Agenda of Policy and Projects Committee meeting

Policy and Projects Committee meeting Minutes

18 June 2025

DRAFT

MINUTES OF Carterton District Council
Policy and Projects Committee meeting
HELD AT THE Carterton Events Centre, 50 Holloway St, Carterton
ON Wednesday, 18 June 2025 AT 9:00 am

PRESENT: Deputy Mayor Steve Cretney (Chair), Cr Steve Gallon (Deputy Chair), Mayor Ron Mark, Cr Robyn Cherry-Campbell, Cr Lou Newman (via Video Conference), Cr Steve Laurence, Cr B Deller (from 10.50am)

IN ATTENDANCE: Staff

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

1 Karakia Timatanga

The meeting was opened with a karakia by all members.

2 Apologies

MOVED

That an apology be accepted from Cr Grace Ayling, Cr Brian Deller and 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

Graham O’Dowd

Graham provided photos from around the district of bridges and culverts that need attention.

Jimmy Haeata

Jimmy Haeata of Ngāti Maahu spoke on his appreciation to the Parks and Reserves team and Sheree Ngātuere, CDC Kaituitui, for building a strong relationship with the Ngā Tawhai Reserve project. He acknowledged the collective efforts to restore, regenerate, and revive the historical significance of the area.

5 Discussion of the Public Forum

· Mayor Ron raised concerns around the contract with Fulton Hogan. There shouldn’t be a need to raise a service request on a contract matter that is routine. Mayor Ron Mark asked the Group Manager Infrastructure, Johannes Ferreira, to monitor bridge and road maintenance.

· Johannes acknowledged that there are issues across the wider network, and advised he is working with the Fulton Hogan team. They deliver a lot of work that is noticed, however, there are constrained budgets and work must be prioritised.

6 Confirmation of the Minutes

6.1 Minutes of the Policy and Projects Committee Meeting held on 9 April 2025

MOVED

1. That the Minutes of the Policy and Projects Committee Meeting held on 9 April 2025 are true and correct.

Deputy Mayor S Cretney / Cr S Laurence

CARRIED

7 Reports

7.1 Community Grants and Funding Framework and Policy

1. Purpose

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

MOVED

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.

Deputy Mayor S Cretney / Mayor R Mark

CARRIED

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.

MOVED

That the Committee:

1. Receives the report.

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

Deputy Mayor S Cretney / Cr R Cherry-Campbell

CARRIED

7.3 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.

Cr S Gallon / Mayor Ron Mark

CARRIED

7.4 Waste Management and Minimisation Update

1. Purpose

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

MOVED

That the Committee:

1. Receives the report.

Mayor Ron Mark / Cr S Gallon

CARRIED

7.5 Water Operations Report

1. Purpose

For the Committee to be updated on the water operations.

MOVED

That the Committee:

1. Receives the report.

Deputy Mayor S Cretney / Cr R Cherry-Campbell

CARRIED

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.

MOVED

That the Committee:

1. Receives the report.

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

Deputy Mayor S Cretney / Cr R Cherry-Campbell

CARRIED

7.7 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 / Mayor R Mark

CARRIED

7.8 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.

Mayor R Mark / Cr S Gallon

CARRIED

7.9 Changes to the Delegations Manual

1. Purpose

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

MOVED

That the Committee:

1. Receives the report.

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

Mayor R Mark / Deputy Mayor S Cretney

CARRIED

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.

MOVED

That the Committee:

1. Receives the report.

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

Cr R Cherry-Campbell / Cr B Deller

CARRIED

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.

MOVED

That the Committee:

1. Receives the report.

Deputy S Cretney / Mayor R Mark

CARRIED

7.12 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 Walking and Wheels and Rural Advisory Groups.

Cr B Deller / Cr R Cherry-Campbell

CARRIED

8 Karakia WhakamUtunga

The meeting closed with a karakia by all members.

The Meeting closed at 11.51am

Minutes confirmed: ……………………………………

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

Policy and Projects Committee meeting Agenda

10 September 2025

7 Reports

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7.1 Greenhouse Gas Emissions 6 Year Summary Report

1. Purpose

For the committee to be updated on the analysis of Carterton District Council’s (CDC) greenhouse gas (GHG) emissions for the six years from 2018 to 2023, and the recommendations for managing our emissions going forward.

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 is expected to contribute to the goal of net-zero New Zealand greenhouse gas emissions (other than biogenic methane) by 2050, and have regard to the New Zealand Emissions Reduction Plan and the Regional Emissions Reduction Plan. Under the Local Government Leaders Climate Change Declaration, Council is committed to 'Develop and implement plans to reduce emissions’. Credible emissions measurement is needed to understand the Council's emissions.

CDC has been undertaking greenhouse gas (GHG) emissions inventories and reports since 2018, which is the base year for comparison and analysis. Our inventories are developed to meet the ISO 14064-1 international standard for GHG quantification and reporting, and use emissions factors supplied by the Ministry for the Environment (MfE) to calculate our GHG emissions based on the volumes of different emissions or sequestration sources we use in the year.

4. Discussion

CDC annual net emissions remain negative (a good thing), but we have not made much impact on our gross emissions (the amount of GHG emissions we produce) since we started emissions reporting in 2018.

We also need to consider what the impact from the harvesting of CDC's forest from 2032 onwards will have.

5. NEXT STEPS

We will begin work on the 2024 inventory taking into account the lessons and recommendations in the 6-year summary report.

A Climate Adaptation Plan (including emissions reduction) for CDC will be developed by the end of the 2026/27 financial year.

Greenhouse gas emissions and climate change will be included in the induction for the next Council’s elected members.

6. CONSIDERATIONS

6.1 Climate change

This report analyses CDC’s climate change mitigation efforts, and recommends approaches to improve performance.

6.2 Tāngata whenua

Changes in climate impact on land, air, sea, water, flora, fauna and resources. All of these are interconnected with mana whenua.

6.3 Financial impact

The report doesn’t have any direct financial impacts, though there are potential savings, and failure to act may increase costs.

6.4 Community Engagement requirements

This report did not require community input.

6.5 Risks

Consideration needs to be given on the future of the Kaipaitangata forest within the next three years.

6.6 Wellbeings

Social

Every degree change of climate warming increases the likely disruption to our current lifestyles.

Cultural

Every degree change of climate warming increases the likely disruption to our current lifestyles.

Environmental

Every degree change of climate warming increases the likely disruption to our local environment, plant and wildlife.

Economic

Every degree change of climate warming increases the likely disruption to our current economic and financial base.

7. Recommendation

That the Committee:

1. Receives the report.

2. Approves the continued use of the ‘control’ approach to our emissions reporting.

3. Approves the inclusion of all ‘control’ approach activities in our emissions reporting (e.g. travel accommodation, private use milage).

4. Notes further enhancements are planned for our emissions reporting including greater visibility of relevant climate and emissions information.

5. Notes that CDC’s GHG emissions will become positive in the 2030’s under current arrangements.

6. Endorses the development of a Climate Adaptation Plan (including emissions management) due for completion by the end of the 2026/27 financial year.

7. Notes that Officers will brief incoming Councillors and seek guidance on the management of CDC’s carbon offset forests in the new triennium.

File Number: 477200

Author: Ricky Utting, Climate Change Coordinator

Attachments: 1. Greenhouse Gas emissions 10 year summary report ⇩

Policy and Projects Committee meeting Agenda

10 September 2025

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7.2 Review of Sensitive Expenditure Policy

1. Purpose

For the Committee to adopt the reviewed Sensitive Expenditure 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

The Council’s Sensitive Expenditure Policy (Attachment 1) provides guidance to elected members and staff regarding the approach and control of sensitive expenditure. Sensitive expenditure is any spending that could be seen to be giving private benefit additional to the business benefit to the council. It also includes expenditure that could be considered unusual for the council’s purpose and/or function.

In June, Audit New Zealand (Audit NZ) undertook a review of the Policy and provided recommendations to improve the policy, and give clarification and guidance managing sensitive expenditure.

The Policy review also includes best practice guidance outlined by the Office of the Auditor General (OAG).

4. proposed amendments

Management have reviewed the Policy and propose the following changes which incorporates the recommendations of Audit NZ and guidance by AOG:

· Policy review and approval

o Specification of the review timing, amendment process, and approval.

· Expenditure approval

o Emphasis on ensuring expenditure should be within council’s statutory limits, and only made when budgetary provision and delegated authority exist.

· Use of credit cards

o Inclusion of an exception for withdrawal of cash for the provision of koha payments.

o Clarification outlining the cancellation and destruction of credit cards.

· Travel, meals and accommodation expenditure

o Inclusion of the consideration of technology-enabled solutions instead of travel in person.

o Clarification of how travel is undertaken and specific approval requirements for the Mayor and CE in certain circumstances.

o Guidance on elected members and staff taking annual leave and/or staying away over weekends while travelling

o Clarification of accommodation expenses for elected members or staff that elect to stay with a friend or relative rather than in commercial accommodation.

o Clarification that expenditure is to be made by credit card, reimbursement or invoicing. No cash advancements are provided by council for payment of expenditure.

· Entertainment and hospitality expenditure

o Guidance on the range of purposes and items included, with explicit exclusion of alcohol.

o Clarification of the types of meals provided and maximum reimbursement cost.

· Use of council’s assets

o Amendment of permission requirements for the use of heavy vehicles and machinery from the Chief Executive, to the staff member’s manager and the manager of the equipment.

o Clarification on the accepted level of personal use of ICT resources, and emphasis that such usage must not be unlawful, offensive, or excessive.

· Council use of staff assets

o Inclusion of the requirements in the unlikely occurrence that the council uses staff private assets.

· Private use of suppliers of goods and services

o Clarification that staff with purchasing privileges cannot make purchases from council’s suppliers on behalf of third parties such as families and friends.

· Gift, prizes and invitations

o Clarification that staff receiving cash gifts is unacceptable.

· Koha

o Addition of new section outlining the description and management of koha payments.

5. CONSIDERATIONS

5.1 Climate change

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

5.2 Tāngata whenua

The guidance for the payment of koha has been added to the Policy and is an important and relevant custom for tāngata whenua. Significantly, koha should be viewed as relational, a reciprocal practice through which relationships are built, strengthened, enhanced, and maintained.

5.3 Financial impact

There are no financial impact considerations related to the decisions in this paper however the policy itself ensures council appropriately manages sensitive expenditure, maintains the trust and confidence of the public, and protects council’s reputation.

5.4 Community engagement requirements

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

5.5 Risks

The proposed amendments seek to improve and strengthen the approach and control of sensitive expenditure based on guidance from Audit NZ and the OAG. The risk of not adopting any, or all, of the amendments will reduce the effectiveness of the Policy.

5.6 Community wellbeings

· A strong and effective council providing trusted leadership.

6. Recommendation

That the Committee:

1. Receives the report.

2. Adopts the revised Sensitive Expenditure Policy.

File Number: 464252

Author: Geri Brooking, Group Manager People and Corporate

Attachments: 1. CDC Sensitive Expenditure Policy ⇩

Policy and Projects Committee meeting Agenda

10 September 2025

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7.3 Advisory Group Structure

1. Purpose

2. To seek endorsement and a recommendation from the current Council that the incoming Council considers streamlining Advisory Groups by combining the existing Walking and Wheels Advisory Group and People and Places Advisory Group. into a single, more inclusive Community Advisory Group (official name to be confirmed).

3. Significance

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

4. Background

Carterton District Council currently facilitates the Walking and Wheels and People and Places advisory groups. There are some aspects that are overlapping in areas of focus. For example, accessibility, public space use, placemaking, and community led actions and initiatives.

While each has contributed valuable insights and initiatives, maintaining separate groups limits opportunities for wider community representation and collaboration. There is opportunity for improvement in the effectiveness and influence of the advisory groups.

5. Discussion

Advisory Groups are beneficial and provide an essential bridge between the community and Council, offering a platform for diverse voices to be heard and considered in decision-making. They foster collaboration, support local initiatives, and ensure that projects and policies reflect the needs and aspirations of Carterton’s people. By bringing together community knowledge and lived experience, Advisory Groups help create more inclusive, effective, and responsive outcomes for the district.

Creating a single Community Advisory Group by combining the remits of the Walking and Wheels and People and Places advisory groups will improve effectiveness and streamline the resources needed to support and facilitate the group’s work. The group will also serve as a hub for community representatives to share updates, present local projects and events, and build connections across different sectors and interests. It will maintain a strong link between Council and the community, while enhancing the effectiveness of engagement and reducing duplication.

Recent Advisory Group meetings held on Wednesday 3 September considered the concept of merging the two groups. Sitting members expressed support for the proposal, noting the benefits of reducing duplication, creating a single community voice, and avoiding conflicting advice to Council. Members also highlighted several risks and considerations that will need to be addressed as part of the preparatory work for the newly formatted group. Members emphasised the importance of ensuring community perspectives and initiatives are not lost in the process.

Feedback from Advisory Group Members

· The concept was well-received, with members recognising the value of a unified group that promotes collaboration, consistency, and alignment at the local level.

· Acknowledgment was made of the significant time community members contribute, and the need for their voices to be both heard and acted upon.

· It was noted that there needs to be staff presence from relevant departments (e.g., Parks and Roading) to ensure technical input and timely follow-up on community concerns.

· There was strong support for information to be looped up to Council meetings, with feedback provided back down to Advisory Groups to demonstrate accountability and action.

Considerations
For the combined group to be effective, several elements must be addressed:

· Clear Purpose and Outcomes – To be defined in updated Terms of Reference.

· Structured Agendas – Meetings must have clear agendas, concise presentations, and guided discussions to ensure focus on action and results rather than prolonged debate.

· Two-Way Communication – Regular reporting to Council, and feedback from Council to the Advisory Group, to close the loop and maintain trust.

· Staff Support – Ongoing attendance and input from relevant Council officers to ensure practical advice and follow-through.

Risks
Without clear purpose and disciplined facilitation, the combined group may risk becoming a “talk fest” with limited tangible outcomes for the community.

Expanded Scope could include:

· Community initiatives

· Updates on local projects, community events, and activities

· Representative voices from across the district (e.g., youth, seniors, Māori, accessibility advocates, environmental groups, representation from those with disabilities)

· A forum for collaborative ideas, partnership opportunities, and shared problem-solving

· Advisory input on relevant Council plans, strategies, and funding opportunities

Benefits:

· Broader Representation: Opportunity to include a wider range of community representatives

· Efficiency: Fewer meetings, improved use of Council and community time, more coordinated input, reduced administrative overhead

· Inclusivity: More diverse representation and broader community voice

· Connectivity: A shared space for updates, announcements, and collaboration

· Impact: Stronger, more unified recommendations and community outcomes

· Stronger Collaboration: Encourages cross-sector discussions and holistic thinking

· Streamlined Reporting: A single advisory group will enable more coordinated and impactful recommendations to Council.

Structure & Membership:
Membership would be in line with Terms of Reference for both groups. These would be reviewed by members of the current Advisory Groups prior to endorsement of the new advisory group.

6. Options

Option One: That the incoming Council retain the two existing Advisory Groups (Walking and Wheels and People and Places) and continue operating under the current structure (status quo).

Option Two: (Recommend) That the incoming Council considers creating a single Advisory Group to represent the wider community by combining the current Walking and Wheels and People and Places Advisory Groups.

7. CONSIDERATIONS

7.1 Climate change

The decision to merge the advisory groups does not directly affect climate change, but the new group could support Council by advising on climate-related initiatives and community resilience.

Tāngata whenua

The proposal to merge the two advisory groups may interest Māori as it changes how community voices are represented. There is an opportunity to involve mana whenua and Māori community representatives in shaping the group’s Terms of Reference and priorities to ensure their perspectives are reflected from the outset.

Financial impact

Covered within existing budgets.

7.2 Community Engagement requirements

Community representatives have provided initial feedback on the proposal to merge the Walking and Wheels and People and Places Advisory Groups, with broad support expressed at recent meetings. Should Council wish to proceed, there will be further opportunity for wider community input through consultation on the new group’s draft Terms of Reference and operating model. Establishing a single Advisory Group also creates an ongoing mechanism for Council–community engagement, ensuring that community voices and initiatives are heard, discussed, and reported back to Council.

7.3 Risks

The risks identified in this report can be effectively managed through a thorough and well-structured planning process.

7.4 Wellbeings

Social
Combining the advisory groups may strengthen community cohesion by providing a single, inclusive forum where diverse voices can be heard and acted upon. It also recognises and values the time and contributions of volunteers.

Cultural
The new group can provide better opportunities to incorporate local knowledge, tikanga, and cultural perspectives, ensuring broader representation across Carterton’s community.

Environmental
A single advisory group may improve coordination on projects that affect the natural environment, enabling more holistic approaches to issues such as active transport, green spaces, and resource management.

Economic
Streamlining two groups into one could reduce duplication of effort and associated administrative costs, freeing staff resources for other community priorities.

8. Recommendation

That the Committee:

1. Receives the report.

2. Endorses Option Two - combining the Walking and Wheels and People and Places Advisory Groups.

3. Instructs the CEO to draft a purpose statement and updated Terms of Reference for the combined Walking and Wheels and People and Places Advisory Group for the incoming Council to consider.

File Number: 482051

Author: Becks Clarke, Community and Partnerships Manager

Attachments: Nil

Policy and Projects Committee meeting Agenda

10 September 2025

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7.4 Review of the External Communications, Community Engagement, and Social Media Policies

1. Purpose

For the Committee to receive and endorse the updated External Communications Policy, the updated Community Engagement Policy, and the new standalone Social Media 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

Communication and engagement are key responsibilities under the Local Government Act 2002, which charges local authorities with enabling democratic and effective governance that reflects the diversity of the community.

The existing External Communications Policy was adopted in 2018 and requires updating to reflect changes in best practice, legislation, and the growing expectation for transparent, inclusive communications from Council.

The External Communications Policy, Community Engagement Policy, and the new standalone Social Media Policy form a refreshed policy suite that ensures Council’s communications and engagement are professional, accessible, culturally responsive, and legally compliant.

4. Discussion

Community expectations and communication methods have evolved significantly. Council’s communication responsibilities now extend across multiple digital platforms, and the public expects timely, proactive information and opportunities for meaningful engagement.

The revised policy introduces a clearer, more structured approach to communications, placing a strong emphasis on:

• Plain language and accessibility in all formats and channels

• Compliance with NZ Government Web Accessibility Standard 1.2 and WCAG 2.1 (AA)

• Availability of alternate formats (Easy Read, NZSL, audio, large print)

• Inclusiveness and cultural respect, including the use of te reo Māori

• Defined roles and responsibilities, ensuring quality and accountability across Council teams

• Separation of social media guidance, now detailed in a standalone Social Media Best Practice Guide

The update also reflects Council's commitment to ensuring that all communications are fit-for-purpose, audience-focused, and measurable against service delivery outcomes.

5. Options

Options Available to the Committee include:

Option 1 – Endorse both the updated External Communications Policy and the new Social Media Policy (Recommended)

· Provides Council with a modern, fit-for-purpose communications framework.

· Ensures alignment with legislative requirements (Plain Language Act 2022, WCAG 2.1 AA, Privacy Act 2020, etc.).

· Strengthens cultural responsiveness and links with the Māori Responsiveness Action Plan.

· Clarifies roles and responsibilities for staff, elected members, and contractors.

· Establishes clear governance and compliance for Council’s use of social media.

· Risks are minimal and implementation is within existing budgets.

Option 2 – Endorse only the updated External Communications and Community Engagement Policies, and continue to rely on existing internal guidance for social media

· Decision-making is simplified by focusing only on one policy. However, this would leave social media guidance fragmented and potentially inconsistent, as staff would continue to rely on outdated or informal rules.

· Risks are created around accessibility compliance, reputational management, and legal obligations under the Harmful Digital Communications Act and Privacy Act.

Option 3 – Retain the current 2021 External Communications and Community Engagement Policies without adopting updates

· Avoids immediate work in implementation and training. However, the 2021 versions do not reflect current legislative requirements (e.g. the Plain Language Act 2022, accessibility standards) or best practice.

· The risks are non-compliance, reputational harm, and inconsistent staff practice.

· Does not provide a standalone Social Media Policy, leaving a key communications channel under-regulated.

Recommendation:

That the Committee adopts Option 1 – endorsing the updated External Communications Policy, Community Engagement Policy, and the new Social Media Policy, noting that this option best addresses compliance, cultural, and operational needs while strengthening community trust in Council communications.

6. NEXT STEPS

· Internal Dissemination
The updated policy and supporting guidance documents will be circulated to all staff via the intranet, with an internal email and team briefings from the Communications & Engagement team.

· Training and Induction Updates
A short training module and staff quick-reference guide will be developed to support consistent application of the policy, particularly in relation to brand use, social media, and accessibility obligations.

· Integration with Existing Workflows
Approval workflows, communications planning templates, and document checklists will be updated to reflect the revised policy and procedures. These will be integrated into the SharePoint communications toolkit.

· Monitoring and Continuous Improvement
The Communications & Engagement team will review the use and effectiveness of the supporting procedures every 12 months, or as required by legislative changes or organisational priorities.

· Optional Council Adoption (if required)
If the Committee deems it necessary, a recommendation to adopt the revised policy may be forwarded to full Council for endorsement.

7. CONSIDERATIONS

7.1 Climate change

Council’s external communications will:

· Link directly to Council’s climate change plans, policies, and emissions reduction goals.

· Build climate literacy by explaining local impacts, co-benefits, and Council’s role.

· Use low-emission communication methods (digital-first), while ensuring digital inclusion.

· Reflect tāngata whenua environmental values, including kaitiakitanga, guided by Te Tiriti o Waitangi, UNDRIP, and the Resource Management Act (Part 2).

· Highlight local climate adaptation actions and invite community input.

· Present climate data using plain language and accessible visuals.

· Coordinate messaging with regional and national partners to avoid duplication.

Legislative and policy frameworks include:

· Local Government Act 2002 (s10, s14)

· Climate Change Response Act 2002

· Zero Carbon Act 2019

· MfE Climate Change Communications Guide

· UN SDG 13 (Climate Action)

· NZ Emissions Reduction Plan 2022

· Wellington Regional Climate Change Strategy & NEMA guidelines

7.2 Tāngata whenua

Carterton District Council acknowledges Te Tiriti o Waitangi and the status of Māori as tangata whenua. The Council’s communications must reflect the principles of partnership, participation, and protection by:

· Aligning with the Tangata Whenua Engagement Strategy – A Māori Responsiveness Action Plan, particularly where communications relate to whenua, wai, taonga, or shared decision-making processes.

· Ensuring that messaging is inclusive of Māori worldviews, values such as kaitiakitanga and manaakitanga, and acknowledges whakapapa and mauri where relevant.

· Including te reo Māori and tikanga where appropriate and meaningful, ensuring correct use, pronunciation, and context.

· Supporting kaupapa Māori communication methods, including kanohi ki te kanohi (face-to-face), storytelling, and visual formats.

· Working in partnership with mana whenua to co-develop and approve content where it relates to Māori interests, aspirations, or histories.

All staff involved in communications must seek early advice and input from the Council’s Māori Liaison or Kaituitui to ensure cultural safety and responsiveness in public messaging.

7.3 Financial impact

The policies will be implemented within existing operational budgets.

7.4 Community Engagement requirements

Carterton District Council is committed to open, transparent, and meaningful engagement with its community. This policy supports and complements the Council’s Community Engagement Policy by ensuring that all external communications:

· Are tailored to the level of significance and community impact of the topic.

· Enable participation by a wide range of residents, including young people, rural households, disabled people, and newcomers.

· Use accessible formats, plain language, and culturally appropriate channels to remove barriers to participation.

· Inform and empower the community by clearly explaining:

o Why decisions are being made;

o How people can influence outcomes; and

o What happens next in the process.

External communications must be coordinated with engagement planning to ensure messages are consistent across channels, reflect the engagement method (inform, consult, involve, collaborate), and support two-way communication.

The Communications & Engagement team will work with relevant staff and stakeholders to ensure communications are part of the planning process for all significant projects and consultation

7.5 Risks

Legal Risks

· Risk: Failure to adopt updated policies could expose Council to breaches of the Plain Language Act 2022, WCAG 2.1 AA, Privacy Act 2020, and the Harmful Digital Communications Act 2015.

· Mitigation: Adoption ensures compliance; The Communications & Engagement team will monitor outputs, carry out annual audits, and update training modules as required.

Reputational Risks

· Risk: Outdated or inconsistent communications, or misuse of social media, could undermine public trust.

· Mitigation: Oversight by the Communications & Engagement team, mandatory content approval for high-impact material, and use of a Social Media Register with monitoring protocols.

Operational Risks

· Risk: Lack of clarity on staff responsibilities, approval processes, or accountabilities may lead to inefficiencies, errors, or duplication.

· Mitigation: Defined responsibilities in the policies, ELT/CE sign-off for sensitive messaging, and quick-reference staff guides integrated into workflows.

Cultural Risks

· Risk: Failure to embed Te Tiriti o Waitangi principles or recognise tāngata whenua perspectives risks damaging Council–Māori relationships.

· Mitigation: Policies require early advice from Pou Tātai Hono, alignment with the Māori Responsiveness Action Plan, and inclusion of te reo Māori and tikanga where relevant.

Environmental Risks

· Risk: Communications that fail to connect to climate commitments, or that rely on high-emission channels, risk community criticism.

· Mitigation: Policies direct digital-first but inclusive methods, mandate climate literacy messaging, and align Council communications with regional and national climate frameworks.

7.6 Well beings

Social

Council has used plain-language notices, radio updates, and the Carterton Crier to ensure residents are informed during events such as water restrictions and road closures. Combining digital and print channels ensured that vulnerable and rural households were not excluded. The updated policies strengthen this by requiring Easy Read formats, NZSL captions, and accessible templates across all communications, ensuring all residents can participate and stay informed.

Cultural

The unveiling of the Ngā Tawhai Pou Whenua Reserve in 2024 included bilingual signage, te reo Māori storytelling, and tikanga processes led by mana whenua. Council’s adoption of te reo Māori headings in public notices has become standard practice. The updated policies embed cultural responsiveness requirements, ensuring Pou Tātai Hono advice, the Māori Responsiveness Action Plan, and kaupapa Māori methods (such as kanohi ki te kanohi hui) are part of all communications.

Environmental

Council runs annual waste and recycling campaigns, including the Binfluencer newsletter, to promote waste minimisation and household recycling. Water conservation updates are regularly posted during summer peaks, helping to manage demand. The policies extend this by requiring climate literacy messaging to explain local impacts and co-benefits, a digital-first but inclusive approach to reduce emissions, and alignment with national frameworks like the NZ Emissions Reduction Plan.

Economic

The 2024/25 Annual Plan consultation provided ratepayers with clear, accessible information on major investments, including water infrastructure and roading, ensuring accountability and transparency in spending. The updated policies ensure future financial and project communications maintain plain language, accessibility, and transparency, supporting public confidence in Council’s financial stewardship and in Carterton’s long-term economic resilience.

8. Recommendation

That the Committee:

1. Receives the report.

2. Endorses the External Communications Policy 2025;

3. Endorses the Community Engagement Policy 2025;

4. Endorses the new Social Media Policy 2025 as a standalone policy governing the use of Council-managed digital platforms;

5. Notes that Brand Guidelines and the Māori Responsiveness Action Plan provide supporting operational documents;

6. Acknowledges that the adoption of these policies directly supports the social, cultural, environmental, and economic well-beings of Carterton residents, and mitigates identified legal, reputational, operational, cultural, and environmental risks.

File Number: 481860

Author: Marcus Anselm, Communications and Engagement Manager

Attachments: 1. DRAFT Communications Policy 2025 ⇩

2. DRAFT Community Engagement Policy 2025 ⇩

3. DRAFT Social Media Policy 2025 ⇩

Policy and Projects Committee meeting Agenda

10 September 2025

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7.5 Non-Financial Performance Data Reporting

1. Purpose

For the committee to be updated on the enhanced data reporting approach for Council’s non-financial performance measures.

2. Significance

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

3. Background

Good quality data is the backbone to robust reporting, performance improvement, and decision making. There are issues when it comes to this. The data must be trustworthy, the presentation of the data to decision makers must not lead the agenda, and the data must be current and relevant to the decisions being made.

In reviewing data across the council, and the collation of it for the non-financial KPIs within the annual reporting, it was determined that there were several areas where the council could improve the collection and the delivery of data for the decision-making process.

However, it should also be recognised that with the presentation of the data, that it might be revised over time. This does not mean that the underlaying data is changed, but rather some data set holes might be filled, or some assumptions that are required for the display of the information are changed, which can lead to a change in numbers (for example, the number of residents of the urban area is an educated assumption that has to be made).

4. The Main Principles

The main principles behind the development of this data framework are:

· The council can confirm, and show the source of the data and how it is being ingested into the system

· Improvement of the overall transparency of the services delivered by the council

· The data streams are from as close to the source as possible to reduce the potential for alteration. The council needs to receive the data, irrespective of how it might make the council look.

· The presentation of the data needs to reflect the true story, as “bad news” data lets the council see how it can improve

· The information is for the council; it is not just within the department. Cross department analysis of data could expose areas where service delivery can be improved

· Data collection, processing and presentation should be automated

· The data framework itself does not replace or take ownership of data sources from the relevant departments

· Enable early detection rather than end of year reporting.

5. DEVELOPMENT

The starting point for the data reporting is the Performance Measures developed in the Long Term Plan. At this point that the following can be confirmed:

· Sources of the data

· Regularity of collection

· Data collected match the KPI requirements

The results of investigations into the above have indicated where the automation of the data collection can occur. Some of this depends on the software vendors and the openness of their solutions, to allow for the easy extraction of information, but solutions will be found for the multiple routes that data comes from.

As this is a low budget project, the council is not spending on a complex cloud data warehousing solution and consultants.

However, the concepts are similar with respect to needing to work on the ingesting of the data, the processing (removal of duplication in the data in the main), and then the production of the visualization of the data.

Currently the council does not have the volume of data coming in from many sources that would warrant the complete Big Data modelling approach.

Attached are examples of the wide range of reports that can be generated as the data sets are collected. The figures in the reports should not be considered as the reported numbers as there is still data checking and reviewing being undertaken. They should be considered as a snapshot in time.

6. NEXT STEPS

The work continues to ingest more data from across the council and expand the reporting across more council departments and improve the overall automation within the data stores.

When the data is displayed and presented to the end user, there needs to be some documented understanding of the source data used to enable a clear understanding of the potential errors that may exist. For example, with trying to determine the leak level in the water network, the numbers reported may in fact be the worst possible case situations.

7. CONSIDERATIONS

7.1 Climate change

There are no decisions in this report requiring climate change considerations.

7.2 Tāngata whenua

Council is cognisant of guidance around Māori data sovereignty, and the principles within, and with respect to, access to that data.

7.3 Financial impact

All current development work is being carried out within existing budgets.

7.4 Community Engagement requirements

There are no decisions in this report requiring community engagement considerations.

7.5 Risks

The development of a robust framework is designed to help improve performance measurement and therefore improve council performance overall and reduce the risks in decision making.

7.6 Wellbeings

Ensuring robust reporting supports the measurement of performance towards Council’s wellbeing outcomes.

8. Recommendation

That the Committee:

1. Receives the report

File Number: 481826

Author: David Johnson, Information Systems Manager

Attachments: 1. KPI Reporting Dashboard ⇩

2. WaterLoss Visualization ⇩

Policy and Projects Committee meeting Agenda

10 September 2025

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7.6 Backflow Project Update and Policy

1. Purpose

For the committee to be updated on the Backflow Prevention Project.

2. Significance

The matters for decision in this report are not considered to be of significance under the Significance and Engagement Policy and the project was in the Annual plan consultation for 2025/2026 financial year.

3. Background

The Backflow Upgrade project is progressing, with the site surveys and the installation at identified properties. Staff created a Backflow Management Plan in 2022 and started with a desktop study to create a risk rating for all properties within Carterton. The next stage is to confirm these risks and the process to upgrade these premises with the proper devices.

The Water Services Act 2021 was introduced after the publication of the Wairarapa Consolidated Bylaw Part 5: Water Supply (Water Bylaw) in 2019, and is generally in agreement. The Water Services Act states water suppliers have a duty to protect against risk of backflow and need to produce a Backflow Prevention Plan. It should be noted that backflow contamination was a possible cause during the E. coli incident in 2021.

The project for 25/26 has a budget of $500,00 to upgrade our backflow devices for high-risk and medium-risk properties.

Following communication with customers, staff are proceeding under the following basis for the installation and ongoing maintenance of the devices:

· For the installation of any devices installed all costs are recovered from the customer; however, Council-owned properties will be addressed first.

· Property owner will own any device installed and be responsible for maintaining devices in alignment with the Building Act 2004 and Water Services Act 2021. Records will be sent to the Water Authority to ensure protection of the network.

4. Discussion

Staff are refining the risk for properties and are in the process of upgrading these premises with the proper devices, unless the backflow risk is managed within the property as part of an acceptable solution under the Building Act 2004.

A summary of the risks follows:

High Risk: Properties being used as medical facilities, dental clinics, veterinarian practices, industrial and trade waste customers etc can allow backflow of unwanted contaminants into the drinking water system and cause harm to users in the district.

Medium Risk: This includes beauty salons and hairdressers, rainwater supplies, swimming pools, spas, and fountains

Identified risk areas

High Risk Commercial properties in High Street	10-12
Other high-risk properties	87
CDC owned Pump Stations (High Risk)	16
Medim Risk properties	471

Relevant Legislation:

• Water Services Act 2021

• Building Act 2004

• Wairarapa Consolidated Bylaw Part 5: Water Supply (Water Bylaw)

The Water Services Act 2021 is the primary act that now mandates that drinking water suppliers protect a water supply from backflow risks in reticulated systems after the repeal of the sections within the Health (Drinking Water) Amendment Act 2007.

The Water Service Act states that the water supply authority can require the customer to install backflow prevention or install backflow prevention and recover the cost from the customer. This includes all ongoing testing and maintenance of the backflow protection.

The Wairarapa Consolidated Bylaw Part 5: Water Supply (Water Bylaw) section 4.10 states the following:

4.10 Backflow prevention

4.10.1 Customer responsibility

It is the customer’s responsibility (under the Health Act 1956, and the Building Act 2004) to take all necessary measures on the customer’s side of the point of supply to prevent water which has been drawn from the WSA’s water supply from returning to that supply.

These include:

a) backflow prevention either by providing an adequate air gap, or by the use of an appropriate backflow prevention device; and

b) the prohibition of any cross‐connection between the WSA water supply and:

(i) any other water supply (potable or non‐potable);

(ii) any other water source;

(iii) any storage tank; or

(iv) any other pipe, fixture or equipment containing chemicals, liquids, gases, or other non‐ potable substances.

NOTE: Fire protection systems that include appropriate backflow prevention measures would generally not require additional backflow prevention, except in cases where the system is supplied by a non‐potable source, a storage tank or fire pump that operates at a pressure in excess of the WSA’s normal minimum operating pressure.

4.10.2 Unmanaged risk

Notwithstanding clause 4.10.1, the WSA may fit at the customer’s expense a backflow prevention device on the WSA side of the point of supply where the customer cannot demonstrate that the risk of backflow is adequately managed.

Estimate Cost per device:

The estimate from the contractor is that the supply and installation cost will be $4,000- $6,000.

5. Options

Officers are not proposing any alternative options at this time, however the Council or the future Wairarapa Tararua Water Service Entity could consider alternative methods to fund these devices such as a targeted. Officers also anticipate that policies and bylaw should be aligned across the Wairarapa and Tararua in the future.

Neighbouring supplies

Masterton District Council is currently drafting a policy which replicates customer installation and ownership.

South Wairarapa District Council doesn’t have a policy and uses the current bylaw, requiring customers to install their own backflow prevention.

In their bylaw Tararua District Council requires the owners to install and maintain their own backflow prevention, unless the risk is too high, then the Council will install backflow before the point of supply.

Future options could be based on the code of practice from Water New Zealand considerations which are:

Ownership	Issues	Comments
Water Authority	Accepting and vesting of devices. Customers wishing to retain ownership. Possible access issues if existing or new devices inside the boundary. Also, may have private supply pipe in between. Customer resistance to paying for devices they don’t own or where one was not previously installed	Water supplier arranges annual testing and also repair and retest of failed devices. Lower risk of devices not being tested annually or non-compliant. Less administration time chasing and auditing test reports.
Customer	Consistent with Building Consent process/ BWoF. Issue collecting install cost. Flat fee is known cost and may be easier. The collation and maintaining of accurate records for devices and their testing is reliant on customer to provide test reports. Need for water supplier to remind customer to test devices. Non-tested, failed devices or non-compliant devices are a risk to the water supply and enforcement will be required.	Allows customer choice as per Commerce Act. The water supplier and building control authority need to work together. Need to reach agreement with new water entity. There are up to 570 properties recovering about 50% of costs at $500.
Combined – project covers installation, customer maintained	Similar issues to above Disputes may arise if the device is not tested or the test is duplicated because the BWoF compliance schedule timeframe differs from water supplier owned programme for testing.	Allows customer and water supplier choice. The water supplier may not wish to own large devices or those with access/shutdown issues.

6. CONSIDERATIONS

There are no matters in the report relate to climate change migration or adaptation issues.

6.1 Tāngata whenua

We believe that the principle of protecting the wider water supply network from backflow contamination, would be of interest and supported by Maori.

6.2 Financial impact

The project will proceed within existing budgets with costs recovered as per the mechanism within the bylaw. Should cost recovery become an issue, the council could consider alternative options such as a targeted rate.

6.3 Community Engagement requirements

High-risk properties are being surveyed by a contractor and the risk will be discussed with property owners.

6.4 Risks

The risks are cost over-runs, however if costs are recovered for the device installation, then it should be minor. Delaying the project risks an outbreak of illness, and prosecution by the regulator for not managing the backflow hazards. Backflow for an unidentified source was a potential cause of the E.coli incident in 2021.

6.5 Wellbeings

Social

A strong and effective council providing trusted leadership.

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

An empowered community that participates in Council and community-based decision making.

Cultural

A community that fosters and promotes our character and creativity.

Environmental

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

Economic

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

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

7. Recommendation

That the Committee:

1. Receives the report

File Number: 481895

Author: Lawrence Stephenson, Waters Operations Manager

Attachments: 1. Section from Water Services Act ⇩

Policy and Projects Committee meeting Agenda

10 September 2025

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7.7 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)
June ‘25	21,390 kg	12,580 kg	23,180 kg	1,500 kg	3,050 kg	$ 2526.59
July ‘25	18,340 kg	10,115 kg	16,700 kg	1,710 kg	10,250 kg	$2,056.20

Project Update

· Tyrewise product stewardship scheme has now initiated at Carterton Transfer station and residents can drop-off up to 5 tyres (per week) at no cost.

· Council has installed the Soft Plastics Recycling (SPR) bin at New World in mid-August and the responses received from the community have been fantastic.

· New council kerbside rubbish collection bags are out in the market.

· Toimata foundations were no longer in the position to hold contracts for Enviroschools and requested a workshop in August with different council officers and GWRC. Officers agreed to have GWRC take on the TA contracts and employ/contract facilitators for a short time (18 months) until a decision has been made.

· Desludging biosolids trials with Composting NZ have been initiated and the processing operations are streamlined.

Strategic Overview: Organic Materials Feasibility Study (Attachment provided)

This feasibility study assessed the potential for introducing organic materials collection and processing services across the Wairarapa region. Organic waste, including food scraps and green waste, makes up an estimated 25% (7,700 tonnes annually) of the region’s kerbside and transfer station waste—representing a significant opportunity for landfill diversion and emissions reduction. Based on capture rates in Table 4.2 of the attachment, 1,000 tonnes of FOGO PA is likely to be diverted from landfill in the Wairarapa; this is in addition to the green waste already collected.

The study evaluated multiple collection and processing options. A weekly combined food and green waste collection (FOGO) emerged as the preferred collection model, with weekly food-only (FO) as a viable alternative. For processing, the most suitable options were:

· Scenario 2C: Use of existing private processors, with community group involvement where viable.

· Scenario 4A/4B: Use of large-scale out-of-region processing facilities.

These options balance environmental impact, cost-effectiveness, and practical implementation

A graph of a number of organics

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Service Requests

Service Requests	Request Details	Output	Date
25001001	6 Georgina Beyer Way: Recycle bin for new built	Bin delivered	04/06/2025
25001003	22 Hereford Dr: Recycle bin for new built	Bin delivered	05/06/2025
25001004	14 Hereford Dr: Recycle bin for new built	Bin delivered	05/06/2025
25001005	20 Hereford Dr: Recycle bin for new built	Bin delivered	05/06/2025
25001012	4 Hereford Dr: Bin wheels damaged	Repaired by Smart Env	05/06/2025
25001038	86 Victoria St: Bin lid damaged	Repaired by Smart Env	10/06/2025
25001076	9E + 9F Victoria St: Recycle bin for new built	Bin delivered	16/06/2025
25001080	15 Hilton Rd: Recycle bin lid damaged	Repaired by Smart Env	16/06/2025
25001098	9 Tararua Cr: Recycle bin for new built	Bin delivered	23/06/2025
25001107	6 Georgina Beyer: Rubbish not collected	Collected later by Smart Env	24/06/2025
25001135	4 Georgina Beyer: Recycle bin for new built	Bin delivered	27/06/2025
25001143	27 Kenwyn Dr: Wheelie bin wheel damaged	Repaired by Smart Env	30/06/2025
25001195	27 Kenwyn Dr: Yellow bin repair request	Bin wheel repaired	03/07/2025
25001238	6B Tait Pl: Yellow bin repair request	Bin wheel repaired	10/07/2025
25001271	469A High ST South: Yellow bin repair request	Bin wheel repaired	15/07/2025
25001297	140 Belvedere Rd: Stolen yellow bin	Bin replaced with new one	18/07/2025

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).

· Carterton is pairing up with KEEP NEW ZEALAND BEAUTIFUL group to promote Clean-up Week in September 19-25 September 2025.

· Waste-ED with Kate: 2025 Business waste education breakfast at Carterton Courthouse on 18 September, a CDC and SWDC joint session for making Wairarapa businesses sustainable.

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

· Waste minimisation planning across Carterton for Daffodil Day 2025.

· Include organic waste services as a provisional item in the upcoming waste service procurement process.

· Engage in the market for organics service and present findings to the councils in early 2026.

· Monitoring and reducing illegal litter dumping.

Some glimpses from the New World Soft Plastics Bin Installation

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A group of people posing for a photo

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6. Recommendation

That the Committee:

1. Receives the report.

File Number: 481818

Author: Sarvesh Tiwari, Waste Management and Minimisation Officer

Attachments: 1. Wairarapa Organics Kerbside Feasibility Study Report ⇩

Policy and Projects Committee meeting Agenda

10 September 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 to review and update the existing Assessment of Environmental Effects (AEE) to ensure it aligns with the now-operative Natural Resources Plan (NRP). A meeting with the consultant has been scheduled for next week to discuss key matters before further work is advanced. The consultant has indicated that while initial progress has been made, some aspects of the draft AEE require clarification and refinement to ensure accuracy and robustness. They have also signalled that certain assumptions in the draft may need to be reconsidered to better reflect their potential effects. The preferred approach remains to review and update the existing AEE rather than prepare a completely new assessment. It is expected that this will satisfy Greater Wellington Regional Council’s (GWRC) 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. This survey is scheduled to be carried out in the second week of September. Given that the budget was set in the previous LTP and the increased cost of providing information, officers will need to request a budget increase 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

10 September 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 are requesting. 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 scheduled to be carried out in the second week of September 2025.

· 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 Mangatārere Stream is over-allocated, that only a 5-year consent is possible. Te Tini o Ngāti Kahukuraawhitia engagement is in progress and we are awaiting aresponse.

· The landfill consent for the closed landfill requires renewal, with GWRC advising that a new AEE is needed. Officers have engaged a consultant to review and update the existing AEE in line with the operative Natural Resources Plan (NRP). Work is underway, with a meeting scheduled next week to progress key matters.

· As storage volumes approached capacity, CDC was required to consider emergency discharge options in the absence of rainfall sufficient to lift the Mangatārere Stream to the consented flow rate. Officers proactively engaged with GWRC in advance, outlining the operational constraints and seeking advice on the appropriate course of action should an emergency discharge become necessary. GWRC confirmed that land irrigation was the preferred initial option, with discharge to water permissible if site conditions gave rise to adverse effects such as ponding or odour. Acting on this guidance, CDC commenced land irrigation in a controlled manner while closely monitoring conditions on site. Following significant rainfall, flows in the Mangatārere Stream subsequently rose well above the required dilution threshold, enabling discharge to water to resume in full compliance with 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: 480945

Author: Jeet Kiran, Waters Compliance and Monitoring Officer

Attachments: Nil

Policy and Projects Committee meeting Agenda

10 September 2025

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7.9 Update on Major Projects

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.

4. Discussion

4.1 Waingawa Process Water

4.1.1 Finance

Total Budget $2,767,679

actual cost $2,725,000

All major construction has been completed, and practical completion was achieved on Wednesday, 20/08/2025 and pumps were commissioned on the same day. The grand opening and ribbon-cutting ceremony is planned for the 22nd of September 2025.

Officers are very pleased with the performance of all suppliers involved in delivering this landmark project on time and on budget.

There are already 4 process water connections in the Waingawa Industrial Park. The completion of this project opens many opportunities for the future of the industrial park.

Image 1 - Pump Station (1)

Image 2 – Pump Station (2)

Image 3 - Pump Inlet System (3)

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Image 4 - Pump House

A pipe with blue piping

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Image 5 - Inlet pipe to reservoir

4.2 Brooklyn Road Watermain Replacement

4.2.1 Finance

Total Budget $2,430,000.00

cost to date $2,039,014.16.

Officers are waiting for final claim, however is confident, that the work was completed withing the approved budget.

Progress

This contract has been completed and Practical Completion achieved on Thursday, 28/8/2025.

A person in a construction site

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Image 6 - Brooklyn Road Water Main Replacement Linking to old main

Image 7 - Brooklyn Water Main Replacement – Linking to old main

4.5 Depot Ablution Block

The old toilets in the depot offices have been removed.

We await a quote to refurbish the inside to create more office space.

A kitchen with a sink and a ladder

AI-generated content may be incorrect. A bathroom with a sink and a toilet

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Image 8 - Demolition Process

4.6 Frederick Street Treatment Plant Building Upgrade

The foundations and floor have been installed, and the wall construction is in process.

A building under construction with scaffolding

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Image 9 - Frederick Street Treatment Plant Building Upgrade (1)

A building under construction by a road

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Image 10 - Frederick Street Treatment Plant Building Upgrade (2)

A building under construction with scaffolding

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Image 11 - Frederick Street Treatment Plant Building Upgrade (3)

4.7 Waste Water Treatment Plant: Sewage Sludge Composting Pilot Programme - Pond 3

The first Phase of the Sludge Removal has been completed. 600 Tonnes of sludge were removed from Pond 3 and mixed with 500m³ mulch. This material was stacked into windrows on site and is now in the process of being allowed to compost. This is a three month process whereafter testing will be done to establish the progress and feasibility of the composting process.

Image 12 - Sludge Removal (1)

Image 13 - Sludge Removal (2)

Image 14 - Sludge Removal

Image 15 - Composting Process

4.8 Backflow Prevention

G&C Diggers is about to start installing backflow preventers in the area to bring CDC in line with The Water New Zealand Backflow Prevention for Drinking Water Supplies Code of Practice.

The council has to decide how the backflow preventers will be funded.

4.9 New Toilets

A Streamline roof canopy was successfully installed in the depot between the old office building and the new toilet block. We are also in the process of demolishing the old toilets to create more office space. All of these works are being delivered under the approved budget for the toilet upgrade.

A picnic table and benches under a roof

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Image 16 - Canopy over the backyard

4.10 High Street South Water Renewal

Egis has been instructed to start the design for the renewal of the water main and rider main in High Street South.

Construction of the replacement main is planned for January 2026.

If the work is undertaken based on the current yearly budgets (stop-start fashion), the pipework will be completed in 2030.

If budgets can be brought forward and construction executed continuously, the pipework can be completed in 2027.

4.11 Brooklyn Road Waste Water Renewal

Egis has been requested to quote for the sewer pipe design on Brooklyn Road.

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: 480781

Author: Christo Heyns, Project Manager

Attachments: Nil


AGENDA Policy and Projects Committee meeting
Date:	Wednesday, 10 September 2025
Time:	9:00 am
Location:	Carterton Events Centre 50 Holloway St Carterton
Deputy Mayor S Cretney Cr S Gallon Mayor R Mark Cr B Deller	Cr R Cherry-Campbell Cr L Newman Cr S Laurence Cr G Ayling