Agenda of Policy and Projects Committee meeting

Policy and Projects Committee meeting Minutes

9 April 2025

DRAFT

MINUTES OF Carterton District Council
Policy and Projects Committee meeting
HELD AT THE Carterton Events Centre, 50 Holloway St, Carterton
ON Wednesday, 9 April 2025 AT 9:00 am

PRESENT: Deputy Mayor Steve Cretney (Chair), Cr Steve Gallon (Deputy Chair), Cr Brian Deller, Cr Robyn Cherry-Campbell, Cr Lou Newman, Cr Steve Laurence, Cr Grace Ayling (via videoconference)

IN ATTENDANCE: Staff

Geoff Hamilton (Chief Executive), Karon Ashforth (Corporate Services Manager), Solitaire Robertson (Planning and Regulatory Services Manager), Geri Brooking (People and Wellbeing Manager), Johannes Ferreira (Infrastructure Services Manager), Glenda Seville (Community Services and Facilities Manager), Lawrence Stephenson (Water Services Manager), Sarvesh Tiwari (Waste Management and Minimisation Officer), Jeet Kiran (Waters Compliance and Monitoring Officer), Becks Clarke (Community Development Team Leader), Marcus Anselm (Communications and Engagement Manager), Sara Renall (Senior Communications and Engagement Advisor), Katrina King (Democratic Services Officer), Ricky Utting (Climate Change Advisor), Anna Tulloch (Communications and Engagement Advisor)

1 Karakia Timatanga

The meeting opened with a karakia by all members.

2 Apologies

MOVED

That apologies be received from Cr Dale Williams and Mayor Ron Mark.

Cr L Newman / Cr S Gallon

CARRIED

3 Conflicts of Interests Declaration

There were no conflicts of interest declared.

4 Public Forum

There was no public forum.

5 Confirmation of the Minutes

5.1 Minutes of the Policy and Projects Committee Meeting held on 19 February 2025

MOVED

1. That the Minutes of the Policy and Projects Committee Meeting held on 19 February 2025 are true and correct.

Cr R Cherry-Campbell / Cr B Deller

CARRIED

6 Reports

6.1 Waste Management and Minimisation Update

1. Purpose

For the Committee to be updated on Carterton District’s Waste Management & Minimisation overview.

MOVED

That the Committee:

1. Receives the report.

Cr S Laurence / Cr S Gallon

CARRIED

6.2 Climate Change Strategy 2025-2030

1. Purpose

For the Committee to adopt the revised Carterton District Council Climate Change Strategy: 2025-2030.

MOVED

That the Committee:

1. Receives the report.

2. Adopts the Carterton Climate Change Strategy: 2025-2030.

3. Notes that prior to public release of the Strategy minor editing and changes in formatting may occur if required.

Deputy Mayor S Cretney / Cr R Cherry-Campbell

Against - Cr G Ayling

CARRIED

6.3 Positive Ageing Strategy update

1. Purpose

For the Policy and Projects Committee to receive the six-monthly report on Te Hōkai Nuku Wairarapa Region Positive Ageing Strategy for Carterton District Council.

MOVED

That the Committee:

1. Receives the report.

Deputy Mayor S Cretney / Cr R Cherry-Campbell

CARRIED

6.4 Māori Responsiveness Action Plan Update

1. Purpose

For the Committee to receive an update on the Māori Responsiveness Action Plan 2024/2025.

MOVED

That the Committee:

1. Receives the report.

2. Notes the progress towards the delivery of the Māori Responsiveness Action Plan objectives.

Cr R Cherry-Campbell / Cr L Newman

CARRIED

6.5 Major Projects Update

1. Purpose

To update the Committee on the progress of major projects.

MOVED

That the Committee:

1. Receives the report.

Deputy Mayor S Cretney / Cr B Deller

CARRIED

6.6 Ruamāhanga Roads and Corridor Access Report

1. Purpose

For the Committee to be updated on Ruamāhanga Roads and Corridor Access activities.

MOVED

That the Committee:

1. Receives the report.

Deputy Mayor S Cretney / Cr R Cherry-Campbell

CARRIED

6.7 Water Operations Report

1. Purpose

For the Committee to be updated on the water operations.

MOVED

That the Committee:

1. Receives the report.

Cr R Cherry-Campbell / Cr B Deller

CARRIED

6.8 Update on Operational Consents

1. Purpose

To update the Committee on the status of the existing consents.

MOVED

That the Committee:

1. Receives the report.

Deputy Mayor S Cretney / Cr S Gallon

CARRIED

6.9 Carterton District Council Speed Review

1. Purpose

For the Committee to consider advice on the next steps following receipt of a response from NZTA regarding CDC’s Speed Review.

MOVED

That the Committee:

1. Receives the report.

Deputy Mayor S Cretney / Cr S Laurence

CARRIED

MOVED

2. Notes the proposed next steps.

Cr R Cherry-Campbell / Cr S Laurence

CARRIED

6.10 Update on Planning Resource Consents

1. Purpose

The purpose of this report is to update the Committee on the resource consents issued since the previous update.

MOVED

That the Committee:

1. Receives the report.

Cr B Deller / Cr S Gallon

CARRIED

6.11 Advisory Group Updates

1. Purpose

For the Committee to be updated on activities and highlights from the Advisory Group meetings.

MOVED

That the Committee:

1. Receives the draft meeting notes from the People and Places, and Rural Advisory Groups.

Cr R Cherry-Campbell / Cr S Laurence

CARRIED

7 Karakia WhakamUtunga

The meeting closed with a karakia by all members.

The meeting closed at 10.51 am

Minutes confirmed: ……………………………………

2025

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

Policy and Projects Committee meeting Agenda

18 June 2025

7 Reports

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7.1 Community Grants and Funding Framework and Policy

1. Purpose

For the Committee to adopt the Community Grants and Funding Framework and Policy.

2. Significance

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

3. Background

Carterton District Council administers and distributes several funding streams that provide significant support to our community. These funds help achieve the outcomes outlined in CDC’s Long-Term Plan.

As the funding opportunities available are expanded, the need to better organise funding information and ensure it aligns with our strategic direction and priorities as a Council is recognised.

4. Discussion

A workshop with elected members was held in November 2024, during which the proposal was made to create a unified document: the Community Grants and Funding Framework and Policy. Discussions also included making amendments to existing grants policies to better align with the Council’s objectives.

This new document aims to enhance the clarity of information and communication regarding the grants that CDC manages and distributes. The consensus was to consolidate all relevant details—policies, eligibility criteria, application information, and grant purposes—into a single resource: the Community Grants and Funding Framework and Policy.

A desktop review was conducted to inform this project, examining how other councils communicate their grants and funding programmes. Additionally, we reviewed the various strategies, legislations, and plans that guide our work and shape the services CDC delivers.

5. NEXT STEPS

This document will be on the CDC website alongside other relevant information ion grant funding managed by Council.

It will also be distributed to our community database and will be a useful resource for the annual Funders Forum.

6. CONSIDERATIONS

6.1 Climate change

Through Councils administration of grants, we encourage applicants to have Climate Change consideration, specifically aligning with the Carterton District Council Climate Change Strategy. Council officers provide advice and support to help ensure this alignment.

6.2 Tāngata whenua

There are no specific tāngata whenua considerations associated with this report.

6.3 Financial impact

Matters in the report are covered by existing budgets or by funds that the Council manages on behalf of external parties.

6.4 Community Engagement requirements

The Framework was created with feedback from grant applicants in mind, aiming to provide clear and concise information. The goal is to save applicants time, allowing them to focus on their core activities instead of reading long documents.

6.5 Risks

There are no risks associated with this report.

6.6 Wellbeings

All funds managed by Council consider the wellbeings and there are a variety of grants to suit the community and the services that are delivered.

7. Recommendation

That the Committee:

1. Receives the report.

2. Adopts the Community Grants and Funding Framework and Policy.

3. Notes that minor editing and changes in formatting may occur prior to public release of the document.

File Number: 464228

Author: Becks Clarke, Community Development Team Leader

Attachments: 1. Community Grants and Funding Framework and Policy ⇩

Policy and Projects Committee meeting Agenda

18 June 2025

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7.2 Carterton District Council Climate Change Implementation Plan 2025-2026

1. Purpose

For the committee to endorse the 2025/26 climate change implementation plan.

2. Significance

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

3. Background

The Carterton District Council Climate Change Strategy 2025-2030 was adopted in April 2025. The strategy outlines the vision, shifts, objectives and actions for the council over five years. The strategy specifies that it will be supported with annual implementation plans aligned with the Council’s financial year, and will build on the feedback received through the engagement process while developing the strategy.

This is the first of the implementation plans and covers the 2025/26 financial year. It is intended as a consolidation of the work already underway by Council as the foundation to enable the Strategy’s three shifts to take place.

4. Discussion

As a small district with limited resources, we must be pragmatic and innovative in addressing barriers to climate action.

In this first implementation plan we will focus on Shift One (Enhancing knowledge and understanding) and Shift Two (Organisational direction and building a culture of change), so that by the end of the financial year we will be well progressed against the actions under Objective Three (As an organisation, Council leads by example).

We will do this by recognising and celebrating the climate change adaptation and mitigation work undertaken across the Council, and informing and empowering Council staff to integrate climate change considerations in their work.

We will also compile our emissions inventory reports for 2022 and 2023, and analyse the findings ahead of completing the 2024 emissions inventory report, and implementation plan for 2026/27.

This Implementation Plan is in narrative form, covering all the action areas in the strategy in a way and that enables tracking and reporting against the strategy.

5. Options

Consideration was given to how fast and ambitious the implementation should be. There are many changes being considered to climate related legislation (e.g. Waste Minimisation, Resource Management), a proposed new Wairarapa Combined District Plan, Local Water Done Well, and Council elections in the 2025/26 financial year. These combined suggest a measured approach is taken while still progressing the strategy.

6. NEXT STEPS

In the next quarter we intend to:

· Publish the CDC Climate Change Strategy-on-a-page and implementation plan

· Work with CDC managers to support positive climate change in their areas

· Begin work on the 2022 and 2023 emission inventory reports and summary analysis

· Continue climate related community engagement and events

7. CONSIDERATIONS

7.1 Climate change

The work outlined in the implementation plan should lead to:

· Reduced greenhouse gas emissions by the Council

· An increasingly informed, resilient and adaptive Council staff

· A better informed community

7.2 Tāngata whenua

The activities in the implementation plan will indirectly be of interest to local Māori.

7.3 Financial impact

The activities in the implementation plan are covered within existing budgets.

7.4 Community Engagement requirements

The community was engaged in the development of the Climate Change Strategy.

7.5 Risks

There are no additional risks identified in relation to this implementation plan.

7.6 Wellbeings

Social

The plan could positively influence social wellbeing, through staff and the community being involved in climate action for their own and wider benefits.

Cultural

The plan should bring about a change in the relationship between climate change and the role our people play in their work, and also positively influence the community culture.

Environmental

The plan should make a positive change to environmental well-being through actions that value the natural environment.

Economic

Economic well-being benefits will be indirect and longer term (e.g. reduced energy usage and costs)

8. Recommendation

That the Committee:

1. Adopts the Climate Change Strategy 2025/26 Implementation Plan.

File Number: 453297

Author: Ricky Utting, Climate Change Coordinator

Attachments: 1. Climate Change Implementation Plan 2025_26 ⇩

Policy and Projects Committee meeting Agenda

18 June 2025

Consent

Expiry

Status

Risks

Kaipaitangata Surface Water Take

2013

Updated AEE discussed with GWRC and stakeholders.

Ongoing discussion. The submission is planned for this year.

Staff started to engage with various stakeholders. The 2012 application is on hold. We are reapplying with updated information for the Natural Resources Plan.

Te Tini o Ngāti Kahukuraawhitia engagement is in progress and awaiting response.

Low flow restrictions

We are requesting a 20-year consent; however are still awaiting a decision on this.

Carterton Landfill

2016

The 2014 application is on hold.

Staff contacted GWRC to discuss the pond desludging requirements over the next 3 years.

Communication with GWRC has indicated that an updated AEE is required.

Restrictions on sludge disposal.

Unknown risk for unlined cells and what may be required for monitoring.
Potentially, a new AEE is required, as the last AEE was undertaken in 2015. The reasons for the new AEE are:

- Regulatory and Policy Framework Updates since 2015.

- Changes in Environmental Conditions and Risks

- Best Practice and Technical Advancements.

- Actual and potential effects are difficult to ascertain, given the lack of information supplied and the inconsistencies within the 2015 AEE document.

Officers have engaged a consultant; however, their availability to begin work on the AEE is expected to be at least two months away. The preferred approach is not to develop an entirely new AEE from scratch, but to review and update the existing AEE against the now-operational NRP. If feasible, this approach may satisfy GWRC’s requirement for a new AEE while avoiding unnecessary duplication of work.

Consent	Expiry	Status	Risks
Taratahi Water Race	30 June 2023	The 2023 application with updated questions has been returned to GWRC officers. Meetings are planned with GWRC to discuss the further information they have requested. Currently in the process of addressing the outstanding information and assessment deficiencies. Discussion with experts is ongoing. A Principal Ecologist (Consultant) has been engaged to conduct ecological surveys of the water races for the purpose of consent renewal. Due to the fact that the budget were set in the previous LTP and increased cost for providing information, officers will have to request an increase in project budget at the next council meeting.	Restrictions during low flow and the amount of monitoring required. We are requesting a 20-year consent and are still awaiting a decision on this. The costs for consenting.
Carrington Water Race	30/6/2023	See above
Frederick St groundwater take	30/9/2034	Current	Nitrate levels are still within limits. However, a change in legislation could compromise this.
Waingawa swamp cleaning	3/9/2023	Expired; included in the Water Race consent application
Wastewater discharge	17/1/2053	Current; multiple consents	· Capacity for population growth
Stormwater	15/8/2027	Current; Monitoring consent to create stormwater management strategy	Roading run-off treatment

Policy and Projects Committee meeting Agenda

18 June 2025

5. REnewal Progress

There are currently four consents progressing that are in different stages:

· The water race consents (which are consented separately but being processed concurrently) remain on hold under Section 92. The 2023 application, which includes updated questions, has been returned to GWRC officers, and meetings are planned with GWRC to discuss the further information they have requested. GWRC officers have indicated that the effects of the takes from streams and groundwater are likely to be more than minor, and the AEE submitted contains deficiencies and is considered insufficient. The process of addressing the outstanding information and assessment deficiencies is underway, with ongoing discussions involving technical experts. A Principal Ecologist (Consultant) has been engaged to conduct ecological surveys of the water races to support the consent renewal process. The survey is yet to be executed once the desired weather conditions and flow rate are achieved.

· The updated application for the Kaipatangata has been on hold since 2015 while different strategies were considered by the Council on the use of the Frederick St Water Treatment Plant and the Kaipatangata supply. Council staff have drafted a replacement AEE that is evaluated against the objectives, policies, and rules of the Natural Resources Plan. Preliminary discussions with the Regional Council were encouraging, however the last email correspondence indicated the GWRC policy team had advised that because the Mangatarere is over-allocated, that only a 5-year consent is possible. Te Tini o Ngāti Kahukuraawhitia engagement is in progress and awaiting response.

· The landfill consent for the closed landfill relates to monitoring of the groundwater around the site. GWRC has advised that a new AEE is needed for the renewal of the landfill consent. Officers have engaged a consultant; however, their availability to begin work on the AEE is expected to be at least two months away.

· Treated wastewater discharge to the Mangatārere Stream has commenced following the achievement of the required flow rate, which resulted from recent heavy rainfall. Land irrigation has been suspended due to saturated ground conditions. An appropriately qualified and experienced ecologist has been engaged to undertake macroinvertebrate sampling and assess compliance with the receiving water quality standards outlined in the consent. The most recent ecological compliance monitoring survey was conducted on 24 April 2025, and the results confirm compliance with Conditions 11–15 of consent WAR160341, which relates to the discharge of treated wastewater from the Carterton Wastewater Treatment Plant to land adjacent to the Mangatārere Stream. The survey findings demonstrate that the Carterton District Council Wastewater Treatment Plant is meeting its in-stream ecological consent conditions.

6. CONSIDERATIONS

6.1 Climate change

N/A.

6.2 Tāngata whenua

One important stakeholder is mana whenua. Council officers are engaging with Ngāti Kahukuraāwhitia to arrange a cultural impact assessment for the diversion of water from the Kaipatangata stream for the town supply.

6.3 Financial impact

All work relating to the renewal and maintenance of the consents is provided for within approved budgets in the LTP and carry forwards.

7. Recommendation

That the Committee:

1. Receives the report.

File Number: 453035

Author: Jeet Kiran, Waters Compliance and Monitoring Officer

Attachments: Nil

Policy and Projects Committee meeting Agenda

18 June 2025

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7.4 Waste Management and Minimisation Update

1. Purpose

For the Committee to be updated on Carterton District’s Waste Management and Minimisation services.

2. Significance

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

3. Background

CDC delivers solid waste management and minimisation services and activities in alignment with the Wellington Region Waste Management and Minimisation Plan (WMMP), and the Wairarapa Local Action Plan.

The WMMP outlines how Wellington Councils, mana whenua, community, industry, and businesses can work together to transform how waste is generated, managed, and minimised in the Region. Reflecting this collaboration is the vision for this WMMP, which is “E mahi tahi ana ki te tiākinahia a mātou rauemi – hei whakaiti para, ā, ki te whakanui ai te wāhi - Working together to care for our resources - for less waste and a greater place”.

The objectives of the WMMP are:

1. Waste and resource recovery systems support a reduction in greenhouse gas emissions from landfills and waste collections.

2. There is collective responsibility within the Wellington region for reducing our resource use and protecting our natural environment.

3. The conditions are in place to support everyone to use fewer resources and minimise waste.

4. Material circularity is increased through reuse, resource recovery, waste infrastructure and services.

5. It is accessible and convenient to reduce waste, reuse materials, and minimise disposal to landfill in line with the waste hierarchy.

6. Waste and resource recovery data systems are in place to track and monitor waste streams.

7. Resource recovery facilities and waste systems are resilient and able to cope with emergency events.

8. Recovery of materials is maximised so that landfills are used as a last resort.

9. Waste that cannot be prevented or diverted from landfill is managed safely and effectively in accordance with best practice.

4. Discussion

Waste Summary

Month	Recycling (kerbside and Transfer station)	Landfill	Glass Recycling	E-waste/batteries /other	Metal recycling	Levy (Exc. GST)
Apr ‘25	18,600 kg	12,765 kg	24,500 kg	1,920 kg	8,980 kg	$ 2,160.87
May ‘25	17,190 kg	13,280 kg	24,130 kg	1,400 kg	8,860 kg	$ 2,341.50

Project Update

· Awaiting CE and GM review for Tyrewise Scheme officers' report for initiating the scheme at the Carterton transfer station.

· Tonkin & Taylor are expected to provide the first draft of the organics kerbside feasibility report by the end of June 2025.

· New OfficeMax rubbish bags are expected to go out in the market in July 2025.

· Packaging Forum has been asked to interact directly with New World Carterton for a cost-effective soft plastics scheme installation.

· Fulton Hogan has finished chip sealing of the transfer station side pathways.

· A reminder that from 1 July 2025, the waste disposal levy on the net tonnage of waste disposed facility is increasing as follows:

o Class 1 Municipal disposal facilities - $60 per tonne to $65 per tonne

o Class 2 Construction and demolition disposal facilities - $30 per tonne to $35 per tonne

o Class 3 and 4 Managed or Controlled disposal facilities - $10 per tonne to $15 per tonne

The Government’s waste and resource efficiency strategy

Under the current system, 50% of the total waste levy is returned to councils and distributed based on population. However, the proposed legislation would change this distribution model:

· 20% of the returned levy would be split equally among all councils, and the remaining 80% would continue to be distributed according to population. If these changes are implemented, smaller councils like CDC & SWDC would receive approximately $100,000 more per year.

Conversely, WCC would see a reduction of around $500,000 annually due to the shift in allocation.

Service Requests

Service Requests	Request Details	Output	Date
25000596	54B Costley St: Yellow bin for newly built	Bin delivered by Smart Env	02/04/2025
25000600	30 Richmond Rd: Yellow bin for newly built	Bin delivered by Smart Env	03/04/2025
25000614	200 High St N: Damaged Bin	Bin repaired by Smart Env	07/04/2025
25000663	9 Cliffton Ave: Missed kerbside collection	Unjustified kerbside week	15/04/2025
25000680	65 Lincoln Rd: Yellow bin for newly built	Bin delivered by Smart Env	17/04/2025
25000689	282 High St S: Damaged bin	Bin repaired by Smart Env	22/04/2025
25000772	55 Lincoln Rd: Yellow bin not emptied	Unjustified kerbside week	06/05/2025
25000885	PO Box 49: Missed Rubbish bag collection	Collections last till 7:00PM, collected later in the day	19/05/2025
25000901	15 Kakariki Cr: Yellow bin for new built	Bin delivered by Smart Env	20/05/2025
25000919	16 Madison St: Yellow bin for new built	Bin delivered by Smart Env	23/05/2025
25000936	3/7 Kent St: Yellow bin damaged	Bin repaired by Smart Env	26/05/2025
25000938	47 Brooklyn Rd: Yellow bin damaged	Bin repaired by Smart Env	26/05/2025

5. Next Steps

The following actions are still to be undertaken:

· Tracking waste and data collection from Smart Environmental as per the new rules from the Online Waste Levy System (OWLS).

· Soft plastics trial at New World Carterton.

· Waste-ED with Kate: 2025 Social Media Video Campaign for Carterton.

· Working with the Communications Team for recycling week in September/October 2025.

· Monitoring and reducing illegal litter dumping.

Carterton Waste Transfer Station Chip Sealing Process:

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Before Chipseal

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After Chipseal

6. Recommendation

That the Committee:

1. Receives the report.

File Number: 461255

Author: Sarvesh Tiwari, Waste Management and Minimisation Officer

Attachments: Nil

Policy and Projects Committee meeting Agenda

18 June 2025

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7.5 Water Operations Report

1. Purpose

For the Committee to be updated on the water operations.

2. Significance

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

3. Service Requests

Please see a summary of the service request activity for the period below. The number of water services for leaks has stabilised after the peak in summer.

There have been a number of leaks recently occurring on the state highway in the live lane. These are significantly more expensive to repair, due to the requirement by Waka Kotahi for night works and that the whole width of the carriage way is reinstated. The water team is also stood-down the next day to manage fatigue.

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4. Wastewater

4.1 Operations reticulation team

The wastewater network has been operating well. The recent wetter weather with winter has increased the flows into the treatment plant increasing the average daily flow to 3,000m³/d over the last month, compared to an annual daily volume of 2,150m³/d.

A design has been prepared for the upgrade at Fisher Place wastewater pump station. The upgrade will install a standby pump within the wet well and improve access to the valves for maintenance.

4.2 WWTP

The wastewater treatment plant has been operating well. As mentioned above, the daily flows have increased but the water has been easily stored in the reservoirs to ensure supply to the irrigation areas.

The grass re-sown in spring has improved the bailage harvested from the field, increasing weights to 71 Tonnes, compared to 34 Tonnes last year.

5. water

5.1 Operations Reticulation Team

The team has been busy with the number of leaks occurring, though they have been able to efficiently manage the demand. The exception is leaks on the state highway. The water leaks on the SH2 take much longer to repair because of the traffic management and reinstatement requirements. The frequent requirement that the work is undertaken overnight means the team to unavailable the next day to manage fatigue.

5.2 Operational – Water Treatment Plant

Water demand has been below average, helped by the rainfall after Christmas, and water demand has been steadily increasing with the dry February - March. The graph below charts the monthly water demand and the split between the water treatment plants. We have been on water restrictions of alternate days for sprinklers since 10 December 2024, and the current setting is a sprinkler ban, which is reflective of the low river levels at the moment. It is important to note that the water restrictions are a resource consent requirement, though it helps us manage the water demand in the town.

Graph of monthly water demand (12 months)

Both the Kaipaitatanga Water Treatment Plant (WTP) and the Frederick St WTP have been running regularly. The Kaipaitangata is preferred because the gravity supply can cope with high fire-fighting flows in an emergency.

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6. water RACES

6.1 Operational Update

The water races have been at low flow conditions regularly since the start of the year, but with the higher rainfall at the end of autumn. The overseer and contractor worked hard to maintain flow to the end of the network and there is a section in Kokotau Rd that needs to be piped to stabilise the water race wall.

7. CONSIDERATIONS

7.1 Climate change

There are no direct climate change issues relating to the decisions in this paper.

7.2 Tāngata whenua

There are no issues in this paper that impact on tāngata whenua.

7.3 Financial impact

The system is operating within budget and the decisions in this report have no financial impacts.

7.4 Community Engagement Requirements

There are no community engagement requirements relating to the decisions in this paper.

7.5 Risks

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

7.6 Wellbeings

Economic Wellbeing

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

Cultural Wellbeing

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

Social Wellbeing

· A strong and effective council providing trusted leadership

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

Environmental Wellbeing

· Safe and resilient water supply, wastewater, and stormwater systems

· Healthy, sustainable waterways.

8. Recommendation

That the Committee:

1. Receives the report.

File Number: 461181

Author: Lawrence Stephenson, Waters Operations Manager

Attachments: Nil

Policy and Projects Committee meeting Agenda

18 June 2025

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7.6 Waste Water Treatment Plant Sludge Removal Project Scope Update

1. Purpose

For the Committee to be updated on the project scope development of the Wastewater Treatment Plant (WWTP) Sludge removal project.

2. Significance

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

3. Background

Officers have been developing the scope of the WWTP Sludge removal project to align with the Long-Term Plan and Infrastructure Strategy:

“Council's most significant project is the renewal of critical and ageing infrastructure at the Dalefield Wastewater Treatment Plant’s intake area and the removal of biosolids (sludge) from the oxidation ponds to improve the quality and efficiency of the treatment output.” - CDC Long Term Plan 2024-2035

“A sustainable solution for biosolids management needs to be developed within the next ten years, which is championed district-wide, environmentally sound, economically viable, and socially accepted. This will be a medium to Long-Term focus for Carterton District Council in partnership with various internal and external stakeholders.”- CDC Infrastructure Strategy 2024 – 2054

4. Discussion

The primary challenge councils face with sludge removal from wastewater treatment plants is the final disposal of the sludge, which is commonly dried and then sent to a landfill, or stored on site.

Officers have worked with professional service advisors from Vitruvius to gain a better understanding of the available options and service providers. Additionally, they have collaborated with a local business, Composting NZ, to develop a solution for the de-sludging, treatment, and disposal of the final product.

At a high level, the proposed solution includes the following steps:

a. De-watering of sludge

b. Removing sludge from the oxidation pond.

c. Composting biosolids

d. Compliance testing

e. Disposal of compliant compost.

Due to the commercial sensitivity of the solution and the fact that the supplier has not been formally engaged for its delivery, we cannot disclose further details about the process.

The proposed solution could deliver the following benefits and possible future opportunities:

i. Improvement of health of pond by reducing the sludge content.

ii. Treatment of sludge through composting.

iii. AA Grade compost can be applied to agricultural land as fertiliser.

iv. Potential revenue from the sale of compost to offset treatment cost.

v. Because of the Council's earlier strategic decisions to acquire Daleton and Matarawa Farm, there is now a new opportunity to accept sludge from other councils in the future, provided the concept is validated. If successful, this initiative could offer the Council an additional source of revenue.

One of the challenges of the project is that the approved project budget will not be sufficient to apply the solution to 100% of the sludge in the pond. Due to the cost of Bio-solid treatment (Composting and Compliance testing), it is estimated that only between 30% and 50 % of the sludge from pond 3 will be dealt with. Note that we are using high level cost estimates with many unknown factors.

5. Options

Option 1 – Trial the full process cycle (preferred):

This is the conservative option where the entire batch of sludge extracted will be composted and tested to validate the quality of compost and prove the concept.

If successful, an AA Grade compost can be achieved, and the council will be able to dispose of the compost.

The current approved budget will limit the batch size. Officers estimate that roughly 800 – 1000 tons of sludge will be extracted.

Extracting 30 – 50% of the sludge from the pond will significantly improve the health and effectiveness of the pond.

The trial will provide the Council with valuable information on the future cost of desludging as well as a potential business case to accept sludge from other councils.

Option 2 – De-sludge only:

It is possible to extract most of the ~2000 tons of sludge from the pond and stockpile on site. This option will result in even greater improvement of the pond; however, this benefit is challenging to quantify without significant modelling and testing.

Having a 1000 (dried) -2000 ton stockpile on site without a detailed plan of how to dispose is considered to be high risk and not ideal.

Option 3 – Full de-sludge and apply the full process cycle

Option 3 is a combination of options 1 and 2, however will require an increase in the project budget, noting that the amount of increase required is unknown without conducting the trial first. There is also a risk that the generated compost does not meet the AA Grade compost, resulting in further disposal costs.

6. NEXT STEPS

Council’s preferred option is progressing with Option 1 – A trial of the full process cycle. For this option, officers would engage Composting NZ as the subject matter expert and service provider.

7. CONSIDERATIONS

7.1 Climate change

De-sludging the ponds will improve the treatment process within the ponds, taking the balance more towards an aerobic treatment process, which produces fewer greenhouse gases.

7.2 Tāngata whenua

While the current treatment process is effective and produces compliant effluent, de-sludging will further enhance the quality of the treated effluent. Higher quality effluent will lead to less environmental impact, which could be of interest to Māori.

7.3 Financial impact

The recommended Option 1 will be delivered within the approved budget, ensuring there is no unplanned financial impact. However, due to the delayed start of the process, the project will have an underspend. At the end of the financial year, officers will request to carry forward the approved budget.

7.4 Community Engagement requirements

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

7.5 Risks

The desludging process has multiple risks that will be managed throughout the life of the project. The main risks are:

a. Odour – The extraction of sludge could produce odours. This risk will be managed by adding stabilisers as and when required.

b. Compost could fail to meet AA Grade quality. This risk will be managed through blending with stable materials.

c. Damage of pond clay liner. This risk will be managed through on-site supervision and project management.

7.6 Wellbeings

Social

- A strong and effective council providing trusted leadership.

Cultural

- Māori aspirations and partnerships are valued and supported

Environmental

- An environmentally responsible community committed to reducing our carbon footprint and adapting to climate change.

Economic

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

8. Recommendation

That the Committee:

1. Receives the report.

2. Endorses Officers preferred option, namely proceeding with Option 1 – Trial of the full process cycle.

File Number: 461239

Author: Johannes Ferreira, Infrastructure Services Manager

Attachments: Nil

Policy and Projects Committee meeting Agenda

18 June 2025

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7.7 Major Projects Update

1. Purpose

To update the Committee on the progress of major projects.

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 Infrastructure Services Team delivers multiple projects as part of the delivery of the Long-Term Plan.

LTP Master Programme

4. Discussion

4.1 Sewer Network Renewals Lincoln Road

4.1.1 Progress:

CCTV footage indicates some stone debris in the pipe. The pipe has been cleaned and another check will be undertaken to ensure all debris has been removed.

4.1.2 Finance

Final costs were $2,376,386 ($102K below estimate of $2,478,474).

4.2 Waingawa Process Water

4.3.1 Finance

Total Budget $2,767,679

Cost to Date $1,835,105

4.3.2 Program

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4.3.3 Stage 2 - Reticulation

The Norman Avenue pipe extension has commenced.

4.3.4 Stage 3 - Pump Station and Reservoir

Ordish & Stevens have started the pump construction and it is 80% complete.

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Image 1 – Pump Station (1)

Image 2 – Pump Station (2)

Image 3 – Pump Station (3)

4.3 Flatpoint Flood Mitigation

4.4.1 Finances

Budget $410,000

Cost to date $317,952

4.4.32 Progress update

All work has been completed

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Image 4 - Stage 2 Complete

A bridge over a dirt field

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Image 5 - Stage 4 Complete

A dirt road with trees and grass

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Image 6 - Stage 4 Complete with Hydroseed

A car on a dirt road

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Image 7 - Bund before topsoiling

A road under construction with orange cones

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Image 8 - Ford under construction

Image 9 - Ford under construction

Image 10 - Ford complete

4.4 Brooklyn Road Watermain Replacement

Progress

The main pipework and rider main have been completed from High Street South to Lincoln Road.

Outstanding items: Lincoln Road crossing and house laterals

Cost to date $1,578,268.11

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Image 11 - Brooklyn Road Water Main Replacement - High Street South Crossing

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Image 12 - Brooklyn Water Main Replacement - High Street South Crossing

4.7 Waiohine Bridge Design

The final design is expected to be completed 13 June 2025.

A bridge over water with people walking

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Image 13 - Waiohine Bridge Concept Design

4.8 Depot Ablution Block

A new relocatable ablution block has been installed and is currently awaiting to be connected to the power supply.

4.9 Frederick Street Treatment Plant Building Upgrade

The successful tenderer was Riggs-Zschokke for the tender price of $203,641.68.

We are still waiting for Building consent and as soon as this is granted construction will start.

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Image 14 - Frederick Street Concept

5. CONSIDERATIONS

5.1 Climate change

This report is a regular update which is of interest to all members of our community, including iwi and hapū.

5.2 Tāngata whenua

This report is a regular update which is of interest to all members of our community, including iwi and hapū. However, there are no areas of interest or concern contained within this report that require specific iwi or hapū consideration.

5.3 Financial impact

The financial matters in the report are covered within existing budgets.

5.4 Community Engagement requirements

There are no community engagement requirements required for this report.

5.5 Risks

Project risks are being managed and mitigated as and when required.

6. Recommendation

That the Committee:

1. Receives the report.

File Number: 463998

Author: Christo Heyns, Project Manager

Attachments: Nil

Policy and Projects Committee meeting Agenda

18 June 2025

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7.8 Ruamāhanga Roads and Corridor Access Report

1. Purpose

For the Committee to be updated on Ruamāhanga Roads and Corridor Access activities.

2. Significance

The matters for decision in this report are not considered significant under the Significance and Engagement Policy.

3. Background

Ruamāhanga Roads is a shared service between CDC and SWDC to deliver the Land Transport Programme in partnership with the New Zealand Transport Agency Waka Kotahi (NZTA).

4. discussion

The attached report relates to activities undertaken across the Carterton and South Wairarapa Districts for March-April 2025.

5. CONSIDERATIONS

5.1 Climate change

Roading activities have an impact on climate change however through the road maintenance contract, efficiencies are strived for which relate to climate change mitigation. This report does not have any climate change decision implications.

5.2 Tāngata whenua

This report is a regular update which is of interest to all members of our community, including iwi and hapū. However, there are no particular areas of interest or concern contained within this report that require specific iwi or hapū input.

5.3 Financial impact

All of the roading activities are completed under approved budgets, and this report does not have any additional financial impacts.

5.4 Community Engagement requirements

There are no additional community engagement requirements resulting from this report.

5.5 Risks

This report is a regular update. It contains no specific or identified decision risks which would require further attention or action.

6. Recommendation

That the Committee:

1. Receives the report.

File Number: 464248

Author: Graham Carson, Roading Manager

Attachments: 1. Ruamahanga Road Report June 2025 ⇩

Policy and Projects Committee meeting Agenda

18 June 2025

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7.9 Changes to the Delegations Manual

1. Purpose

For the Committee to approve changes to the Delegations Manual for Carterton District Council (Council).

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 Delegations Manual sets out the Council’s delegations to Council standing committees, to the Chief Executive, and to other staff. Its purpose is to clearly define the parameters under which Council committees and officers are able to act and provides a mechanism to give effective management of Council’s affairs.

Council’s authority to delegate to officers comes from Schedule 7 Clause 32 of the Local Government Act 2002:

Unless expressly provided otherwise in this Act, or in any other Act, for the purposes of efficiency and effectiveness in the conduct of a local authority’s business a local authority may delegate to a committee or other sub-ordinate decision-making body, a community board, or member or officer of the local authority any of its responsibilities, duties, or powers.

The same clause also lists a number of matters that Council cannot delegate. These are detailed in the Delegations Manual.

4. PROPOSED CHANGES

The Manual has been reviewed by management, and the following changes are recommended:

· Clause 5.3.3 Purchase Orders

o Reflect updated processes of the council’s automated Purchase Order System.

· Clause 5.3.6 Ruamāhanga Roads Shared Roading Service

o Remove the specific reference to the ‘SWDC Roading Manager’ instead using the neutral title of ‘Roading Manager’ which enables the manager to be employed by either council of the shared service.

o Remove the CDC Senior Roading Officer which is no longer a position.

· Clause 5.3.7 Financial delegations

o Changes to the delegation brackets to increase the level for Tier 3 Managers and Team Leaders from $1,000 to $5,000.

o Following an organisational review of the Executive Leadership (ELT) and Finance Teams:

§ Include the addition of a Chief Financial Officer position which will assume the finance-related delegations of the current Corporate Services Manager position.

§ Include the addition of a Group Manager People and Corporate position which will assume other delegations of the current Corporate Services Manager position.

§ Change other ELT manager title roles to Group Managers.

§ Remove the Finance Team Leader position to be replaced by a Senior Financial Accountant position.

o Make other additions, deletions and title changes as outlined in the Version Control table.

The recommended amendments are detailed in the Delegations Manual (Attachment 1).

5. CONSIDERATIONS

5.1 Climate change

There are no climate change considerations required.

5.2 Tāngata whenua

There are no tāngata whenua considerations required.

5.3 Financial impact

There are no financial considerations required.

5.4 Community Engagement requirements

There are no community engagement considerations required.

5.5 Risks

There are no risk considerations required.

5.6 Wellbeings

There are no Community Wellbeings considerations required.

6. Recommendation

That the Committee:

1. Receives the report.

2. Approves the changes to the Delegations Manual, as outlined in Attachment 1.

File Number: 464191

Author: Geri Brooking, People and Wellbeing Manager

Attachments: 1. Delegations Manual updated 18 June 2025 ⇩

Policy and Projects Committee meeting Agenda

18 June 2025

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7.10 Review of Emergency Management Plans

1. Purpose

For the Committee to be updated on the Business Continuity Plan and new Crisis Management Plan.

2. Significance

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

3. Background

It is essential that CDC can effectively respond to and manage crisis events, such as a natural disaster or severe weather incident, and continue to deliver critical functions and operations in the event of these, or any other type of disruption to our services.

4. Discussion

4.1 Business Continuity Plan (BCP)

Management and staff have reviewed the existing BCP (Attachment 1) and, together with general updates, a number of areas were identified for development.

Traditionally the BCP has included specific crisis management processes. The plan was also very heavily focused on managing the delivery of services during the various phases and restrictions of the COVID-19 pandemic.

The BCP has now been broadened to capture disruption caused by any type of event rather than the narrow focus of natural disaster and COVI-19. Potential disruption may include cyber security attack, power outages, building closure or damage, and staff shortages. Additionally, the specific crisis response and management processes have been developed into a Crisis Management Plan as outlined below.

The BCP will be a living document that evolves as different circumstances and disruptive situations occur. Further review of the individual business unit plans and procedures that support the BCP is now required to be completed by management.

4.2 Crisis Management Plan (CMP)

The CMP (Attachment 2) has been developed to guide staff on effective management of crisis events. A crisis event is that which requires an elevated level of response and coordination above the capacity of business as usual (BAU) activities. These types of events may impact, disrupt or harm Council’s reputation, service delivery, or operational capability and capacity, and require management through the coordinated Crisis Management Team (CMT).

The CMP also provides the link to escalated levels of response that require external support including the activation of the Wairarapa Emergency Operations Centre (EOC).

As this is a new emergency plan, processes will continue to be reviewed and refined as we undertake training and exercises to implement the Plan with council staff.

5. CONSIDERATIONS

5.1 Climate change

The increasing frequency of severe weather events due to climate change means we are more likely to experience local environmental events such as weather events and flooding.

5.2 Tāngata whenua

Council’s Kaituitui has been added to the Crisis Management Team to ensure any considerations for tāngata whenua are included in responses and plans.

5.3 Financial impact

There are no budgetary decisions required in this report.

5.4 Community Engagement requirements

There are no community engagement requirements required in this report.

5.5 Risks

There are no risk considerations required in this report.

5.6 Wellbeings

Effective emergency management plans support the following community wellbeing outcomes:

Social

· A strong and effective council providing trusted leadership

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

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

Cultural

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

Environmental

· A safe and resilient water supply, and 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.

6. Recommendation

That the Committee:

1. Receives the report.

2. Endorses the Business Continuity Plan and Crisis Management Plan.

File Number: 454225

Author: Geri Brooking, People and Wellbeing Manager

Attachments: 1. CDC Business Continuity Plan ⇩

2. CDC Crisis Management Plan ⇩

Policy and Projects Committee meeting Agenda

18 June 2025

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7.11 Update on Planning Resource Consents

1. Purpose

The purpose of this report is to update the Committee on the resource consents issued since the previous update.

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 Terms of Reference for the Policy and Projects Committee include oversight of implementation of the Wairarapa Combined District Plan. The resource consents issued since the last report, from 2 April to 10 June 2025, are included in Attachment 1.

4. CONSIDERATIONS

4.1 Climate change

N/A

4.2 Tāngata whenua

N/A

4.3 Financial impact

N/A

4.4 Community Engagement requirements

Not applicable as consultation requirements for resource consents are prescribed under section 95A-95B of the Resource Management Act 1991.

4.5 Risks

N/A

5. Recommendation

That the Committee:

1. Receives the report.

File Number: 461236

Author: Solitaire Robertson, Planning and Regulatory Services Manager

Attachments: 1. Resource Consents update to 10 June 2025 ⇩


AGENDA Policy and Projects Committee meeting
Date:	Wednesday, 18 June 2025
Time:	9:00 am
Location:	Carterton Events Centre 50 Holloway St Carterton
Deputy Mayor S Cretney Cr S Gallon Mayor R Mark Cr D Williams Cr B Deller	Cr R Cherry-Campbell Cr L Newman Cr S Laurence Cr G Ayling