Agenda of Ordinary Council Meeting - Wednesday, 1 April 2026

Ordinary Council Meeting Minutes

18 February 2026

DRAFT

MINUTES OF Carterton District Council
Ordinary Council Meeting
HELD AT THE Carterton Events Centre, 50 Holloway St, Carterton
ON Wednesday, 18 February 2026 AT 1:00 pm

PRESENT: Mayor Steve Cretney (Chair), Deputy Mayor Grace Ayling (Deputy Chair), Cr Brian Deller (via videoconference), Cr Steve Laurence, Cr Lou Newman, Cr Steve Gallon, Cr Rachel Round, Cr Jane Burns, Cr Simon Casey

IN ATTENDANCE: Staff

Geoff Hamilton (Chief Executive), Marc Ferguson (Chief Financial Officer), Solitaire Robertson (Group Manager Planning and Regulatory), Glenda Seville (Group Manager Community and Facilities), Lawrence Stephenson (Group Manager Infrastructure), Sara Renall (Senior Communications and Engagement Advisor), Robyn Blue (Democratic Services Officer)

Other

Anna Maxwell and Roger Wigglesworth (Destination Wairarapa)

Matt Carrere (videoconference) and Anna Lawrence and Natasha Kyd (Wellington NZ)

Karakia Timatanga

The meeting opened with a karakia by all members.

REMEMBERANCE

There was a minute’s silence to remember two previous councillors who had recently passed away:

Bill Knowles – Bill served 15 years on Council, and one term as Deputy Mayor. He was instrumental in the development of Sparks Park, and was the inaugural Chair of the Sparks Park Committee.

Barbara Durban - Barbara was a councillor from 2007 to 2013. She was an advocate for community-led projects and was particularly involved in infrastructure and planning. She was a key driver for development of the Wairarapa Events Centre, and was known for her honesty and integrity.

1 Apologies

MOVED

That an apology be received from Joel Ngātuere.

Mayor S Cretney / Cr L Newman

CARRIED

2 Conflicts of Interests Declaration

There were no conflicts of interest declared.

3 Public Forum

There was no public forum.

4 Discussion of Public Forum

Not applicable.

5 Youth Council views on agenda items

Nil.

6 Confirmation of the Minutes

7.1 Minutes of the Ordinary Council Meeting held on 10 December 2025

MOVED

1. That the Minutes of the Ordinary Council Meeting held on 10 December 2025 are true and correct.

Cr J Burns / Cr R Round

CARRIED

7 Reports

8.1 Chief Executive Report

1. Purpose

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

MOVED

That the Council:

1. Receives the report.

Mayor S Cretney / Cr R Round

CARRIED

2. Agrees to bring forward $800,000 of the 2026/27 Water Supply Network Renewals budget to allow continuation of work.

3. agrees to the transfer of $540,362 from Backflow Prevention budget (WSC25Boundrybackflow) to the Water Supply network renewal budget. (WSC25Mainsreplace).

4. Agrees to the transfer of $132,230 from Condition Assessment budget (WSC25Conditionassess) to the Water Supply network renewal budget (WSC25Mainsreplace).

Mayor S Cretney / Cr S Gallon

CARRIED

8.2 Destination Wairarapa Quarterly Report

1. Purpose

For the council to receive a report of activities for the quarter ending December 2025.

NOTED

· Wairarapa has been recognised by Lonely Planet as a ‘Best in Travel’ destination. This will generate significant international media coverage valued at over $4 million.

· Dark Sky tourism initiatives and the Classic New Zealand Wine Trail partnership were highlighted as key growth opportunities, which will bring an increase in international visitors to the Wairarapa.

MOVED

That the Council:

1. Receives the report.

Mayor S Cretney / Cr S Casey

CARRIED

8.3 Wellington NZ Quarterly report

1. Purpose

For Council to receive a report of activities for the quarter 31 December 2025 on the delivery of the Wairarapa Economic Development Strategy.

MOVED

That the Council:

1. Receives the report.

Deputy Mayor G Ayling / Cr S Casey

CARRIED

8.4 Quarterly Performance Report for the period ending 31 December 2025

1. Purpose

To present the quarterly financial and non-financial performance results to the Council for the period ending 31 December 2025.

MOVED

That the Council:

1. Receives the report.

Cr L Newman / Deputy Mayor G Ayling

CARRIED

8.5 Carrington Park Play Space Upgrade

1. Purpose

For the council to receive an update on the project and consider allocation of additional funds to support the project.

MOVED

That the Council:

1. Receives the report.

Mayor S Cretney / Cr L Newman

2. Approves and additional $900,000 unbudgeted expenditure, funded from Reserves Contribution Fund and Parks & Reserves Depreciation Reserve, as appropriate.

For the motion – Mayor S Cretney, Cr S Laurence, Cr L Newman, Cr J Burns, Cr S Gallon

Against the motion – Cr B Deller, Cr S Casey, Cr R Round, Deputy Mayor G Ayling

CARRIED

The meeting went into recess at 3 pm, and reconvened at 3.10 pm.

8.6 2026/27 Annual Plan Consultation Approach

1. Purpose

For the Council to determine its community engagement approach for the 2026/27 Annual Plan.

MOVED

That the Council:

1. Receives the report.

Cr L Newman / Deputy Mayor G Ayling

CARRIED

2. Resolves that the draft Annual Plan 2026/27 does not contain any significant or material difference from Year 3 of the Long-term Plan 2024-34, and therefore, in accordance with section 95(2) and 95(2A), consultation is not required however, information will be provided to the community regarding the content of the plan following adoption.

Mayor S Cretney / Cr R Round

CARRIED

8.7 Review of actions arising from the Chief Ombudsman's Report on Council meetings and workshops

1. Purpose

For Council to review CDC actions arising from the Chief Ombudsman’s report on Council meetings and workshops.

MOVED

That the Council:

1. Receives the report.

Mayor S Cretney / Deputy Mayor G Ayling

CARRIED

2. Agrees to not uploading Advisory Group meetings to You Tube.

Mayor S Cretney / Cr L Newman

CARRIED

3. i) Agrees to continuing the practice of not producing public-excluded agendas and minutes of the Chief Executive and Mayor’s sessions.

Cr S Laurence / Cr S Gallon

CARRIED

4. Agrees to continue making Council meetings available to the public through a Teams link and also uploading to YouTube.

Cr L Newman / Cr S Casey

CARRIED

5. Agrees that only workshops with identified public interest are uploaded to YouTube, otherwise they will be made available on request.

Mayor S Cretney / Cr S Casey

CARRIED

6. Notes there are no other changes to planned actions in response to the Chief Ombudsman’s Report in 2023 on workshops and his recommendations to Councils.

Mayor S Cretney / Deputy Mayor G Ayling

CARRIED

8.8 Combined Wairarapa District Plan Review – Joint Committee appointment

1. Purpose

The purpose of this report is to present Council with the recommended composition of the Joint Committee to oversee the resolution of Environment Court appeals on the Proposed Wairarapa Combined District Plan and to present the Joint Committee’s proposed delegations.

MOVED

That the Council:

1. Receives the report ‘Combined Wairarapa District Plan Review – Joint Committee appointment’ 18 February 2026; and

2. In accordance with sections 34(1) of the Resource Management Act 1991 (''RMA'') and clause 30 of Schedule 7 to the Local Government Act 2002, the Masterton District Council:

(i) unites with the Masterton District Council and South Wairarapa District Council in appointing a joint committee, to be known as the Wairarapa Combined District Plan Joint Committee to exercise the functions, duties and powers of the Council under the First Schedule to the Resource Management Act 1991 which are delegated to the Joint Committee; and

(ii) agrees that each council will appoint two members to the Joint Committee with the ability to appoint alternate members to cover absences; and

(iii) agrees to the appointment to the Joint Committee of 2 members (one member representing Rangitāne o Wairarapa and one member representing Ngāti Kahungunu ki Wairarapa) to be appointed by the four iwi entities (Kahungunu ki Wairarapa, Ngāti Kahungunu ki Wairarapa Tāmaki Nui ā Rua Settlement Trust, Rangitāne o Wairarapa, and Rangitāne Tū Mai Rā Trust); and

(iv) agrees that the Joint Committee will appoint an appropriately qualified Commissioner as an independent Chair and the Joint Committee will appoint one of its members as the Deputy Chair; and

(v) agrees that the removal of the office of Chair and Deputy Chair is within the powers of the Joint Committee; and

(vi) agrees that the quorum of the Joint Committee will be five members and include at least one member of each territorial authority; and

Mayor S Cretney / Cr S Laurence

CARRIED

(vii) appoints the following councillors as the Carterton District Council members to the Joint Committee:

(i) Councillor Brian Dellar

(ii) Councillor Jane Burns

Deputy Mayor G Ayling / Cr L Newman

CARRIED

(viii)Appoints the following councillor as the alternate member of the Joint Committee to cover the absence of one of the appointed members:

(i) Councillor Rachel Round

Mayor S Cretney / Cr S Gallon

CARRIED

3. In accordance with Section 34 of the Resource Management Act 1991 the Carterton District Council delegates to the Wairarapa Combined District Plan Joint Committee all its functions, powers and duties under the First Schedule to the Act.

Mayor S Cretney / Cr R Round

CARRIED

8.9 Appointments to two external advisory groups

1. Purpose

For the Council to make elected member appointments to two external advisory groups for the 2025-28 Triennium.

MOVED

That the Council:

1. Confirms the following GWRC appointments for the term of this Triennium:

Committee / Entity

Elected Member Appointee(s)

Upper Ruamāhanga River Advisory Group

Cr B Deller

Mayor S Cretney

Waiōhine River Advisory Group

Cr B Deller

Mayor S Cretney / Cr R Round

CARRIED

8.10 Governance Statement 2025-2028

1. Purpose

To update the Local Governance Statement for the 2025-2028 Triennium in accordance with Section 40 of the Local Government Act 2002.

MOVED

That the Council:

1. Receives the report.

2. Adopts the updated Governance Statement 2025-2028, as required by Section 40 of the Local Government Act 2002 subject to correction of the following words on page 5 (in bold):

“The review is binding for ~~the next two election cycles in 2025 and 2028~~ this election cycle (2025 – 2028) and 2028-2031, unless Council decides to undertake another review”.

Mayor S Cretney / Cr J Burns

CARRIED

8.11 Updated Wellington Region Trienniel Agreement 2025

1. Purpose

For Council to confirm the Wellington Region Triennial Agreement for 2025 – 2028.

MOVED

That the Council:

1. Confirms the updated Wellington Region Triennial Agreement 2025.

Deputy Mayor G Ayling / Cr J Burns

CARRIED

8.12 Council Submissions on Proposed Legislation

1. Purpose

For the council to endorse external submissions to the Government’s consultations on its proposals for a Rates Target Model, and Simplifying Local Government.

MOVED

That the Council:

1. Ratifies CDC’s submission to the Department of Internal Affairs on the Rates Target Model proposal on 4 February 2026.

Mayor S Cretney / Deputy Mayor G Ayling

CARRIED

2. Approves CDC’s submission on the Simplifying Local Government proposal to be formally lodged with Government before 20 February 2026.

Cr J Burns / Cr S Gallon

CARRIED

8.13 Local Water Done Well Update

1. Purpose

This report is an information update for the Council on the Wairarapa Tararua water establishment and transition programme.

MOVED

That the Council:

1. Receives the report.

Mayor S Cretney ./ Deputy Mayor G Ayling

CARRIED

8.14 Amendments to the Investment Committee Terms of Reference and Statement of Investment Policy and Objectives (SIPO)

1. Purpose

For Council to approve the updated Terms of Reference and Statement of Investment Policy and Objectives (SIPO) for the Investment Committee.

MOVED

That the Council:

1. Receives the report.

Mayor S Cretney / Cr L Newman

CARRIED

2. Approves the updated Terms of Reference and Statement of Investment Policy and Objectives subject to the following amendment (in bold) - “The purpose for which the Reserves and Investment Fund has been established is to generate income and grow the Reserve Assets in order to provide funding in real terms for community outcomes as set out in the Long-Term Plan”.

Cr S Laurence / Cr L Newman

CARRIED

8.15 Local Government Official Information and Meetings Act Requests

1. Purpose

To inform the Council of the number of requests under the Local Government Official Information and Meetings Act (LGOIMA) 1987 (the Act) 2 December 2025 to 2 February 2026.

MOVED

That the Council:

1. Receives the report.

2. Notes the results of the LGOIMA Self-Assessment Tool.

Mayor S Cretney / Cr J Burns

CARRIED

8.16 Service Requests and Complaints

1. Purpose

For the Council to be informed on Service Requests and Complaints received 2 December 2025 to 2 February 2026.

MOVED

That the Council:

1. Receives the report.

Mayor S Cretney / Deputy Mayor G Ayling

CARRIED

8 Exclusion of the Public

RESOLUTION TO EXCLUDE THE PUBLIC

MOVED

General subject of each matter to be considered	Reason for passing this resolution in relation to each matter	Ground(s) under section 48 for the passing of this resolution
9.1 - Conditions for re-appointment of the Independent Advisor for the CE Employment Review Committee	s7(2)(a) - the withholding of the information is necessary to protect the privacy of natural persons, including that of deceased natural persons s7(2)(b)(ii) - the withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information	s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7
9.2 - Property Review	s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities	s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7
9.3 - Appointment of the Chair of the Risk and Assurance Committee	s7(2)(a) - the withholding of the information is necessary to protect the privacy of natural persons, including that of deceased natural persons	s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7

Mayor S Cretney / Cr L Newman

CARRIED

MOVED

That Council moves out of Closed Council into Open Council.

Mayor S Cretney / Deputy Mayor G Ayling

CARRIED

9 Karakia Whakamutunga

The meeting closed with a karakia by all members.

The Meeting closed at 4.25 pm

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

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

Ordinary Council Meeting Agenda

1 April 2026

8 Reports

8.1 Chief Executive Report

1. Purpose

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

2. Significance

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

3. Significance

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

4. Community services

Community & Partnerships

Neighbourhood Support

Weekly newsletters continue to be distributed to all Neighbourhood Support groups, providing community updates along with NZ Police crime data for Carterton. These reports, which include practical security tips, are well received by residents.

Letterbox drops featuring “Join Now” invitations were completed on Augustus Street, Taylor Street, and Broadway. These included information on the benefits of joining Neighbourhood Support, along with “growing neighbourhood” seed packets.

Signage for recently joined groups has been installed by a contractor at Hurunui O Rangi Marae, Gladstone Road, De Lacy Lane, and Broadway.

The Neighbourhood Support Coordinator has also updated the promotion of local events for March, encouraging community participation and involvement.

Walking & Wheels

The ‘Out & Active’ campaign continues until the end of March. This is a guide to staying active, connected, and well, in the Carterton District. Whether you’re looking for local events, family‑friendly activities, clubs to join, or simple ways to enjoy the outdoors, you’ll find it all here. Carterton is packed with opportunities to move, explore nature, and connect with others.

From cycling challenges and triathlons to StoryWalks®, skate parks, swimming pools, and our 30 beautiful parks and reserves, there’s something for everyone, all year round.

Visit Out & Active in Carterton | Carterton District Council for more information.

StoryWalk©

A new storywalk has been installed in Carrington Park. ‘The Great New Zealand Easter Egg Hunt’ is another great story published here in NZ focussing on NZ iconic animals and birds.

Grants

Promotion of all currently open grant programmes is underway through established networks and direct communication with previous recipients. The Creative Communities Grant, Waste Minimisation Rapid Fund, Returned and Services Memorial Trust Tertiary Fund, and the Rural Travel Fund are all now open for applications, with ongoing outreach to ensure strong community engagement.

Two applicants have been successfully appointed to the Creative Communities Committee. The Grants Administrator will coordinate assessor training prior to the assessment meeting in April.

The team has organised a series of public workshops to support community organisations and clubs in future-proofing their groups. These workshops will cover topics such as recruitment, understanding officer roles, and accessing funding support.

Additionally, we are planning our annual Funders Forum workshops across the region. All three councils are involved and will each host a forum within their district.

The team has also coordinated the development of the 2026 Funders Booklet, along with promotional tiles and supporting resources for each event.

Community Events

Holloway Hoopla

Around 1,000 people joined us for the second Holloway Hoopla on Sunday 15 March. The sun was shining, face painting was in full swing, and it was great to have both indoor and outdoor spaces for our community to enjoy this free event.

The strong construction theme was reflected across the day through interactive activities, storytelling, and hands-on competitions. Many of the offerings were community-led or supported by our Community and Partnerships event team.

We were pleased to be joined our Tuia mentee for 2026.

Upcoming Events

19 March – Dogs in Togs

25 April – ANZAC Day

27 May – Citizenship Ceremony

6 June – Charles Rooking Carter Community Awards and Miriama Kamo – Less Waste; Greater Place

Other Community Events Information

The Community Events information page on the Carterton District Council website outlines information about the Events Approval Process.

Community Events | Carterton District Council (cdc.govt.nz)

Climate Change

Carterton’s Climate Change Strategy Implementation Plan

We are making good progress against Carterton’s Climate Change Strategy Implementation Plan, though no major milestones have occurred in the reporting period.

Analysis

A climate change risk summary was presented to the Risk and Assurance committee on 11 March and reported on in the media.

A draft of a Fleet Review has been completed to inform Long-Term-Plan development and has been shared with the ELT for discussion.

The 2024/25 emissions inventory is near complete. The report also analyses the likely impact of separation of activities into a new water entity from July 2027. Approximately 92.5% of Council emissions will go with the new entity, with electricity and fuel making up most of what remains.

Community engagement

The climate community forums pilot continues.

The 27 February forum featured Dr Alex Pezza from GWRC talking about the new climate change projections for the Wairarapa. Climate changes will be greater than in the previous projections. There were 20 attendees. A recording of the forum is available on request to the Climate Change Coordinator.

Upcoming Forums

25 March - Donut Economics with Bruce Anderson 7pm to 9pm in Hurunui-o-Rangi Room)

14 & 15 April – The Youth Climate Forum has a variety of speakers and activities lined up. The timing of the event ties in with the Wairarapa Nature At Night fortnight and Conservation week the following week.

17 April - Environmental Law Initiative (ELI) talking about Climate Litigation in New Zealand.

18 April - BioChar workshop with Phil Stevens from Living Economies.

Visit Climate Change | Carterton District Council for more information and registration process.

Although the pilot will be evaluated in May, we are planning a May forum on Climate/community preparedness/Emergency Management, and a June forum in conjunction with the Library and WaiWord on their guest author for the month.

MTFJ (Mayors Taskforce for Jobs Wairarapa

Since January, the Mayors Taskforce for Jobs (MTFJ) Wairarapa team has achieved strong momentum, with 15 candidate placements to date, including:

· 10 MSD contractual outcomes

· Two walk-in placements (non-contractual)

· Three candidates currently transitioning into full-time employment and MSD contractual outcomes

This represents nearly 50% of the total required outcomes for the 2025–2026 funding period.

Recent success has been driven by increased on-site engagement, including workplace visits, ongoing employer follow-up, and a growing “ripple effect” of local businesses initiating direct contact with MTFJ. This activity reflects the programme’s enhanced community visibility through targeted social media updates and word-of-mouth referrals.

Workplace visits continue to be a valuable tool in connecting rangatahi with career pathways across Wairarapa. They allow candidates to experience different workplaces first-hand and engage directly with employers in a low-pressure setting — helping build confidence, understanding of roles, and mutual connections.

Programme and Event Highlights

On 24–25 February, MTFJ Wairarapa launched Ready, Set, Go! – Human Skills for Readiness, with strong participation and engagement across both sessions.

Twelve rangatahi explored their feelings about work, identified strengths and areas for growth, and set personal next steps — showing encouraging levels of self-awareness and work readiness that help bridge the gap between preparation and employment.

Following the workshops, MTFJ Wairarapa partnered with Go Carterton to host a Business After 5 event, attracting more than 40 attendees.

Guests included Hon. Mike Butterick, MP (National Party), representatives from MSD, local councils, Makoura College, Kuranui College, local employers, and of course, the MTFJ candidates (rangatahi). The event provided a vibrant networking opportunity and further solidified community connections around youth employment.

Upcoming Activities

· Business After 5 with the Martinborough Business Association

· Breadcraft site visit with the current MTFJ cohort

General Community

The team supported the Wairarapa Disability expo by promotion of Council mobility design and installation;

Carterton Library

Statistics

Month	Physical issues	Ebook/Emagazine/Audiobook issues on Libby	Launches of Library App	New Members
December 2025	4120	727	3156	21
January 2026	4345	904	3461	25
February2026	4755	829	3265	30

Programming

The Stories & Songs preschool weekly programme continues to be popular, receiving positive feedback and good attendance, particularly from Carterton Kindergarten. The addition of displaying songs, rhymes, and their lyrics on a screen has been well-received, allowing parents and caregivers to participate more easily.

In February, a monthly bilingual Stories & Songs session featuring both English and Te Reo Māori was introduced. This initiative was similarly well received, with good attendance and positive comments on the library's Facebook page following the first session.

A very successful collaborative workshop and then talk with Wairarapa Word and the poet Karlo Mila took place on Sunday 1 March.

A Haiku workshop for all ages was held in the library on Friday 20 March and was well attended.

Holloway Hoopla

The library opened for the first time as part of the Holloway Hoopla on Sunday, March 15.

After discussing the event's theme with other Council staff, the library tailored two special story time sessions titled "Boom, Bang, Build" and had LEGO® bricks available for imaginative construction. A total of 21 attendees participated in the morning story time session, while 31 attended in the afternoon. Additionally, there was a pop-up book sale. On the day, three people joined the library, and many first-time visitors were happy to see the library open for a community event.

Social Media

The library's Facebook page has been growing in followers and engaging well with the community. Most posts have multiple ‘likes’, many are ‘shared’, and generate positive comments. The most popular post in March attracted 35 ‘likes’ and four ‘shares’. This is important for building the library’s presence in the community.

Feedback

About the first bilingual session:

“Ka rawe for the amazing, animated storyteller, bringing the stories alive with language te reo/English, moving bodies, thinking minds and so much feeling from the manawa. Enjoyment a key for tamariki and the adults and Nannas too ”

“The people leading this have put so much effort and thought in!! I heard karakia, multiple Waiata, and a story. Such a great offer for the tamariki!!”

About Holloway Hoopla:

“Loved seeing you open today.”

“The story time was wonderful! Quintin was fantastic!”

General:

“I live in Southampton in the UK, and this library is much better than my local library there.”

“I love your library app – so clever and convenient!”

Storm Response and Recovery

The high‑wind event that affected the district resulted in the loss of several mature specimen trees of significant value, including:

· Quercus palustris (pin oak) at Memorial Square

· Ulmus species at (elm) Carrington Park

· Hesperocyparis (macrocarpa) at Howard Booth Park

These losses represent a notable impact on the district’s tree assets and landscape character.

The failure of the Memorial Square pin oak caused damage to underground infrastructure, including power cabling and irrigation lines. Repairs are underway and remain a current work in progress with two new solar lights have been installed at Memorial Square to replace storm‑affected units.

Operations and Maintenance

Repairs and maintenance activities continue across the network, with storm‑related tasks prioritised. Parks and Reserves levels of service have remained at business‑as‑usual throughout the reporting period.

Clareville Cemetery continues to operate under business‑as‑usual conditions. Veterans Affairs conducted a site visit to the Services Section of Clareville Cemetery, accompanied by representatives from the Carterton RSA. All parties expressed strong satisfaction with the standard of care and presentation.

Veterans Affairs has confirmed funding support for:

· Installation of an additional memorial plinth

· Installation of a new flagpole in the south‑eastern Services Section

This investment reflects confidence in the ongoing management and upkeep of the cemetery.

Remedial repairs have been completed on timber structures at Longbush Hall to remove rotten material and maintain the building’s structural integrity.

The Swimming Pool season has now concluded.

Community Engagement

The Keep Carterton Beautiful Group continues to provide valuable volunteer support across several sites, including:

· Wyndham Street Reserve

· Victoria/Pembroke Pathway

· Clareville Cemetery

Their ongoing contribution is acknowledged and appreciated.

5. Regulatory and Planning

Building services

Consent Activity

Consent volumes remain generally consistent with the same period last year.

· 1 January – 23 March 2026: 47 consents received

· Same period in 2025: 41 consents received

Overall activity appears steady, with early indications from tradespeople suggesting an uplift in industry confidence that may translate into increased consent applications later in the year.

Staff are preparing for a significant set of mid‑year legislative changes, including:

· Introduction of self-certification pathways and other amendments impacting building control functions

· New and expanded government reporting requirements, with MBIE currently engaging councils on a standardised reporting format

· Initial advice indicates that IT system modifications required to meet these formats will come at a cost to council, as updates will need to be implemented by software providers.

Consent Processing and Inspections

Average consent processing times remain strong at under 10 days. Inspections are typically occurring the following day.

Work to close historical consents continues; this is temporarily impacting overall performance statistics.

System Changeover

The team is preparing to transition to a new consent management system in mid-May. Preparatory work is underway to ensure consistency of service through the changeover period.

MBIE Audit Preparation

Preparation is underway for the upcoming MBIE audit on pools and compliance schedules (mid‑year).

Audits are now completed through remote survey tools (SurveyMonkey) rather than on-site visits.

Operational Risks and Sector Changes

Building Services staff have expressed concern that proposed government changes—reducing building control oversight and increasing work allowed without consent or under self‑certification—may result in higher levels of complaints, requiring council intervention after the fact.

Animal Control

Microchipping
We have made strong progress in updating dog records in MagiQ, successfully adding microchip numbers to a significant number of animals. Feedback from the general public has been very positive, with many expressing appreciation for the proactive approach to ensuring dog details are accurate and up to date. This initiative provides reassurance to owners in the event their dogs go missing.

Dogs in Togs Event
The Dogs in Togs event was a resounding success, with excellent participation from the community. The high level of engagement indicates strong interest, and there is clear potential to expand the event in the future by increasing capacity and offering additional time slots.

Sponsorship
Blackhawk demonstrated outstanding support, exceeding expectations with their level of sponsorship and contribution to the event.

Livestock issues
Dorothy, a lone ewe collected from the Waingawa Industrial Estate, was successfully sold at the Clareville sales achieving a price of $160.

Animal Welfare Calls
We have received a number of animal welfare calls this month, particularly relating to sheep. I have attended these cases in the first instance to ensure animals are not in imminent danger due to lack of water, food, or shelter. As we do not currently have suitable facilities to impound livestock, I have liaised with the SPCA, who have confirmed they are happy to accept referrals for these types of cases moving forward.

Alcohol Licensing

The liquor licensing team has been steady with no recorded complaints or concerns which is pleasing.

One hotel has closed – Normanby Tavern. The premises are currently being advertised for lease, so hopefully it won’t be long before a new business is launched there.

The Masterton Police visited in January and conveyed they are happy with the licensed premises in Carterton and pleased that there hasn’t been any recorded alcohol related crime in Carterton for quite some time.

Relevant statistics are as follows:

· 2 Club Licence renewal applications

· I new Off Licence (remote sales) application

· 1 Off Licence renewal application

· 5 Managers Certificate renewal applications

· 1 new Managers Certificate application

· 6 Special Licence applications

Noise

In February, the Noise Control team responded to 20 callouts. These callouts resulted in issuing three Excessive Noise Direction (END) notices and one seizure.

The seizure related to a property where Council had previously issued an Abatement Notice, which remains in effect for a six‑month period. Police attended the property alongside Council’s noise control contractor as the occupier failed to comply with the terms of the Abatement Notice. Upon arrival, loud music was being played from a vehicle stereo, and the keys to the vehicle were seized in accordance with enforcement powers. A fine for failing to comply with an Abatement Notice was issued the following day.

6. Infrastructure services

Water Operations

Water Treatment operation has supplied an average summer demand. There were a few days of high water usage, though the frequent heavy rain events have kept the peak days to a minimum.

There were water conservation measures in place to manage the peak demand from December until March as required by the resource consent conditions. The water reticulation team has responded quickly to water leaks, with summer (Nov-Mar) requests for service of 54 compared to 93 last year.

The wastewater network and treatment plant has continued to work well. Flows are lower for the summer months, and extending the storage times as expected. However, the frequent rainfall events have limited the days that the soil moisture levels were satisfactory for land irrigation. Volumes discharged to land are expected to be lower consequently.

The water race network cleaning progressed through summer, with some positive feedback for Jason Rose, the new Water race overseer 2IC. The frequent rainfall has made it easier to maintain flow in the network, with less low flow days.

Roading

The Ruamahanga Roads team continues to maintain network, though there are challenges managing the work within the budget. The network came through the recent storm with no major damage, Fulton Hogan responded well dealing with widespread wind damage and fallen trees.

Points to note:

· Te Kopi bridge near Gladstone was closed on 23 March after a section of concrete slab had a hole. The slab was replaced on the 24 March.

· The contract for Ruamahanga Roads is nearing the final 2 years in the contract with final expiry date of 1 July 2029. We are engaging with NZTA regarding any potential contract extension given the length of the current contract (7 years).

Staff will present a report at the Policy and Projects Committee meeting on 22^nd April regarding the state of our bridges, including Te Kopi bridge. There are 103 bridges within the district.

Waste Minimisation

The Waste Management and Minimisation Contract was tendered on the 30 January, with the tender closed on 19 March 2026. The tender evaluation team are reviewing the tenders received for the contract start date of 1 July 2027.

For the current contract:

· The contractor had challenges with the storm moving through Wairarapa in Feb'26 but had taken control over the operations well afterwards.

· There were no issues with E-waste, batteries, tyrewise & scrap metal collections since last 3 months.

· One of the major achievements was in February 26 when the auditing of the recycling kerbside bins across whole Wairarapa had contamination of 3.6% only which is significantly lower than our WMMP targets of <=12%

· Following the severe weather events Council offered a free Green Waste drop-off weekend which saw around 386 customers visit the transfer station. SWDC also participated with a similar offer on the same weekend, however Masterton had power issues at their transfer station and were unable to accept green waste over the same weekend. The number of customers delivering green waste to Carterton’s transfer station over the free weekend was 15 times our usual volume. Given the offer was related to the severe weather event, we will seek to recover these costs from the Emergency Operations Centre.

· Council staff report satisfactory services for the waste contractor, Wairarapa Smart Environmental, with a very helpful customer services team who contact local residents for missed collections, half-empty bins etc. This helps to manage the workload for our council Customer Services team.

7. MAJOR PROJECT UPDATES

Frederick Street Treatment Plant Building Upgrade

The building extension was completed in December and the new pH equipment is being installed by the Water Treatment Operators. The dosing equipment had already been purchased, so the work will be connecting pipework, dosing pumps and co-ordinating with the controls upgrade over the next couple of months.

High Street South Water Renewal

The construction of the water replacement main continues after the start in January 2026. G&C completed the section of the rider main in front of the school to ensure the work was complete before school starts to avoid causing disruption to school traffic.

To date 400m of rider main, and 400m of the replacement water main have been installed. The project is on-track for completion in September for the mains replacement up to Howard Street ahead of the State Highway pavement refurbishment.

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

The composting programme has now entered the verification stage, due for completion at the end of May. Samples have been taken and analysed for pathogens, heavy metals and other contaminants.

All tests so far have been compliant with an A1 biosolid which can be applied to land under the new wastewater standards.

Waste Water Treatment Plant Inlet Works Upgrade

The tender for the Waste Water Treatment Plant Inlet Works Upgrade was awarded to Seipp Construction in February and the detailed design is progressing. There are not expected to be any personnel onsite until July, but there have been investigations onsite to confirm existing equipment levels and geotechnical ground conditions.

Given disruptions in the Middle East and to shipping world-wide, we have decided to place orders for long lead-time equipment as soon as they have been confirmed as part of project design. We anticipate ordering the Salsnes Filter in the next couple of weeks, which is one of the long-lead items being supplied out of Europe.

8. Corporate Services

Corporate Planning

2027-2037 Long Term Plan (LTP)

Internal planning is well underway for the LTP including the appointment of the Project Team, development of the project plan, and initial scheduling of Council workshops. A separate report summarises the introduction and overview of the plan.

2026/27 Annual Plan (AP)

The development of the 2026/27 AP is progressing well with Council confirming at the last council meeting that there is no requirement for formal consultation. A separate report in this agenda outlines the adoption of the draft plan with adoption scheduled for 13 May 2026.

2025/26 Annual Report (AR)

Work on this year’s AR has commenced with a positive interim audit in a February. The Project Team will progress the development of the AR document including measuring progress towards the Key Performance Indicators. Adoption of the AR is scheduled for 28 October 2026.

Communications

February and March included a strong focus on community feedback, emergency communications, and improving access to clear, consistent council information.

The Community Survey was a key priority during this period. While analysis is still ongoing, the survey has received 766 submissions to date, representing a 5% increase on 2025 participation. Communications activity supported awareness of the survey window and encouraged participation across council channels, contributing to the improved response rate. Full analysis and reporting will be presented to the 13 May Ordinary Council meeting.

In February, the Communications and Engagement team played a significant role in Public Information Management (PIM) during the severe heavy weather event affecting the Wairarapa. This included active participation in regional PIM arrangements through the Emergency Operations Centre, coordination with WREMO and partner councils, and delivery of timely public information across digital, media, and stakeholder channels. Communications activity focused on public safety messaging, road and access updates, power and water advisories (including boil‑water notices), welfare information for affected communities, and supporting spokesperson briefings. The team also worked to correct misinformation and maintain a clear, trusted single source of truth throughout the response and early recovery phases.

Alongside this work, we have been updating the Residents Guide focussing on improving access to plain‑English information about council services, processes, and how residents can engage with council.

Information Technology (IT)

Information Technology still is actively looking at approaches and technology to help reduce the time for business-as-usual tasks or remove the need for them completely. IT is actively working with the other groups to help develop an overall council approach to this work.

Customer Services

Customer Services has experienced a steady increase in Rates Rebate applications for 2025/26 and continues to actively support customers through this process. Alongside this, improvements are being made to the front counter area at 28 Holloway Street to create additional space and enable more streamlined, efficient service delivery for our hapori (community).

Māori Liaison

The Māori Liaison function has continued to strengthen its presence across Council activities. This included participation in the Tākaihere role during the February severe weather emergency response, ensuring Māori communities remained connected and supported, while providing cultural guidance throughout the response. We are also continuing to enhance the use of te reo Māori across Council reporting, supporting delivery of our Māori Responsiveness Action Plan, as reflected in the Annual Plan – Mahere ā-Tau 2025/26.

Coming up: Planning is underway for the rollout of Treaty of Waitangi training, as part of the new Council’s Induction Programme, and to strengthen staff capability, understanding and relationships with iwi, hapū and hapori Māori.

Emergency Management

February Weather Event

In February, the Wellington region managed a significant emergency response following severe weather that impacted roading infrastructure across Masterton, Carterton and South Wairarapa.

Approximately 60 personnel operated through five-day shifts at the Wairarapa Emergency Operations Centre (EOC), which was based at Greater Wellington premises in Masterton. An additional 33 people supported the response, including 23 field staff alongside representatives from Land Search and Rescue, Māori Wardens, Red Cross and Urban Search and Rescue teams.

While Carterton District avoided significant impacts, South Wairarapa District suffered major damage to a number of roads and bridges, and have established a dedicated Recovery Office to manage the ongoing impacts including psychosocial concerns arising from community isolation.

Global Fuel Disruption

The Ministry of Business, Innovation and Employment (MBIE) are leading this issue nationally and have assessed the country as not currently facing an immediate nationwide fuel shortage. The most likely short‑term impact is a surge in demand, where fear‑driven buying and social media attention lead to queues and temporary fuel outages at some service stations, without a national shortage.

However, should there be ongoing international disruption, the situation could change so preparation is needed. For this reason, we have activated our Crisis Management Team (CMT) and are meeting weekly to monitor the potential impacts on council’s services. We are working in conjunction with the Wellington Region Emergency Management Office (WREMO) and our EOC, and following guidance from MBIE.

Currently, we have advised staff to conserve fuel usage where possible, and take any other measures that may help such as:

· Conserve fuel usage where possible

· Only use vehicles for necessary work and plan routes to save fuel

· Request online meetings or use public transport (if possible) to attend meetings outside of the district

· Top up all fuel bowsers/storage, generators, and vehicles at the end of each day

· Consider what work can be done remotely and organise travel by location

· Use the council's electric bikes and scooters for meetings within Carterton township

· Review business continuity plans to be prepared for ongoing disruption

· Carpool, bike or use public transport to/from work if possible.

Should the situation continue, we will consider further potential measures such as working from home arrangements and managing service delivery.

Wellington Region Civil Defence Emergency Management Group Plan

The Wellington Region Civil Defence Emergency Management (CDEM) Group is seeking feedback on its draft CDEM Group Plan for 2026–2031.

The plan sets out how councils, emergency services, iwi, lifeline utilities, government agencies, and communities will work together to manage emergencies across the Wellington region.

The CDEM Group Plan outlines how the region will:

· understand and manage risks from hazards

· prepare communities and organisations for emergencies

· coordinate response during emergencies

· support recovery afterwards.

The plan is based on the region’s long-term emergency management strategy and sets priorities for the next five years. It focuses on three key goals:

· Managing Risk – improving understanding of hazards and risks across the region

· Effective Response and Recovery – strengthening coordination, capability, and recovery planning

· Community Resilience – supporting communities to prepare, respond, and recover from emergencies.

Public consultation is via the WREMO website and is open 10 March – 10 April 2026.

9. People and Wellbeing

Our People

Onboarding/Offboarding:

· We have had no staff joining or leaving the council during this period

Recruitment:

· Management Accountant – continuing to search for a candidate in an employment market with few suitably experienced candidates.

· Executive Assistant – interviewing underway

· Events Coordinator – currently being advertised.

Organisational structure:

· The phased approach to reviewing Council’s organisational structure continues. When a position becomes vacant, we take the opportunity to review the role and its responsibilities thoughtfully. This is balanced with maintaining our required levels of service.

· A review is currently underway of the Customer Services/Administration Team with a view to enhance service levels and create a cohesive team of ‘frontline generalists’ for all of CDC. A proposal for a small restructure is being facilitated with affected staff members.

Staffing levels:

· Current approved headcount is 81: includes 2 fixed-term roles externally funded.

· At the time of writing, total Full Time Equivalents (FTE) is 75.7. (FTE provides a clearer picture of the total workload by accounting for both full-time and part-time employees, reflecting actual hours worked. This more nuanced measure is more reflective of resource allocation).

· These figures include any vacancies.

Current projects:

· Organisational values review

· Staff newsletter

· Staff training modules design and delivery

· Implementation of HR software platform

· Local Waters Done Well transition programme - Organisation, People and Change work group.

Health & Safety (H&S)

Reporting of incidents, including near-miss events, remains consistent across all departments. Staff continue to be regularly reminded of the various incidents and near-miss reporting channels through the staff intranet (SharePoint), digital noticeboard, and posters displayed in staff lunchrooms.

The Health, Safety and Wellbeing (HS&W) Committee remains active and continues to provide strong leadership in health, safety and wellbeing across the Council. The Committee meets bi-monthly to discuss current issues, emerging risks, and agreed resolutions.

For the reporting period 1 February 2026 to 15 March a total of four incident reports were received:

· Pain and Discomfort: A staff member hurt their ankle walking on uneven ground

· Damage: A vehicle rolled forward into a barrier

· Damage: A vehicle aerial was damaged in the recent storm

· Damage: Member of the public reversed into a CDC vehicle damaging a light cover.

Five “Take 5’s” have been completed prior to starting new tasks. An example of a ‘Take 5’ is below:

10. CONSIDERATIONS

10.1 Climate change

Considerations have been noted in the report, as appropriate.

10.2 Tāngata whenua

Considerations have been noted in the report, as appropriate.

10.3 Financial impact

Considerations have been noted in the report, as appropriate.

10.4 Community Engagement requirements

Considerations have been noted in the report, as appropriate.

10.5 Risks

Considerations have been noted in the report, as appropriate.

11. Recommendation

That the Council:

1. Receives the report.

File Number: 506593

Author: Geoff Hamilton, Chief Executive

Attachments: Nil

8.4 Wairarapa Emergency Management Capability Strategy 2025-2030

1. Purpose

For the Council to adopt the Wairarapa Emergency Management (EM) Capability Strategy 2025-2030.

2. Significance

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

3. Background

In June 2025, South Wairarapa, Carterton and Masterton District Councils agreed to expand the shared Emergency Operations Centre (EOC) model used during an Emergency Management (EM) response to establish a shared, enduring, and dedicated EM capability across Wairarapa.  The development of the model led by a Regional EM Manager was driven off the success of the Wairarapa Recovery Office (WRO) and its ability to deliver strong outcomes with a dedicated and focussed resource. 

The EM Office commenced on 1 July with Regional Manager Simon Taylor working with senior managers responsible for EM within each council to document the strategy, risk, and policy guidelines for the EM Office.

4. Wairarapa EMERGENCY MANAGEMENT capability strategy

4.1 strategy overview

With a vision of “a resilient Wairarapa where councils, iwi, communities, and partners work together to prepare for, respond to, and recover from hazard or disaster events”, the 5year Strategy for EM capability across Wairarapa has been developed to align with the Wellington Region EM Group Strategy, proposed changes to the EM Bill (No.2), and using the CDEM Act 2002 and subsequent amendments as the baseline.

The Strategy is designed as an internal operating policy that provides guidance to councils to:

· Deliver EM objectives effectively with a focused team

· Coordinate EM response and recovery on behalf of the three councils

· Improve efficiency and avoid duplication

· Create consistency in planning, systems, and service delivery

· Pool expertise and resources across three councils to resource the EOC and ongoing Local Controller duties

· Strengthen and consolidate relationships with iwi, lifeline utilities, emergency services, and central government

· Build resilience and long-term sustainability

4.2 strategic goals

The strategic goals of the Strategy by 2030 are:

· Lift council capability from Level 2 (Base) to Level 4 (Managed)

· Have a sustainable workforce strategy

· Deliver consistent policy and planning across the region

· Operate a shared Common Operating Picture with strong ICT interoperability

· Embed emergency management into business-as-usual council functions

Priority focus areas are confirmed as follows:

Category	Initiatives	Actions	Outcomes by 2030
Understanding EM Risk, Assurance & Improvement	· Develop a comprehensive regional risk profile Implement an assurance and continuous improvement programme	· Hazard, risk, and vulnerability assessment (HRVA) updated regularly · Establish a monitoring and assurance framework reporting to CEs and elected members · Annual self-assessment against the national capability framework · Implement lessons management following events and exercises	· Comprehensive and regularly updated risk landscape · Formalised assurance and improvement programme · Demonstrated year-on-year improvement in capability
Strategic Planning	· Develop a workforce strategy for emergency management · Build regional expertise through CIMS specialist roles · Enhance situational awareness with a Common Operating Picture · Deliver an ICT strategy that ensures interoperability with partners	· Workforce plan covering training, secondments, volunteers, iwi partnerships · CIMS Centres of Excellence for controllers, logistics, planning, and public information · Develop and deploy a regional digital COP integrating GIS, dashboards, and real-time feeds · ICT roadmap ensuring alignment with councils, WREMO, and national systems	· Sustainable and skilled EM workforce across Wai3C · Recognised regional CIMS specialist capability · COP in place and used for events, exercises, and BAU monitoring · Future-proof ICT supporting interoperability and resilience ·
Policy & Operational	· Embed resilience and reduction activities across council operations · Improve alignment of council policies with EM principles · Strengthen partnerships with iwi, lifeline utilities, and community groups	· Redefine WREMO’s regional priorities in the Wairarapa context · Establish a Wai3C EM Policy Panel to align district planning, asset management, and infrastructure strategies · Annual regional EM work programme agreed with stakeholders · Expand and strengthen community and iwi partnerships	· Reduction and resilience activities embedded into BAU council policies · Strong alignment across three councils’ planning frameworks · Active partnerships delivering shared resilience outcomes

Category

Initiatives

Actions

Outcomes by 2030

Understanding EM Risk, Assurance & Improvement

· Develop a comprehensive regional risk profile

Implement an assurance and continuous improvement programme

· Hazard, risk, and vulnerability assessment (HRVA) updated regularly

· Establish a monitoring and assurance framework reporting to CEs and elected members

· Annual self-assessment against the national capability framework

· Implement lessons management following events and exercises

· Comprehensive and regularly updated risk landscape

· Formalised assurance and improvement programme

· Demonstrated year-on-year improvement in capability

Strategic Planning

· Develop a workforce strategy for emergency management

· Build regional expertise through CIMS specialist roles

· Enhance situational awareness with a Common Operating Picture

· Deliver an ICT strategy that ensures interoperability with partners

· Workforce plan covering training, secondments, volunteers, iwi partnerships

· CIMS Centres of Excellence for controllers, logistics, planning, and public information

· Develop and deploy a regional digital COP integrating GIS, dashboards, and real-time feeds

· ICT roadmap ensuring alignment with councils, WREMO, and national systems

· Sustainable and skilled EM workforce across Wai3C

· Recognised regional CIMS specialist capability

· COP in place and used for events, exercises, and BAU monitoring

· Future-proof ICT supporting interoperability and resilience

Policy & Operational

· Embed resilience and reduction activities across council operations

· Improve alignment of council policies with EM principles

· Strengthen partnerships with iwi, lifeline utilities, and community groups

· Redefine WREMO’s regional priorities in the Wairarapa context

· Establish a Wai3C EM Policy Panel to align district planning, asset management, and infrastructure strategies

· Annual regional EM work programme agreed with stakeholders

· Expand and strengthen community and iwi partnerships

· Reduction and resilience activities embedded into BAU council policies

· Strong alignment across three councils’ planning frameworks

· Active partnerships delivering shared resilience outcomes

Immediate work programmes are:

1. People development and upskilling council employees into EM/EOC roles
Develop appropriate Iwi/Hapu partnership models

2. Develop a comprehensive regional risk profile, and undertake a hazard, risk, and vulnerability assessment (HRVA).

3. Reduction and resilience activities embedded into BAU council activities.

The draft Strategy was agreed by senior council managers responsible for EM in December 2025, and recommended for Council’s adoption by the Risk & Assurance Committee in March 2026 (Attachment 1 – Wairarapa Emergency Management Capability Strategy 2025-2030).

5. CONSIDERATIONS

5.1 Climate change

The increasing frequency of severe weather events due to climate change means we are more likely to experience environmental events such as flooding. Many EM mitigations and activities seek to address or reduce anticipated climate impacts and support adaptation strategies.

5.2 Tāngata whenua

A key focus of the Strategy will be to expand and strengthen community and iwi partnerships. An implementation plan will focus on identifying Māori and iwi partners to develop partnership agreements and shared resilience projects. General EM activities include engagement with tāngata whenua through the EOC Pou Māori roles, and CDC Māori Liaison Team. Mana whenua representatives participate in the Wellington CDEM Group governance.

5.3 Financial impact

There are no budgetary decisions required in this report.

5.4 Community Engagement requirements

The Strategy specifically relates to increasing councils’ internal capability and capacity in EM delivery therefore no community engagement is required in relation to this decision.

5.5 Risks

The report updates the Committee on activities and mitigations outlined in the Council’s Risk Register.

5.6 Community Wellbeings

Effective EM supports 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 Council:

1. Receives the report.

2. Adopts the Wairarapa Emergency Management Capability Strategy 2025-2030.

3. Notes that South Wairarapa and Masterton District Councils will consider the adoption of the Strategy at their next Ordinary Council Meetings.

File Number: 510885

Author: Geri Brooking, Group Manager People and Corporate

Attachments: 1. Wairarapa EM Capability Strategy 2025-2030 ⇩

8.5 Introduction of the 2027-2037 Long-Term Plan Project

1. Purpose

To introduce the project plan for the development of the Long-Term Plan 2027-37 (LTP) to the 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

Council is required to prepare and adopt an LTP under the Local Government Act 2002 (LGA). The LTP sets out the activities, budgets, Financial Strategy and key financial policies of the Council for the next 10 years and the Infrastructure Strategy for the next 30 years. The LTP is required to be updated every three years, with the last LTP being approved in 2024.

The LTP:

· describes the type of district our communities have told us they want – our community outcomes;

· identifies the key projects to take place over the next 10 years;

· provides an overview of each activity we will carry out and the services we will provide for the next 10 years;

· determines how much this will cost and how we will fund it.

We also prepare the LTP to give our community the opportunity to have their say on where we are heading and ensure our planning is robust. In completing the plan, we are required to do a number of things, including:

· take a sustainable development approach and promote community interests;

· carry out our business in a clear, transparent and accountable manner;

· operate in an efficient and effective manner, using sound business practices;

· take community into account views by offering clear information and the opportunity to present views;

· provide opportunities for Māori to contribute to decision making;

· collaborate and co-operate with other agencies and councils to achieve desired outcomes.

The LTP is a complex document covering all activities of Council, major strategic documents, financial policies, auditing and a large consultation component with the community.

Section 94 of the LGA requires the LTP to be audited by and contain a report from the Auditor-General. To deliver an LTP that achieves an unqualified audit opinion, it is critical for the Council to ensure that:

· LTP processes are robust;

· information contained in the LTP is materially complete and reliable;

· any risks associated with the LTP process are minimised;

· the LTP meets the requirements of all relevant legal requirements including those set out in the LGA.

In accordance with the LGA, the Council must have an LTP adopted before the beginning of the first year to which it relates – by 30 June 2027 for this plan. Council must utilise the Special Consultative Procedure under s83 of the LGA to consult with its community.

The recommended project timeline for the LTP is ideally 18months, and involves staff across the whole organisation, elected members and the community. A high-level overview of the 2027-37 LTP timeline is set out below.

4. Discussion

A council workshop held in March introduced the 2027–2037 LTP process, outlining statutory requirements, elected members role, key changes since the 2024-2027 LTP, project management, Environmental Scan information, and key risks.

This LTP will be particularly complex, evolving, and iterative. The combination of a number of unique factors including the transfer of the council’s water supply, wastewater and stormwater services to the regional Wairarapa Tararua Water entity, ongoing affordability pressures, and significant (and still changing) legislative reform, mean the council will have an extensive workload, and be required to make challenging decisions on future service levels.

4.1 Project Overview

The development of this LTP approach has been built on guidance from the Office of the Auditor-General (OAG) and Local Government Sector Network Organisation Taituarā. Lessons learned from the 2024-2027 LTP review have also been incorporated including strengthened project planning and management, appointment of dedicated project team roles, external training support, and improved quality assurance.

Project planning commenced in November 2025 with an internal Project Team commencing in February 2026. The project is broadly split into five phases to achieve the following key milestones:

· July-August 2026 - Community engagement

· December 2026 - Completion of draft LTP and Consultation documents

· February 2027 – Audit

· March-April 2027 – Community consultation and hearings

· June 2027 - Adoption of the final LTP document.

4.2 Key risks

The following key risks have been identified and will be actively managed through Project Team meetings, and governance oversight by the Risk and Assurance Committee. Regular project reporting will be provided to the council at Ordinary Meetings.

Description of LTP Risk	Actions/Mitigations
Legislative changes	There is uncertainty around a number of government legislative changes, in particular, Resource Management Act (RMA), rate capping, and local government reorganisation. We are ensuring we stay up-to-date with current information on the reforms, and that we are ready to respond to any changes.
Waters transition	There is a risk that the workload required for the transition of waters to the new entity will impact staff ability to manage LTP commitments, in particular the Waters and Finance teams. Staff are supported by the Wairarapa Tararua Water (WTW) project team, and a part-time internal CDC Transition Manager has been appointed to lead the process. Administration support across the Executive Leadership Team has also been increased. Staff are recording time spent on transition activities with the Transition Manager and CE monitoring demands on staff workloads. Escalation to Council will be made should additional resources be required. Regular WTW updates will be made to Council to monitor transition progress.
Failure to comply with all LTP statutory requirements	A Quality Assurance (QA) Plan has been developed and Independent Quality Assurance Reviewers will be appointed across the financial and legislative requirements of the LTP. The Project Team will be responsible for carrying out interim QA checks against statutory requirements. External experts will also review legislative compliance of key documents and processes as required such as the Rating Review (if required) and Revenue & Financing Policy.
Project delivery deadlines not met	Increased resource capacity and timelines have been allowed for the project however this still represents a significant workload for staff related to the LTP, on top of BAU and Waters transition. The Project Team is meeting regularly, and has developed a timeline that ensures work will be completed within timeframes. We will monitor ourselves against the timeline regularly, and escalate any issues to Council. We will also engage external support as required for specific areas of the process, such as quality assurance, review of legislative compliance, and the rating review. Early engagement with Audit NZ ensures audit dates are aligned with Council timelines.
Quality of financial/non-financial information	Quality assurance is a vital part of developing an LTP and needs to be incorporated formally into our process. It is an ongoing process, not a task that is only done at the end. QA processes include: · Review of information by members of the Project Team for accuracy, consistency, completeness, and reasonableness. · Implementation of a rates modelling tool. · External resources for key pieces of work, including a rating review and a legislative compliance review. · Review of AMPs by Audit NZ. · Review of the Consultation Document, underlying information, and LTP document by Audit NZ.

4.3 Environmental Scan

The March council workshop also included feedback from the Environmental Scan workshop held in February 2026.

An Environmental Scan is a non-statutory component of the LTP which provides an overview of the key issues, trends, and opportunities; and examines the factors influencing the District and its communities. The information assists Council to identify challenges, anticipate change, and plan effectively, and is intended to inform strategic thinking and decision-making, and guide preparation of the 2027-2037 LTP.

Councillors brainstorming exercise at Environmental Scan workshop Feb 2026

Councillors examined the factors facing the Council and concluded that Carterton District Council operates in an environment of significant uncertainty, driven by national reform, climate change, infrastructure pressures, and affordability concerns. While the Council is financially stable and benefits from strong community engagement, it faces increasing demand on ageing assets and a limited ratepayer base. Strategic prioritisation, strong advocacy, regional collaboration, and clear trade-offs will be required to balance affordability, resilience, and future growth.

Environmental factors influencing CDC

SWOT factors influencing CDC

4.4 Engagement and Consultation

The Special Consultative Procedure (SCP) is a formal, statutory consultation process prescribed by the LGA that councils must use when adopting or amending their LTP. Alongside formal consultation planned for March-April 2027, an early engagement campaign has been incorporated to socialise the proposed community outcome objectives and understand the community’s needs and aspirations. Engagement will include specific groups and sectors of the community including iwi and hapū.

5. NEXT STEPS

Councillors will begin a programme of workshops starting with Strategic Direction, Growth Projections and Significant Forecasting Assumptions on 22 April.

A report to the Risk and Assurance Committee on 6 May will introduce the LTP project outlining the specific role of the Committee members in the development and delivery of the LTP, the project plan, lessons learned from the 2024-2027 LTP review, and the management of risks.

6. CONSIDERATIONS

6.1 Climate change

Climate change will play a significant role in the development of the LTP through the prioritisation of investment in services and activities, how we manage risk and forecasting assumptions, and the review of asset management plans. A Climate Change workshop is scheduled for April 2026.

6.2 Tāngata whenua

An Engagement Strategy is being prepared, which will include specific consideration to how Council engages with tāngata whenua, mana whenua, hapū and hapori Māori during the LTP process.

6.3 Financial impact

Costs relating to the development of the plan, including consultation and audit requirements have been included within annual plan budgets. Additional resourcing and legal advice may be required to support specific components of the plan, or should unforeseen circumstances arise.

6.4 Community Engagement requirements

As noted above, an Engagement Strategy will be prepared by the Communications and Engagement Team. An Engagement and Consultation workshop is scheduled for May 2026.

6.5 Risks

Key risks have been discussed in section 4.2 and, together with a more extensive LTP Risk Register, will be reviewed by the Risk and Assurance Committee in May 2026.

6.6 Community Wellbeings

The development of the LTP will review the current community outcomes to ensure they reflect the community’s needs and aspirations.

7. Recommendation

That the Council:

1. Receives the report.

2. Endorses the project plan for the development of the Long-Term Plan 2027-2037.

File Number: 507308

Author: Geri Brooking, Group Manager People and Corporate

Attachments: Nil

8.8 Service Requests and Complaints

1. Purpose

For the Council to be informed on Service Requests and Complaints received 2 February 2026 to 24 March 2026.

2. Significance

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

3. Background

Customer Service Requests and Complaints come to Council through many avenues. It is preferred that the Service Requests and Complaints are in writing by formal letter, email, or through the website service request portal, however, Council will also accept these via telephone, in person at the Council office, and through our social media channels.

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

Council has an obligation to respond within 3 weeks of receiving the Service Request or Complaint to inform if any additional time is required to resolve the issue.

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

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

· Animal control

· Health

· Parks and Reserves

· Potable Water

· Waste Water

· Storm Water

· Roading

· Rural Water

· Solid Waste

· Building Services

· Operations

· Management

· Infrastructure

· Communications Team

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

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

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

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

4. Service request reporting

Depending on the circumstances of the service request within each activity, some requests may take longer to complete and, in the case of Roading and Waters, can be affected by weather conditions.

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

For the year 2024, 1333 requests were opened, and 1310 were closed.

For the year 2025, 1318 requests were opened, and 1230 were closed.

The table below shows total numbers of service requests received from 2 February 2026 to 25 March 2026.

	Number of service requests received
Row Labels	Opened Tickets	Closed Tickets
2026
Jan	92	101
Feb	140	111
March	100	111
Total	332	323

The table below shows total numbers of tickets currently open by department:

Department	Open requests
Animal Control	7
Health	2
Management	2
Parks and Reserves	8
Roading	58
Rural Water	18
Solid Waste	2
Storm Water	3
Total	100

The graph below shows the number of service desk tickets opened each day. The spike mid-February reflects the impacts of the severe weather event primarily on Roading, and Parks and Reserves.

5. reporting ON service complainTS

As per Council’s obligations under the Local Government Official Information and Meetings Act 1987, a complaint should be acknowledged promptly on receiving a complaint. A complaint is an expression of dissatisfaction, from our customers, with a CDC decision, process followed, outcome, employee or contractor action, or quality of service.

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

For the year 2024 there were 45 complaints received.

The table below shows total numbers of complaints received from 2 February 2026 to 19 March 2026.

Number of complaints received
Month	Year
	2025	2026
January	0	3
February	5	4
March	0	1
April	0
May	7
June	3
July	3
August	5
September	7
October	9
November	3
December	2
Total	43	8

6. Recommendation

That the Council:

1. Receives the report.

File Number: 508900

Author: Serah Pettigrew, Democratic Services Officer

Attachments: 1. Service Complaints 2 February 2026 to 19 March 2026 ⇩


AGENDA Ordinary Council Meeting
Date:	Wednesday, 1 April 2026
Time:	4:45 pm
Location:	Carterton Events Centre 50 Holloway St Carterton
Mayor S Cretney Deputy Mayor G Ayling Cr B Deller Cr S Laurence Cr L Newman	Cr S Gallon Cr R Round Cr J Burns Cr S Casey

Number of requests received 2024-2026
	2024	2025	2026
January	4	0	12
February	7	7	6
March	5	5	3
April	7	7
May	7	5
June	0	6
July	3	2
August	3	12
September	9	6
October	5	7
November	5	6
December	1	5
Total	56	68	21