our carbon footprint and adapting to the impacts of climate change.

· A resilient community capable of responding and recovering from environmental shocks

Economic

· Quality, fit-for-purpose infrastructure, and services that are cost-effective and meet future needs.

8 Recommendation

That the Council:

1. Receives the report

2. Recommends officers develop the scope of work and cost estimates for:

(a) Flood Risk Management Plan (FRMP) for Carterton District, and

(b) Active maintenance of the Waikakariki Stream, and

and bring these back to Council for consideration.

File Number: 451621

Author: Johannes Ferreira, Infrastructure Services Manager

Attachments: 1. Calibre - Lincoln Road Flood Risk Assessment ⇩

Ordinary Council Meeting Agenda

14 May 2025

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8.11 Standing Orders 2025

1. Purpose

For the Council to adopt the Standing Orders 2025.

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 Act 2002 requires council to have a set of standing orders for the conduct of meetings. The Carterton District Council has previously adopted the Standing Orders template provided by Local Government NZ (LGNZ). Most councils use this model for their standing orders.

Local Government New Zealand (LGNZ) has recently completed a review and refresh of the standing orders template, and a new version has been released.

LGNZ recommend that the Standing Orders are reviewed within the first six months after an election. As the updated template is available now, it is recommended that this is reviewed by Council now. It can also put placed on the agenda of the Inaugural Council meeting for review/adoption. Amendments to these Standing Orders can also occur at any time.

4. DRAFT CDC STANDING ORDERS 2025

Based on the new LGNZ template, the recommended CDC Standing Orders 2025 are in Attachment 1, with the proposed amendments from the previous Standing Orders in red.

The proposed amendments to the LGNZ 2025 template are discussed below.

Principles

A new section on principles underpinning the Standing Orders is on page 2.

Quorum

Definition – Present at the meeting – page 16

Standing Orders 13.8 - Member’s status: quorum – page 48

Standing Orders 13.9 -Member’s status: voting – page 48

Previously elected members were required to be physically present for a quorum. This changed following the unique circumstances presented by the COVID-19 pandemic and Cyclone Gabrielle, and remote participation was made permanent in legislation by Hon Kieran McAnulty from 1 October 2024. The updated Standing Orders is amended as follows:

· The new definition is: “Present at the meeting to constitute a quorum means the member is to be either physically present in the room or attending the meeting by audio/visual link, if allowed by these standing orders”.

· Clause 13.8 allows for elected members attending by videoconference to count as a quorum.

· Clause 13.9 allows for members attending by videoconference to be able to vote on any items raised at the meeting.

Standing Order 12.4 Public may record meetings – page 46

In the previous Standing Orders, the public needed to seek permission from the Chairperson at least 24 hours in advance if they wished to record a meeting, and the Chairperson could require that a copy of the recording be provided.

A proposed updated requirement in the Standing Orders 2025 template is that members of the public notify the Chairperson at the start of the meeting that they plan to record the meeting.

The media are considered members of the public. In the last triennium the Wairarapa Times Age requested permission to record council meetings without notifying the Chairperson at the beginning of each meeting.

It is recommended that this requirement is removed, as it is impossible to police this, particularly with members of the public attending meetings by videoconference.

Standing Orders 13.3 – Leave of Absence – page 47

There has been minor re-wording of this section.

Standing Orders 13.4 – Recording apologies – page 47

There has been minor re-wording of this section.

Standing Order 13.6 – Right to attend by audio or audiovisual link – page 48

This updated clause allows for members of the council and its committees to attend meetings by videoconference, unless they have been lawfully excluded.

It also allows for members of the public, including for a deputation or public forum, to be able to attend meetings by videoconference, unless they have been lawfully excluded.

Clause 13.15 Confidentiality / Te matatapu – page 50

In the last triennium the wording in bold (below) was included. It is recommended that this is retained:

A member who is attending a meeting by audio, or audio-visual link, must ensure that the meeting’s proceedings remain confidential during any time that the public is excluded.

The chairperson may require the member to confirm that no unauthorised people are able to view or hear the proceedings. If the chairperson is not satisfied by the explanation, they may require the member’s camera to be turned on, or may terminate the link.

Standing Orders 16.1 – Time limits / Ngā Tepenga wā – page 55

There has been minor re-wording of this section.

Standing Orders 16.2 – Restrictions / Ngā aukatinga – page 55

A new clause 16.2(g) has been included:

g) where a member of the public has previously caused a disruption at multiple meetings, the chairperson may decline a deputation request and require the individual to provide their views in writing.

Standing Orders 16.3 – Questions of a deputation / Ngā pātai o te whakaaturanga o kawa – page 55

There has been minor re-wording of this section.

Standing Orders 19.3 Chair’s Casting Vote – page 59

The default position of the Local Government Act 2002 is that the Chair has no casting vote. There are three options for decision:

· The casting vote provisions are left in the default position of the chair having no casting vote.

· The casting vote provision is included.

· The standing orders are amended to provide for a ‘limited casting vote’ that would be limited to a prescribed set of decisions only, such as statutory decisions, e.g. adopting the Long-Term Plan - the chair has a casting vote where there is an equality of votes.

Some councils have opted for an intermediate position, in which a casting vote can only be used for prescribed types of decisions, such as when there is an equality of votes for the adoption of a statutory plan.

CDC has previously allowed the Chair to have a casting vote in all decisions.

Standing Orders 20.11 – Electronic devices at meetings – page 64

In the current CDC Standing Orders the following wording in bold was included. It is recommended that this is retained:

Electronic devices and phones can only be used to advance the business of a meeting. Personal use may only occur at the discretion of the Chair.

All phones are to be switched to silent for the duration of the meeting.

Standing Orders 22.1-22.4 – Options for speaking and moving motions – page 68

One of the new features in these Standing Orders is the ability to use different rules for speaking to and moving, motions to give greater flexibility when dealing with different situations.

Standing Orders 22.1-22.4 provide three options. Option A repeats the provisions in the Standards New Zealand Model Standing Orders, which limit the ability of members to move amendments if they have previously spoken. Option B provides more flexibility by allowing any member, regardless of whether they have spoken before, to move or second an amendment, while Option C allows still further flexibility.

CDC needs to decide which of the three options will be the default option; this does not prevent a meeting from choosing one of the other two options, but it would need to be agreed by a majority of members at the start of that specific meeting.

The formal option A tends to be used when a body is dealing with a complex or controversial issue and the chair needs to be able to limit the numbers of speakers and the time taken to come to a decision. In contrast, options B and C enable more inclusive discussion about issues, however some chairs may find it more difficult to bring conversations to a conclusion.

Another feature of Option A is that it can be considered to be more restrictive on councils with a smaller number of councillors, as it limits the ability of members to move amendments if they have previously spoken.

Council could also consider whether the options selected for Council also apply to committees. Given that committees are designed to encourage more informal debate, and promote dialogue with communities, the informal option, Option C, might be the most appropriate option for Committees.

Council needs to decide which will be the default option in the Standing Orders 2025. Option A for speaking and moving motions was chosen by CDC in 2019 and 2022.

Option A	Option B – less restrictive if speak to a motion	Option C – no restrictions
The mover and seconder of a motion cannot move or second an amendment. (This does not apply when the mover or seconder of a motion to adopt a report of a committee wants to amend an item in the report. In this case the original mover or seconder may also propose or second the suggested amendment).	The mover and seconder of a motion cannot move or second an amendment. (This does not apply when the mover or seconder of a motion to adopt a report of a committee wants to amend an item in the report. In this case the original mover or seconder may also propose or second the suggested amendment).	The mover and seconder of a motion can move or second an amendment.
Only members who have not spoken to the original, or substituted, motion may move or second an amendment to it.	Any members, regardless of whether they have spoken to the original or substituted motion, may move or second an amendment to it.	Any members, regardless of whether they have spoken to the original or substituted motion, may move or second an amendment to it.
The mover or seconder of an amendment, whether it is carried (in which case it becomes the substantive motion) or lost, cannot move or second a subsequent amendment.	The mover or seconder of an amendment that is carried can move or second a subsequent amendment. A mover or seconder of an amendment which is lost cannot move or second a subsequent amendment.	The mover or seconder of an amendment whether it is carried or lost can move or second further amendments.
Members can speak to any amendment and, provided they have not spoken to the motion or moved or seconded an amendment, they can move or second further amendments.	Members can speak to any amendment.	Members can speak to any amendment.
The meeting, by agreement of the majority of members present, may amend a motion with the agreement of the mover and seconder.	The meeting by agreement of the majority of members present may amend a motion with the agreement of the mover and seconder.	The meeting by agreement of the majority of members present may amend a motion with the agreement of the mover and seconder.

Standing Orders

23.5 - Amendments to motions / Ngā mememana ki ngā mōtini – page 70

This is a new clause compared to the former Standing Orders:

23.5 - Subject to standing order 23.6, the meeting may amend a motion provided that:

a) the motion has been moved and seconded; and

b) the mover and seconder of the original motion agree to its amendment.

All members may speak to the amendment.

Appendix 7 – Powers of a Chairperson – page 94

In the Standing Orders 2022 the section on Powers of a Chairperson outlined that if the Chair was attending by videoconference, he/she should delegate the Deputy Chair or other elected member who was physically present to chair the meeting.

This requirement has been removed.

Appendix 8 – Web Webcasting protocols – page 98

Appendix 8 is a best practice guide to meetings that are being webcast.

As a result of the recent Council decision to (1) record workshops and post these online, and (2) provide videoconference details to the public so they may attend on line, this protocol includes the following new wording:

· A link for the public to attend council and committee meetings and workshops by videoconference will be made available in the meeting agenda.

· Video recordings of council and committee meetings and workshops will be made available to the public.

Appendix 9 – Protocols for elected members participating in meetings by audio-visual means – page 99

A minor change has been made to Appendix 9.

5. Voting to amend the standing orders

As per Standing Orders 3.3, adopting new standing orders requires a vote of not less than 75 per cent of the members present.

6. Considerations

6.1 Climate change

There are no direct climate change implications from the decisions in this paper.

6.2 Tāngata whenua

There are no tāngata whenua considerations related to the decisions in this paper.

6.3 Financial impact

There are no financial impacts.

6.4 Community Engagement requirements

There are no community engagement requirements.

6.5 Risks

There are no additional risks associated with the decisions in this paper.

7. Recommendation

That the Council:

1. Receives the report.

2. Agrees to:

(a) Option (A, B or C) as the default option for speaking and moving motions in clause 22 for Council

(b) Option (A, B or C) as the default option for speaking and moving motions in clause 22 for Committees.

3. Agrees to:

(a) remove the provision of the Chair having a casting vote; OR

(b) include the provision of the Chair having a casting vote; OR

4. Adopts the Carterton District Council Standing Orders 2025 with the changes agreed in (2) and (3), and the amendments as noted in this paper and in the Standing Orders 2025 in Attachment 1.

File Number: 445839

Author: Geoff Hamilton, Chief Executive

Attachments: 1. DRAFT Standing Orders May 2025 ⇩

Ordinary Council Meeting Agenda

14 May 2025

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8.12 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

Community Funding and Support

Preparations for the upcoming Wairarapa Funders Forum events have been completed. The Carterton forum is scheduled for Tuesday, 20 May 2025, from 3–6pm, with invitations extended to all local community groups and previous funding recipients to encourage broad participation and engagement.

In recent funding rounds:

· The Returned and Services Carterton Districts Memorial Trust committee met on 24 March 2025 and allocated $4,700 across seven successful applicants, supporting community projects aligned with the Trust's objectives.

· The Sport NZ Rural Travel Fund committee met on 2 April 2025, awarding $9,500 to eligible local sports teams and clubs to support travel costs and enhance access to sporting opportunities for youth in rural areas.

These initiatives continue to strengthen community wellbeing and provide vital support for local groups and activities.

Community Events

ANZAC Day Parade and Service

A chilly start to ANZAC Day was followed with stunning weather for our 11am Carterton Parade and Service. Over 500 people gathered in Memorial Square to commemorate our fallen soldiers.

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Upcoming Events

Funders Forum – 20 – 22 May

Citizenship Ceremony – 28 May

We have invited 11 citizens to the next ceremony which is booked for 28 May.

Other Community Events Information

The Community Events information page on the Carterton District Council website for our community which outlines information about the Events Approval Process. Community Events | Carterton District Council (cdc.govt.nz)

Older persons - Te Hōkai Nuku Wairarapa Region Positive Ageing Strategy

The Senior Regional Games were held on 10 April 2025 at the Trust House Recreation Centre, marking the third year of this popular and growing event. With 80 attendees, the day was a fantastic celebration of active ageing, social connection, and community spirit.

Participants enjoyed a wide range of activities, including a digital activity and craft space hosted by Masterton Library. A highlight of the day was a friendly game of cornhole featuring Deputy Mayor Steve Cretney, and the Masterton and South Wairarapa Mayors.

Carterton District Council proudly supported the event through Nuku Ora funding and the involvement of the Positive Ageing Strategy Co-ordinator. The Communications Team also played a key role in promoting the event. A popular information stall hosted by the Walking and Cycling Co-ordinator further engaged attendees and promoted active transport options.

The continued success of the Senior Regional Games reflects the strong partnerships and commitment to positive ageing across the region.

Pedal Ready Training for Older Persons

On 26 March 2025, the first Pedal Ready Training for Older Persons was held in Carterton, thanks to a collaboration between the Positive Ageing Co-ordinator, the Walking and Cycling Co-ordinator, and the Greater Wellington Regional Council’s Pedal Ready team. The session was a resounding success, with eight participants benefiting from the training.

The feedback from attendees has been overwhelmingly positive, highlighting the value of the program in building confidence and skills for safe cycling.

Kaumātua/kuia and older persons meeting

On 3 April 2025, the quarterly Kaumātua/Kuia and Older Persons meeting was held in partnership with Wairarapa Community Networks. Facilitated by the Positive Ageing Co-ordinator, this meeting brings together representatives from organisations that support older persons in the region.

This meeting featured a guest speaker from Whangārei District Council, who shared insights on their annual Silver Festival—a well-established event for older residents. Inspired by this, a small subgroup from the larger meeting will be meeting to explore the possibility of holding a similar event in Wairarapa in October 2025.

The goal of the proposed event is to highlight the existing opportunities and services for older persons in the region, rather than creating entirely new activities. This approach aims to strengthen what’s already working within the community.

Youth - Te Rautaki Rangatahi o Wairarapa: Wairarapa Youth Strategy Implementation Plan

Civics education

The Rangatahi Civic Education Day was a fantastic and well-received event, with overwhelmingly positive feedback from participants. The rangatahi (youth) walked away with a greater understanding of civics, with one of the key takeaways being: "Even though you are one person, your vote still counts!"

We’re thrilled to have had the opportunity to pilot this programme, and the success of the day has set a great precedent for other councils to follow. This initiative not only educated young people about the importance of civic engagement but also empowered them to see the impact of their participation in shaping the community.

Youth Council

In April, the Carterton District Youth Council had the exciting opportunity to join the Ordinary Council afternoon meeting. This was a valuable chance to introduce our new members and share some insights on what’s coming up for the Youth Council in the year ahead. It was a great experience for the new members to get a feel for how council meetings work, while also offering our youth councillors and elected members a chance to reconnect and engage in meaningful discussions.

This initiative strengthens the connection between our young leaders and local governance, fostering collaboration and understanding for the future.

The Wairarapa Rangatahi Kaimahi Collective (WRKC)

The collective is dedicated to supporting rangatahi (youth) workers, promoting youth wellbeing, amplifying their voices, and creating opportunities for their growth and development. The Collective provides a collaborative platform for agencies, organisations, and individuals committed to working with rangatahi in meaningful and culturally responsive ways.

On 17 April, during the school holidays, the Collective hosted an event aimed at fostering connection, sharing knowledge, and strengthening the support network for rangatahi across the Wairarapa region.

Neighbourhood Support

Weekly newsletters are sent to all Neighbourhood Support groups, sharing community updates and, on alternate weeks, the NZ Police crime report. These reports and security tips are well-received. The Neighbourhood Support Coordinator recently delivered flyers seeking a new Group Leader for Moreton Road, and has already received interest for the urban area. They are also attending the Mangatarere Catchment Group meeting to support a new Neighbourhood Support group there.

Walking & Wheels

StoryWalk®

A StoryWalk® event celebrating local authors and Helen Dew took place on 11 April, with participation from authors Catherine Cooper and Ali Foster, Carterton Kindergarten, and Helen Dew’s family.

A new book is in progress for May–July, linking to Matariki and Te Wiki o Te Reo in September.

The Coordinator promoted walking and cycling at the 10 April Senior Regional Games, receiving strong interest from older attendees in walking groups and e-bike options.

The coordinator promoted local events encouraging fitness, wellbeing, and social connection through walking and cycling.

CDC partnered with Wairarapa Road Safety Council and Quintin of the Wairarapa Library Service for a Movin March colouring competition and a display in the Carterton Library.

Road Safety

Preparation is well underway for this year’s Region-wide Road Safety Week campaign, with a special focus in 2025 on promoting cyclist safety and encouraging cooperation among drivers, cyclists, and pedestrians.

The coordinator has worked closely with the Greater Wellington Regional Council to ensure our safety messaging is accurate and consistent. Additionally, collaboration with local councils and the Wairarapa Road Safety Council has led to several engaging initiatives, including a colouring competition, media outreach, and a staff ‘Wear Yellow’ day to raise awareness.

In partnership with Wairarapa Library Service and Masterton District Library, reflective vests for children aged 0–5 and reflective backpack covers are being distributed, promoting visibility and safety for our youngest road users.

Climate change

Carterton’s Climate Change Strategy

Since the last report, much of the work has focused on completing the review of Carterton’s Climate Change Strategy. The feedback gathered during the public engagement period has been carefully analysed, themed, and integrated into the final version of the strategy.

The revised strategy was presented to Carterton’s Policy and Projects Committee and officially adopted on 9 April 2025. This marks a significant step forward in our climate action efforts.

The next steps include publicly launching the final revised strategy, along with any supporting collateral. In addition, we will begin developing the 2025/26 implementation plan to ensure the strategy’s goals are effectively translated into action.

1080 Aerial Operation Update from OSPRI

Operations are expected to begin from July–August 2025 in the Southern Tararua Ranges , subject to necessary consents. Engagement with landowners, occupiers, and key stakeholders is underway to ensure the community is well informed and safety measures are in place.

Safety Considerations for Dogs: Dogs are particularly susceptible to poisoning by 1080, especially from scavenging poisoned carcasses. In order to protect dogs, please ensure they are kept away from operational areas. If you suspect your dog has ingested 1080, immediate action is required, such as making it vomit and seeking veterinary care.

Additional information on the safety of dogs around 1080 operations is available through the following fact sheet: https://www.ospri.co.nz/assets/ResourcePDFs/1080-and-dogs-Factsheet.pdf.

OSPRI have a range of resources that are available to share regarding pests and TB prevention, 1080 and safety, and the effectiveness of past operations. They have advised they are happy to hold meetings with the community to discuss the operation further and address any questions or concerns. If this is of interest, our Climate Change Coordinator can arrange a session.

Welcome to our new Climate Change Coordinator

As we wrap up this month, we bid farewell to our departing Climate Change Advisor, Sky, and extend a warm welcome to our new Climate Change Coordinator, Ricky Utting. Ricky joins us with a wealth of experience from central government, most recently with the Ministry of Foreign Affairs and Trade, where he led teams delivering climate change and environmental aid projects globally, funded by New Zealand.

Ricky is deeply passionate about climate change and excited to bring his expertise to CDC, working at a community level to address climate challenges. During his two-week handover period, Sky has ensured a smooth transition of the climate change work programme, setting Ricky up for success in his new role.

Over the coming months, Ricky's key priorities will be to collaborate across CDC to develop the Climate Change Strategy Implementation Plan and lay the groundwork for the 2025/26 work plan. This marks an exciting new chapter for our climate action efforts!

Team Collaborative Projects

Slaying Sustainability – Climate Change, Youth Development & Waste

During the Easter school holidays, the team ran a very successful pilot of ‘Slaying Sustainability’, a sustainability focused school holiday event with 18 children registered.

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The first day of our waste reduction event kicked off with a fun and interactive session where attendees got to know one another and participated in waste sorting games, thanks to the Waste Officer. The highlight of the day was a special visit to the home of Mayor Ron Mark, where attendees learned firsthand about the small but impactful changes they can make in their own homes to reduce waste going to landfill.

Mayor Ron and partner Chris shared practical tips on composting, reducing single-use plastics, and rethinking household waste – showing that even small steps can lead to big changes. It was an inspiring and informative start.

The second day was a fun road trip to visit the Tinui Food Forest. Here, the owners have converted what was a sheep and beef block to a forest where the attendees were able to sample freely growing, spray free fruits, vegetables, and even edible flowers. A highlight at both locations were of course the farm animals!

We’ve already received some fantastic feedback following our recent recycling initiative. Two brothers shared that they had asked their parents to buy more bins to help with better sorting of their recycling – and their parents were very supportive of the idea! Similarly, another parent mentioned that she and her children were planning a visit to the transfer station over the weekend to create a list of items they could recycle more easily.

A huge thank you to Mayor Ron, Chris, and the Tinui Food Forest team – your efforts were truly inspirational and have had a positive impact on our community. Your enthusiasm and dedication are helping to foster a culture of sustainability and responsibility.

Mayors Taskforce for Jobs Wairarapa

Since the start of this year’s contract on 1 July 2024, the MTFJ team has continued to provide strong support for young people on their journey toward sustainable employment. As of now, 101 individuals have been placed into work. Of these, 60 placements count as contractual outcomes.

The annual contractual target is 58 outcomes, meaning the programme has already exceeded its goal ahead of the financial year’s end—demonstrating significant success and impact.

Wairarapa Events Centre

March was clearly a busy month with festival activity – and while April was quieter on the ticketed event front, it still kept us busy but was a chance to catch our breath. Over the period we delivered the Balance Farm Awards, and the popular Orpheus Choir concert which was a great example of presenting our auditorium in innovative ways, with the team constructing a choral riser from our staging units.

We also presented the very popular Chinese Hypnotist which all but sold out the full auditorium, the return of the Pantaloons for school holidays, hosted the Kuranui Founders Reunion Dinner over Easter weekend, supported the Community Events team with ANZAC day commemorations, and hosted the popular Model Train Show which attracted great crowds of train enthusiasts young and old. This is a wonderful snapshot of the variety and diversity of events we hold over a short time.

Erin Banks and Ashleigh Macleod will be attending the EVANZ midyear conference in New Plymouth in May.

STATISTICS

March 2025:

Total Audience of public events*	2345
Public/ticketed events held	8
Commercial Meetings/Events held	11
Community Meetings/Events held	76
Internal/local govt Meetings/Events held	82

*includes Holloway Hoopla attendance

April 2025:

Total Audience of public events	423
Public/ticketed events held	3
Commercial Meetings/Events held	16
Community Meetings/Events held	70
Internal/local govt Meetings/Events held	77

Geographical spread of audience surveyed for events during period:

Carterton	50%
Masterton	32%
Greytown	8%
Martinborough	6%
Wellington & Other	2%
Featherston	2%

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Sales and Marketing

Facebook and Instagram – Reporting period 21 March to 1 May 2025

Wairarapa Events Centre Page Insights

· Reach: The number of people who saw content from our Wairarapa Events Centre pages was up 13.5% Facebook (reach of 22.6K) and up 12.1% on Instagram (reach of 687) when compared to our previous report period (ending 20 March 2025).

· Page and profile views: The number of times our page was viewed has increased by 13.8% on Facebook and up by 19% on Instagram.

· New likes and follows: We’ve increased our Facebook page follows by 23. New followers on Instagram are up a total of 11 new followers this period.

Mailchimp

Our audience has grown by 41 subscribers in the last 30 days. Across the newsletters and feedback forms sent in the past 30 days we achieved an average open rate of 40.4%. With eDM open rates across all industries typically averaging between 15-25% this is a great result from our newsletter subscribers.

Summary:

We have noticed a small uptake in all areas since changing our social media channels and communications channels to highlight the new flagship name “Wairarapa Events Centre”. This may be coincidence but still an observation worth noting as the month of April was relatively quiet so to see increases is encouraging.

Hirer Feedback

· Great facility with giving heart to regional Wairarapa! The theatre was well equipped for our purposes and services supported us well.

· It was a great pleasure to collaborate with the exceptional team at the Wairarapa Events Centre, highlighted due to the manaaki and generosity extended to us by the CEC/WAF team. From the warm mihi whakatau to the attentive support throughout, we felt truly valued and well looked after. The professionalism, communication, and care shown by the team were top-notch, reflecting the experience and expertise of all involved.

· Beautiful space, welcoming, lovely and helpful people

· The collaboration leading to the presentation of our work offered regional audiences access to high-quality Māori theatre, something not always readily available outside of the main centres in NZ. Erin is incredible in her commitment to presenting high quality and diverse performing arts works within the Wairarapa, she is a real jewel and we are grateful for Erin's support and tireless work to make this happen, we know the amount of work that goes on behind the scenes to make this happen.

Audience Feedback:

Colossal Chorale

· The choir, soloists, percussionist and accompanists were all excellent. The conductor, Brent Stewart established a friendly rapport with the audience. The concert suffered from being accompanied by an inadequate electronic keyboard. I appreciate that the venue doesn't have a concert grand but much better proper electronic pianos are available than the inferior keyboard employed.

· It was an exceptional concert! I'm glad I brought along my four children to lower the average age a bit. I wish more young people were exposed to Orpheus - 150 singers and a percussionist playing 12 instruments all by herself - way better than Netflix!

· Wonderful choir. Great they came to Carterton.

The Pantoloons: Treasure Island

· You are doing a great job. Wairarapa is lucky to have your team. Thank you

· Great fun show! Kids loved it.

· This was a great family show-we loved it. Fantastic performance, congratulations to the cast!

· I thought the show was great value for a school holiday treat, I took my granddaughter, and we had been to the previous show Winnie the Pooh.

Parks and Reserves

Individual Management Plans, Memoranda and Leases

The purpose of our Individual Management Plans Plan is to provide a document that summarises the issues, assist with day-to-day management and future decision making. Recreational Reserves vested under the Act are also required to have a management plan. We have four plans in draft at various stages of completion. Once completed these documents will be used as internal operational guidance documents that sit under the Reserve Management Plan.

· Clareville Cemetery Individual Management Plan is in final draft

· Esplanade Reserve and Esplanade Strip Individual Management Plan in the final draft

· Howard Booth Individual Management Plan in development

· Carrington Park Individual Management Plan in development

Work is also underway to undertake a complete review of the 2020 CDC Reserve Management Plan with high-level notes on key focus areas requiring refresh.

Additionally, the above the team has working with our community partners to update leases, contracts, MOUs and Licence to Occupy documents.

Licence to Occupy – we have six agreements of which four are signed and completed, one is awaiting signature, and one awaiting feedback. One Licence to Occupy has been sent a Licensor’s notice, informing a proposed 3.29% increase for 2025/26. No other increase in fees has been proposed for next financial year with the next review date of Feb/Mar 2026.

Ground Lease – We have three agreements in draft form all awaiting feedback from the Leasee.

Memorandum of Understanding – We have four agreements, two completed, one awaiting feedback one in draft.

Lease agreements – Two are currently being redrafted.

West Taratahi Hall

Works have been progressing well at West Taratahi Hall. The carpark is now completed as is the fencing and tree works, and the committee is mapping out the bike track. There are a few junctions where the track will be wider and have some small obstacles as an alternative for some riders.

The Committee has also painted the hall and installed a new water tank. The have had community working bees with good attendance and really positive feedback on how the facility is looking. More working bees have been scheduled to undertake more planting and tidy up as the tracks get developed.

Other works continue as normal with some highlights being:

· ANZAC preparation of the soldier’s memorial at the cemetery services sections.

· Pool shut down and being winterised.

· Removal of self-seeded evergreen buckthorn and cherry trees from the Wheatstone Street railway reserve.

· Mulch added to area in railway reserve where mowers can’t get to

· Mulch added to trees at Sparks Park

· Carrington/Howard Booth Parks sprayed (fertilised with seaweed)

· Structure taken down from outside Carrington toilets in preparation for new wrap. The wooden structure will be reinstalled at the Moreton Road Reserve

· A new dog poo bag dispenser installed at Moreton Road reserve, along with a new dog poo bin.

· A new dog poo dispenser installed at the Kent Street end of Howard Booth Park.

· Willow trees removed from Booth’s Creek.

· Hanging baskets reinstalled with new season flowers.

· The new playing field is operational at Howard Booth Park.

Wairarapa Library Service

Circulation - During April 2025, 10,043 hard copy items were issued by WLS. 4,575 were issued at Carterton Library. 4,289 ebooks, audiobooks, and emagazines were borrowed and 66 new members joined WLS. 22 of these joined at Carterton.

Staffing - The WLS Manager resigned in April. Ali Te Pohe will be acting manager after the current manager’s final day on Friday 16 May. COVID has had an impact during April and May, along with injuries and bereavement.

RFID Project - A contract was signed with Bibliotheca in April and RFID tagging has started at Carterton and Martinborough libraries. The project is expected to be completed in late July/August.

Digital Resources - A contract has been signed with EPIC (National Library) and WLS will be adding Beamafilm, Bridget Williams Books, and Ancestry Library Edition to its online services. This will fill gaps in WLS collections and enhance the 24/7 platform through the WLS website.

Programming - WLS held successful school holiday programmes at all four sites during April. Once again, staff received feedback about the excellent quality and engaging kaupapa of the various programmes.

Divine River continues to run their Connected Creativity courses in all WLS libraries during term 2.

Code Club for 8-13 year olds has started and will run for Term 2. Registrations for this have been filled and there is a wait list for participants. This course is being run by Carterton Library staff.

On Wednesday 23 April an enormously successful author event, Mystery in the Library, was held at Carterton Library in conjunction with the Ngaio Marsh Awards for NZ crime writing. Feedback was unanimously positive and 51 people attended the after-hours event.

After a lot of hard work and debate, Management have made a recommendation to dissolve the Wairarapa Library Service, and transition the four Libraries back to individual Councils from 1^st July 2025. This recommendation is the subject of a separate Council paper at both CDC and South Wairarapa District Councils.

4. Regulatory and Planning

Building services

Our building team has issued out its May newsletter. These are well read and well received with many BCAs around the country who look out for these releases. A link to the newsletter is attached. Building Newsletter: May 2025 | Carterton District Council

Some of the interesting components are summarised below:

Latest Statistics [January to April] see graph below

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Bathroom Heater Warning - a warning was issued in relation to Serene Classic S2068 Wall Mounted Bathroom Heater. Links were provided to MBIE and more information on product safety.

Fireplace Consents - With winter nearly here, we expect the wood burner rush to start. We have provided information on what we expect to see in the building consent application and a reminder that a Code Compliance Certificate needs to be applied for once installed.

Natural Hazards Commission

Council staff recently met with the Natural Hazards Commission (NHC), previously EQC. They have changed names to reflect their role beyond earthquakes as they also handle floods, landslides, and other natural events.

Granny Flats

Government has announced future legislative changes allowing granny flats up to 70m² to be built without building or resource consents. These changes are not yet law, with the enacting legislation expected to be introduced to Parliament in early 2026.

Until then, consents are required.

Under the new proposal:

· Councils will issue a Project Information Memorandum (PIM) (currently a 20-day turnaround).

· On completion, owners must provide some information for the property file.

· Councils will not inspect during construction or offer checks and balances.

Council will not provide design advice or get involved in any disputes.

We strongly recommend property owners talk to their insurers, banks, and neighbours before starting any construction projects.

Overseas Product Verification

Government has introduced changes for overseas products and systems used in NZ buildings.

Applicants must now:

· Provide documentation showing how the product meets the NZ Building Code or overseas equivalents.

· Not rely on Council to do this research.

MBIE Workstreams

· MBiE are considering the potential for consolidating councils Building Control Authority (BCA) functions into one or fewer consenting authorities. This could have significant impacts for Councils nationwide.

· MBiE have also indicated they are reviewing the building consent processes to improve efficiency and reduce delays.

As shown above the average processing days for building consents in Carterton during March 2025 was just 5 days – 15 days ahead of the legislated timeframe. Council officers issued 100% of building consents on time. Council officers also issued 99% of Code Compliance Certificates within the required timeframe.

Fire Reports

Fire reports for commercial projects must be from a Chartered Professional Fire Engineer (CPEng) or independently peer-reviewed. The alternative is council officers may require an independent CPEng engineer to review it, in which case additional costs will apply.

BWoF and Compliance Schedule Audits

We are audited by MBIE and must regularly audit Building Warrants of Fitness (BWoF).

This includes:

· Reviewing BWoF renewal docs

· Site visits and record checks

· Updating compliance schedules

If we are unable to obtain adequate information, we’ll issue:

· Notices to Fix, and / or

· Infringement fines (up to $1000)

Government Announcements

You may have heard the government is pushing for faster building inspection times, and also for more self-certification from builders, trades etc.

Some announcements suggest Councils are the main cause of delays. The above statistics suggest this is not the case in Carterton. Thankfully, the Minister continues to reassure that building standards won’t be reduced and that the Building Code remains unchanged.

Animal Control

A paper is being presented at this meeting to adopt the dog control fees for the 25/26 year. This is a standard report that is presented annually to ensure that the fee structure is in place prior to the start of the new financial year, as the fees need to be notified one month prior to taking effect. No changes are being proposed this year.

District Plan Review

The District Plan Review is nearing the end of the hearing phase, with only four hearing streams left:

· Hearing 11: Designations (excluding MDC, CDC and SWDC)

· Hearing 12: Designations (MDC, CDC and SWDC)

· Hearing 13: Rezoning

· Hearing 14: General Matters. The work involved in this as been huge both for the council officers, consultants Boffa Miskell and the Panel members.

The final hearing stream 14 is scheduled for 26 May. Once the panel has received the reply statements, and have all relevant information they require, a decision version of the plan will be released, this version of the plan is then subject to appeals to the Environment Court.

5. Infrastructure services

Water Operations

Our amazing team performs many daily tasks that may seem insignificant or mundane. However, doing these tasks poorly or failing to complete them correctly could lead to non-compliance or pose risks to health and safety.

One of our waters engineers commented no-one writes about the tap working or the toilet flushing every time you push the button – but they sure write a lot about it when they don’t work. Our teams work hard every day to ensure these critical services continue to be delivered, every hour of every day, 365 days a year.

Image - Measuring Turbidity on potable water supply reticulation. The purpose of the picture was to get the timestamp and the measurement as it is. It was a first sampling on-site

Image - Measuring Free Available Chlorine (FAC) in potable water supply reticulation. The picture was taken during a sampling on-site, and the purpose was to get the timestamp and the measurement as it was a first sampling on site.

Image- Pictures taken to verify the sample drop at the testing laboratory. Sometimes the samples dropped at the lab are not acknowledged at the time of delivery. By doing so, evidence is created on the mobile photo image of the exact delivery time to ensure sample veracity.

Roading

CDC was fortunate to navigate the extreme weather in early May without any significant damage to the network. The team are currently working on the procurement process for the annual bridge inspections. We are also preparing to conduct an Asset management plan (AMP) maturity assessment which will inform the revision of our AMP’s leading into the next LTP cycle.

6. MAJOR PROJECT UPDATES

Flat point Flood resilience project

The flood mitigation project was completed in April 2025 (just in time).

Image – Construction of concrete ford

Image – Completed concrete works.

Image – Construction of new stop bank

image – Improved flood flow path.

The recently completed flood mitigation work was put to the test with the recent weather event at the beginning of May. Even though there were very high flows in the river, council did not receive any reports of properties being flooded.

Waingawa process water project:

The Waingawa Process Water Project is progressing well. The newly refurbished pump house is now being prepared for the installation of the pumps station. Most of the critical parts of the Pumps Station has been received by Ordish and Stevens and is not awaiting fabrication and installation. The project sill aims to complete in July 2025.

Image – Pump Station parts.

WWTP Headworks Project:

Design and Build:

We are pleased to advise that the Tender for the Design and Build of the WWTP Headworks project was published at the beginning of May. The supplier selection method will be through a Quality based selection with a Targeted price. This will ensure that we do not receive tenders amounts that exceed our current approved budget.

We have opted for multi-staged tender process. Stage 1 is a registration of interest (ROI) where 2 suppliers will be shortlisted through a robust evaluation of:

· Relevant Skills and Experience

· Track record

· Methodology

· Concept design

In Stage Two the shortlisted suppliers will prepare preliminary designs of their proposed concept where the Tender evaluation team will select the preferred suppliers.

Professional services:

At time of writing the team was preparing procurement documentation for the professional services portion of the contract.

Legal advice:

Due to the complexity of the project and lessons learned in recent years, we have sought legal advice in the preparation of the contract documentation.

7. Corporate Services

Audit Plan 2025 and Annual Report 2025

Update provided at the Risk and Assurance Committee 7 May.

Local Body Elections 2025

The internal Elections Working Group continues to meet fortnightly to plan for the elections. The last date to enrol before needing to cast a special vote is 1 August, and the last date for people of Māori descent to change roll type (General or Māori roll) is 10 July. The group is considering a range of awareness-raising options to publicise this.

The key election dates are as follows:

Electoral Commission sends out enrolment letters	Between 1 and 11 April.
Electoral Commission Enrolment campaign commences	Monday 9 June Best to enrol before 1 August · People can still enrol or update their enrolment details after 1 August, but they won’t receive their voting papers in the mail and will need to cast a special vote.
Election Candidate Briefing	7 pm, Tuesday 24 June, Carterton Events Centre
Last date for people of Māori descent to change roll type	10 July
Public Notice – of the election, calling for nominations	By Tuesday 1 July (no later than Friday 4 July 2025)
Nominations open for council	Friday 4 July
Nominations close for council	Friday 1 August
Last day to update enrolment details before needing to cast a special vote	Friday 1 August
Public notice – day of election and candidate names	Wednesday 6 August (or as soon as practicable)
Delivery of voting documents	Tuesday 9 September to Monday 22 September
Voting opens	Tuesday 9 September · Votes should be posted by Tuesday 7 October. After this date votes will be accepted at the main office of Carterton District Council, 28 Holloway St until 4 pm Friday 10 October, or at the Carterton Events Centre from 9 – 12 pm on Saturday 11 October.
Election Day / Voting closes	12 pm, Saturday 11 October

8. People and Wellbeing

Our People

Our current staffing level is at 82 people (74FTE) with two vacancies – one each in our Parks & Reserves, and Waters Teams.

Management has recently completed a number of reviews across the council, both at a ‘whole of organisation’ level, and a function specific level to ensure the efficiency and effectiveness of our service delivery. This is the start of a phased approach to review how the council is organised in order to meet future challenges and opportunities such as ongoing affordability constraints, legislative and regulatory responsibilities, and Local Water Done Well.

A benchmarking review of the council’s current operating model and functional groupings was undertaken by an external consultant to provide a broad, high-level evaluation of the model compared against four other councils of a similar size, function, and population served.

Overall, the review found that while there was significant variability across all the operating models depending on the individual council and community priorities, CDC was on the ‘lean side of right-sized’ for the services delivered.

It further noted that CDC had the second-lowest operating costs per number of people compared to the other councils, while still serving the second-highest number of people per individual staff member.

Management have led several recent changes to the staff structures of its cleaning services, executive leadership, corporate services, finance, and emergency management (EM) functions. These include:

· Externally contracting all cleaning services for council facilities including public toilets;

· Reorganising the Executive Leadership, Corporate Services, and Finance Teams including the creation a new Chief Financial Officer role;

· Expanding the EM response model shared across the three Wairarapa councils to the Wairarapa EM Office led by a Wairarapa Emergency Manager.

Health & Safety (H&S)

Reporting of incidents by staff, including near miss reporting, continues to be consistent across all departments. Staff are reminded regularly of our various ways to report incidents and near misses through our staff newsletter, digital noticeboard and posters in staff lunchrooms. The HS&W Committee continues to work actively and be leaders in HS&W for the Council.

For the period February - May we received 16 incident reports:

· 5 x near miss reports

· 6 x reports of damage

· 3 x injury reports

· 2 x contractor incident reports.

The Five Biggest H&S Risks are identified and actively monitored to ensure control and reduction measures are in place. Currently the Five Biggest Risks we are focusing on are:

· Contractors

· Working alone and remotely

· Under reporting

· Behaviour

· Staff wellbeing

Assura is a new health and safety digital platform we are implementing. It is a comprehensive yet simple platform that gives us the ability to configure workflow-based processes helping all staff to identify, manage and report incidents, risks, complete audits and observations. It is based to suit CDC locations and role specific risks and tasks. The platform is also available as an app, making it easy to undertake audits and record an incident at the location and time.

Features of Assura are:

· Event and Incident Management

· Safety observations, inspections and audits.

· Action management

· Vehicle, plant and equipment registers

· Contractor management

· Safety meetings

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Emergency Management (EM)

Following an internal review of the Wairarapa EM model, the three councils of Masterton, Carterton and South Wairarapa (Wai3C) have agreed to expand the shared Emergency Operations Centre (EOC) model to establish a new EM Wairarapa Office.

The EM Office will work closely with the Wellington Region Emergency Management Office (WREMO) and operate across the Four R’s of EM - Reduction, Readiness, Response & Recovery. It will support councils in continually improving their internal EM capability to meet the increasing frequency and severity of ‘events’ affecting the Wairarapa. The office will be based in Masterton in close proximity to the EOC, and will be responsible for:

· Working with councils to develop and enhance the EM strategy for Wairarapa

· Managing and supporting the relationship and engagement between councils and WREMO 

· General advice and guidance, including direction on council decisions regarding agreed operational and strategic priorities.

· Supporting the ongoing integration and professionalisation of EM within council operations  

· Building and embedding a dedicated, sustainable, and resilient Local Controller capability across Wairarapa (available 24x7x365) 

· Developing and maintaining an alternate recovery capability across Wairarapa 

· Strengthening relationships with external partners and stakeholders, including Emergency Services, operating throughout the region.  

Over the past two months, WRMEO has led public education themes on Community Emergency Hubs, and Preparedness on a Budget.

The aim of the campaigns was to raise awareness that Carterton’s Emergency Hub is located at the Carterton Events Centre, and support households and the community to be prepared while managing the cost-of-living pressures.

Being prepared is not just about the items, supplies and tools owned, but that it’s also about having knowledge, relationships, social capital, and practising behaviours that make us more ready and resilient. Budget friendly preparedness tips are available through the Get Prepared website, in print, and social media.

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A group of posters on a wall

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Community Emergency Hub display at the Events Centre

Funding for Wairarapa Recovery Office ceases 30 June 2025. The Office is in the process of completing a Final Summary Report, incorporating feedback from councils, WREMO, central government, stakeholders and community to help shape and guide the establishment of a future Recovery Office, if/when needed. A Transition Report for any areas still to be completed will be provided to ensure hand over in an appropriate manner to Wai3C’s. The final meeting of the Wairarapa Recovery Governance Board is 26 May.

Māori Liaison

The Māori Responsiveness Action Plan (MRAP) guides activities towards meeting our statutory and partnership obligations. 61% of objectives across five focus areas are now complete for the 2024/2025 year. Below are general highlights for each focus area undertaken in this reporting period.

Following Council’s decision in April to include a Māori name to the sit alongside the new Wairarapa Events Centre name, we are engaging with Rangitāne (Iwi-mandated authority) and Ngāti Kahungunu (Post-Settlement Governance Entity – PSGE).

We held our first Kōrero Mai session with Councillors—this was an engaging and well-received introduction to Te Reo Māori, with a focus on pronunciation and learning karakia.

Over Easter, Council supported hapū Ngāti Kahukuraāwhitia to hold a clean-up day on their whenua, bringing together whānau and wider community members to prepare the land for future activities.


*Image - Tangata hapori and tangata hapū (Ngāti Kahukuraawhitia)*	Image - Ngāti Kahukuraawhitia whenua clean up

We acknowledge the recent purchase of the Carterton New World site by Ngāti Kahungunu ki Wairarapa Tāmaki-nui-a-Rua PSGE—an important step in strengthening whānau presence and visibility in the community. The Mayor and Councillors have been invited to a commemoration event to be held on-site on 16 May, hosted by the PSGE and Mana Whenua, Hurunuiorangi.

Rangitāne Tū Mai Rā Trust has launched Hāmuatanga – Te Manawhakahaere o Rangitāne Tū Mai Rā Trust, its iwi environmental management plan (IEMP). CDC kaimahi, including our Māori Liaison Coordinator and Regulatory and Planning staff, attended the launch. This IEMP offers important guidance for whānau and agencies on Te Taiao (environmental) matters.

9. CONSIDERATIONS

9.1 Climate change

Considerations have been noted in the report, as appropriate.

9.2 Tāngata whenua

Considerations have been noted in the report, as appropriate.

9.3 Financial impact

Considerations have been noted in the report, as appropriate.

9.4 Community Engagement requirements

Considerations have been noted in the report, as appropriate.

9.5 Risks

Considerations have been noted in the report, as appropriate.

10. Recommendation

That the Council:

1. Receives the report.

File Number: 438540

Author: Geoff Hamilton, Chief Executive

Attachments: Nil

Ordinary Council Meeting Agenda

14 May 2025

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8.14 Service Requests and Complaints

1. Purpose

For the Council to be informed on Service Requests received in March 2025 to 5 May 2025, and Complaints received from March 2025 to 5 May 2025.

2. Significance

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

3. Background

Customer Service Requests and Complaints come to Council through many avenues. It is preferred that the Service Requests and Complaints are in writing, however, Council will accept these via telephone, people who come into the Council office, or by letter, email, and through our Social Media channels.

The local government legislation sets out specific responsibilities for functions and activities to be delivered by Council. Council’s obligation under the legislation is to meet the Department of Internal Affairs (DIA) performance measures that are reported on quarterly and annually. The key performance is to acknowledge the Service Requests and Complaints within the first 24 hours.

Council has an obligation to respond within 10 working days of receiving the Service Request or Complaint to inform if any additional time is required to resolve the issue.

All requests are recorded in a Service Request Management system register and saved in the Council’s document management system.

Service Request Management is the operational system for the management of all requests for Council action excluding information requests, progress on consent/licence applications, and library/Event Centre activity. Such requests essentially cover the following business activities:

· Animal control

· Health

· Parks and Reserves

· Potable Water

· Waste Water

· Storm Water

· Roading

· Rural Water

· Solid Waste

· Building Services

· Operations

· Management

· Infrastructure

· Communications Team

Council officers consider these to be service-related, that is, Council responding to a resident or community request.

A Service Request is any notification received from a customer, client, contractor or member of the public regarding a fault, a breakdown in service, or investigation of issues and concerns.

A Complaint is an expression of dissatisfaction with a CDC decision, process followed, outcome, employee or contractor action, or quality of service.

A person can log a service request or a complaint or report a fault online which can be viewed in the Carterton District Council website on this link: https://cdc.govt.nz/service-request/ .

4. Service request reporting

For the year 2025, Attachment 1 contains the list of the 14 Business Activities and the number of Service Requests received covering the month of March 2025 to 5 May 2025. Depending on the circumstances of the request within each activity, some request may take longer to complete and can be affected by weather conditions.

For the year 2023, 1243 requests were opened and closed.

For the year 2024, 1333 requests were opened, and 1289 were closed.

As of 5 May 2025, 6 Service Requests are open, and 3 closed.

The table below shows total numbers of service requests received from January 2024 to May 2025.

	Number of service requests received
Row Labels	Opened Tickets	Closed Tickets
2024	1333	1310
Jan	133	131
Feb	130	127
Mar	119	118
Apr	114	111
May	103	102
Jun	80	79
Jul	123	121
Aug	107	107
Sept	128	126
Oct	127	124
Nov	93	91
Dec	76	73
2025	425	354
Jan	127	122
Feb	92	86
Mar	106	92
Apr	94	51
May	6	3
Grand Total	1758	1664

5. reporting ON service complainTS

As per Council’s obligations under the Local Government Act 2002, Council must respond to Service Complaints within 10 working days of receiving a complaint.

What Constitutes a complaint is an expression of dissatisfaction, from our customers, with a CDC decision, process followed, outcome, employee or contractor action, or quality of service.

Where the information has been withheld under section 7(2)(a) of the Local Government Official Information and Meeting Act 1987 (the Act), the withholding of the information is necessary to protect the privacy of natural persons, including that of deceased natural persons.

Records of numbers of complaints received began in October 2023.

The table below shows total numbers of complaints received from the year 2023 to 5 May 2025.

Number of complaints received
Month	Year
	2023	2024	2025
January		5	0
February		6	5
March		6	0
April		1	0
May		4
June		1
July		3
August		5
September		8
October	3	3
November	7	3
December	6	0
Total	16	45	5

6. Recommendation

That the Council:

Receives the report.

File Number: 445573

Author: Serah Pettigrew, Democratic Services Officer

Attachments: 1. Service Requests received covering the month of March 2025 to April 2025 ⇩


AGENDA Ordinary Council Meeting
Date:	Wednesday, 14 May 2025
Time:	1:00 pm
Location:	Carterton Events Centre 50 Holloway St Carterton
Mayor R Mark Deputy Mayor S Cretney Cr B Deller Cr R Cherry-Campbell Cr D Williams	Cr S Laurence Cr G Ayling Cr L Newman Cr S Gallon

Dog Registration	Current 24/25	Proposed 25/26
Urban – entire dogs	$110.00	$110.00
Urban – spayed/neutered dogs	$85.00	$85.00
Over 65 canine companion*	$75.00	$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	$165.00	$165.00

Dog Registration	Current 23/24	Proposed 24/25
Urban application for a permit to keep more than two dogs	$75.00	$75.00
Replacement Tag	$10.00	$10.00
Housing dog at other facilities (if required)	Actual Costs	Actual Costs
Rehoming fee – sustenance, administration, registration, microchip (if required) and property suitability inspection	$50.00	$50.00
Costs associated with vet treatment/supplementary feeding	Actual Costs	Actual Costs
Euthanise dog	Actual Costs	Actual Costs
Voluntary handover (surrender dog)	$50.00	$50.00
Impounding Fees
Dogs, sheep, goats	$150.00	$150.00
Second time impounding (dogs)	$200.00	$200.00
Third and subsequent impounding (dogs)	$250.00	$250.00
Cattle, deer, horses and all other animals	$200.00	$200.00
Droving charge–calculated on actual cost including labour and plant hire	Actual Costs	Actual Costs
Sustenance fee – all animals	$20.00 per day	$20.00 per day

Number of requests received 2023-2025
	2023	2024	2025
January	10	4	0
February	5	7	7
March	5	5	5
April	7	7	7
May	11	7
June	6	0
July	7	3
August	16	3
September	10	9
October	4	5
November	12	5
December	5	1
Total	98	56	19