Agenda of Ordinary Council Meeting - Wednesday, 13 May 2026

Ordinary Council Meeting Minutes

1 April 2026

DRAFT

MINUTES OF Carterton District Council
Ordinary Council Meeting
HELD AT THE Carterton Events Centre, 50 Holloway St, Carterton
ON Wednesday, 1 April 2026 AT 4:45 pm

PRESENT: Mayor Steve Cretney, Deputy Mayor Grace Ayling, Cr Brian Deller, 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), Geri Brooking (Group Manager People and Corporate), 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) via videoconference, Robyn Blue (Democratic Services Officer)

Youth Council

Josephine Kumeroa, Duncan Allen-Alloway, Latoria Reiri, Rory Pike, Brooke Ah-Wong

1 Karakia Timatanga

The meeting opened with a karakia by all members.

2 Apologies

NOTED

· An apology was received from Joel Ngātuere.

3 Conflicts of Interests Declaration

There were no conflicts of interest declared.

4 Public Forum

Jason Markham provided an update on the Carterton Indoor Pool redevelopment, the evolution of design options, and the challenges of rising costs and securing sufficient financial support.

5 Discussion of Public Forum

The Council acknowledged the Nuku Ora Regional Spaces and Places Strategy which plans to assess future sporting and aquatic needs across the Wairarapa region. The strategy may influence decisions on whether to pursue a Carterton-specific pool or a regional aquatic centre.

A workshop will be held for Council to have an up-to-date briefing on the project.

6 Youth Council views on agenda items

NOTED

· At their recent Youth Council meeting members discussed the draft Annual Plan 26/27 (a report on the Agenda of this meeting). In their view, the Plan is well-presented. Specific feedback was provided that consideration could be given to improving linkages of the Annual Plan 26/27 to the Long-Term Plan 2024-2034.

· The Mayor acknowledged the Youth Council's input and the importance of accommodating youth schedules and perspectives in Council meetings and planning processes.

7 Confirmation of the Minutes

7.1 Minutes of the Ordinary Council Meeting held on 18 February 2026

MOVED

1. That the Minutes of the Ordinary Council Meeting held on 18 February 2026 are true and correct.

Deputy Mayor G Ayling / Cr S Laurence

CARRIED

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.

MOVED

That the Council:

1. Receives the report.

Mayor S Cretney / Cr L Newman

CARRIED

8.2 Adoption of Economic Development Committee Terms of Reference and Draft Economic Development Action Plan.

1. Purpose

For Council to approve the Terms of Reference for the Economic Development Committee and the Draft Economic Development Action plan 2026 – 2027 as the basis for the initial delivery and stakeholder engagement.

NOTED

· Expressions of interest will be sought for the community members on the group.

· A key aspect of the group will be working with the other Wairarapa councils and partners to achieve goals.

MOVED

That the Council:

1. Receives the report.

Mayor S Cretney / Cr S Gallon

CARRIED

2. Adopts the Draft Terms of Reference for the Economic Development Committee, noting that the new Economic Development Committee will finalise these when they meet.

Deputy Mayor Ayling / Cr B Deller

CARRIED

3. Approves the Draft Economic Development Action Plan as a starting point for the next 12-month work programme.

Cr S Casey / Cr L Newman

CARRIED

4. Agreed by consensus to use the First Past the Post system of voting for identifying the Chair of the Economic Development Committee.

5. Nominates Cr Simon Casey as the Chair of the Economic Development Committee.

Cr S Casey / Cr S Gallon

MOTION FAILED

6. Nominates Cr L Newman as the Chair of the Economic Development Committee.

Deputy Mayor G Ayling / Cr R Round

CARRIED

For – Cr L Newman, Deputy Mayor G Ayling, Cr B Deller, Cr R Round, Cr S Gallon (5)

Against – Mayor S Cretney, Cr J Burns, Cr S Laurence (3)

Abstain – Cr S Casey (1)

7. Nominates Cr S Laurence as the Chair of the Economic Development Committee.

Cr L Newman / Cr J Burns

MOTION FAILED

8. Agrees that Cr L Newman, Cr S Laurence and Cr S Casey are the elected member representatives on the Economic Development Committee.

Cr L Newman / Cr S Gallon

CARRIED

9. Delegates authority to the Economic Development Committee to spend a budget of up to $30,000 for the year ending 30 June 2027.

Cr L Newman / Mayor S Cretney

CARRIED

8.3 Draft Annual Plan 2026/2027

1. Purpose

To provide the Council with the first draft of the Annual Plan 2026/27 for review and discussion (Attachment 1).

NOTED

· Over the next year, Council officers will investigate potential areas of budget improvement in the LTP 2027-37.

MOVED

That the Committee:

1. Receives the report.

2. Notes the Draft Annual Plan 2026/27 is forecasting an average rate increase of 3.9%.

3. Notes the Final Annual Plan 2026/27 is expected to be presented to Council for consideration on 13 May 2026.

Mayor S Cretney / Cr S Gallon

CARRIED

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.

MOVED

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.

Mayor S Cretney / Cr J Burns

CARRIED

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.

MOVED

That the Council:

1. Receives the report.

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

Cr L Newman / Cr B Deller

CARRIED

8.6 Delegation to Carterton District Council's representative on the Stakeholder Forum of the Wairarapa-Tararua Water Services Organisation

1. Purpose

This paper seeks Council’s decision on delegated authority for Carterton District Council’s appointment on the Stakeholder Forum for the new Wairarapa - Tararua Water Services Organisation (WSO).

MOVED

That the Council:

1. Receives the report.

2. Notes that Carterton District Council agreed by an email vote on 3 March 2026 to extend the delegated authority to the CDC representative on the Stakeholder Forum of the Wairarapa – Tararua Water Services Organisation, or the alternative representative if required, to:

(a) Approve director recruitment, appointment and removal (if required); and

(b) Approve the remuneration of the directors of the Company.

Mayor S Cretney / Deputy Mayor G Ayling

CARRIED

8.7 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 February 2026 to 17 March 2026.

MOVED

That the Council:

1. Receives the report.

Cr B Deller / Cr J Burns

CARRIED

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.

MOVED

That the Council:

1. Receives the report.

Cr L Newman / Cr S Casey

CARRIED

9 Exclusion of the Public

Nil

10 Karakia Whakamutunga

The meeting closed with a karakia by all members.

The Meeting closed at 7.06 pm

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

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

Ordinary Council Meeting Agenda

13 May 2026

8 Reports

8.1 Waitī Waters Establishment Update

1. Purpose

This report is an information update for the Council on the Waitī Waters establishment and transition programme.

2. Significance

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

3. Executive Summary

This is part of a regular series of updates for the Council on the Waitī Waters establishment and transition programme. It updates the Council on progress made since the last update in February 2026.

The establishment programme reached a major milestone on 17 April, with the completion of the stand up of the governance of the new company, and announcement of the Board members and company name, Waitī Waters. Following the launch, Waitī Waters has now been incorporated and Shareholders’ Agreement signed. This completes stage 1 of the programme.

Board induction has been completed, and the Board has had their first two meetings and made several critical decisions to keep the next stage of the programme on track.

Substantial work is underway in all six programme workstreams and this report provides an update on activity in each workstream.

4. Background

Following the Government’s approval of the four Councils’ Water Service Deliver Plans (WSDPs) in October last year, the transition programme for Waitī Waters was established.

Regular updates are set up for each Council over the course of the programme to ensure all elected members are kept up to date with progress.

There are two major stages to the establishment of the new company:

Stage 1 – legal establishment (September 2025 to March 2026): This stage of the programme is focused on the establishment of company governance structures, preparation for Board member arrival and company incorporation.

Stage 2 – operational transition (April 2026 to June 2027): This stage of the programme is focused on detailed design and set up of the new organisation and transition of Council services, assets, debt, staff and operations prior to go live. It will be complete by 30 June 2027.

The Programme has been set up in six key workstreams to support delivery:

· Governance, regulatory and partnerships

· Organisation, people and change

· Finance and commercial

· Digital and systems

· Service delivery and operations

· Communications and customer.

Discussion

Stage 1 delivery progress

Delivery of Stage 1 of the programme has been successfully completed, with the completion of the stand up of the governance of the new company, and announcement of the new Board members and company name. The Shareholders’ Agreement and Partnering Agreement between Councils and iwi have been signed enabling company incorporation.

Board induction has been completed, and the Board has been received briefings and advice on key areas of the programme where early decisions are necessary to keep the programme on track.

Programme workstream updates

Following is a summary of key progress updates in each workstream as at mid-May 2026.

Governance, Regulatory and Partnerships

· The Waitī Waters five-member board is in place. Across the group they bring high-calibre governance experience across infrastructure, public and private sectors, balance sheet and commercial management, strong connections with the region’s communities and iwi, and deep understanding of water services and infrastructure operations. Board member bios are available here Director Profiles | Waiti Waters for the Council’s information.

· The Board programme of meetings for the year ahead is set and the Board will move around the region’s four districts for its monthly meetings, to enable the Board to visit key sites, and meet staff and stakeholders. To date they have met in Carterton and Martinborough (including visiting key water assets in each location).

· The Board Chair has had initial meetings with Mayors and Chief Executives at Carterton, Tararua and South Wairarapa to understand the issues in each district (with Masterton scheduled for June) and has regular meetings scheduled with the Chair of the Stakeholders’ Forum.

· The Stakeholder Forum is well advanced in the development of the Statement of Expectations. The Statement will be developed between April and July, according to the process below, and the Council will be briefed on the draft in late June:

· April – Stakeholder Forum begins the process to develop the Statement

· May – Stakeholder Forum to consider two drafts of the document and issue draft to the Board by the end of May

· June – Stakeholder Forum and Board meet to discuss the draft, and the Board provides written feedback. Councils will be briefed on the work-in-progress draft at this point

· July – Stakeholder Forum approves the final statement and recommends its adoption to shareholding Councils

· July/early August – four Council meetings to adopt final Statement and issue to Board.

Organisation, People and Change

· Major components of work are underway in this workstream, and the Board has taken several significant early decisions to keep the programme on track. Key areas of current work include:

· The Board has approved the role description for the Chief Executive in April, and the search process is underway. Applications close at the end of May and an appointment is expected to be made by end of July. Depending on notice periods, the successful candidate is expected to be in role by September or early October.

· Guidelines for staff transfer have been developed and approved by the Board in April. These guidelines provide four pathways for staff to move into roles at Waitī Waters and aim to provide as much certainty as possible to Council staff about the transition and how it will affect them. The guidelines were released to staff on 6 May, and the programme team and HR leads at each Council have run staff briefings on the guidelines to provide staff with the opportunity to ask any questions. These are now available for staff to review and provide feedback on by 20 May.

· Requirements have been developed for the company office location, which have been approved by the Board in May, and the search is underway for a suitable location.

Finance and Commercial

· Major components of work are underway in this workstream, and the Board has taken several significant early decisions to keep the programme on track. Key areas of current work include:

· The Board has agreed on two approaches to explore further to the transfer of debt from Councils to Waitī Waters. Discussions with the LGFA are occurring as part of this work and we are seeking an option that enables straightforward and efficient execution of the transfer and provides necessary flexibility for Councils with respect to the management of their existing debt portfolios (i.e., avoiding costs to unwind or break arrangements).

· The Board has initiated the process of joining the LGFA in May and anticipate that Waitī Waters will have completed this process by September 2026.

· Determination of the approach to pricing, in particular developing the detailed approach to implementing cost-to-serve pricing and determining how to transition from the many different pricing structures in the four Councils to a common basis or structure of pricing.

Digital and Systems

· The Board has been briefed on options for the digital transition, which could include some of reuse of existing Council systems, reconfiguration of new instances of existing Council systems, and going to market for new systems in some cases. We are also exploring the opportunities of sharing systems with other water transitions ahead of further Board consideration of the preferred approach in June.

· Key areas of preparatory work are underway, which include:

· Gathering detailed requirements that systems will need to meet (e.g., for finance, billing and HR systems) to support procurement and engagement with vendors

· Developing procurement documentation to be ready to go to market for those systems (if any) where the Board decides a new system is the most appropriate solution

· Implementation of core corporate technology set up

· Exploratory work on the options for operational technology (e.g. SCADA systems).

Operations, Service Delivery and Risk

· This workstream is working closely with the organisational workstream to develop the service delivery models for the new organisation. Once the service delivery model is agreed (along with the approach to staff transfer (above)), this enables detailed work on the organisational structure and roles to begin.

· An important early deliverable in this workstream is a combined approach to asset management and a combined (regional) capital investment programme. This was a priority piece of work identified by DIA in their assessment of our Water Services Delivery Plans. We have contracted AECOM to carry out this work, which will be completed by September.

· We are beginning the work on the delivery model for stormwater services, which will require close collaboration between Councils and Waitī Waters. While transfer of stormwater to Waitī Waters will involve the transfer of urban stormwater assets, legal ownership and control of other parts of the stormwater infrastructure (e.g., roading related infrastructure) is required to remain with the roading manager. This will mean Councils and Waitī Waters will need to put in place relationship or service level agreements to clarify who does what.

· Due diligence work is also underway on Councils’ contracts, resource consents, assets, and property as the first step in the development of Councils’ Transfer Agreements.

Communications and customer

· This workstream completed a successful launch of Waitī Waters in April, along with the development of the Waitī Waters website, name and brand. This marked the completion of stage one of the programme and planning is now underway for a programme of customer, community and stakeholder communications for stage two of the programme to ensure customers and the community are ready for operational transition next year.

· Development of advice on the customer strategy for day one is underway – this work will determine the key aspects of the customer experience that must be in place for day one to ensure customers have confidence in the company, understand how to make contact, pay bills, lodge jobs and make complaints.

5. Recommendation

That the Council:

1. Receives the report.

File Number: 520910

Author: Katherine Meerman, Programme Director, Waitī Waters Establishment

Attachments: Nil

8.4 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 Team

Neighbourhood Support

Weekly newsletters continue to be distributed to all Neighbourhood Support groups, providing community updates and NZ Police crime data specific to Wairarapa towns. These updates, along with associated crime prevention and security messaging, continue to be positively received by residents.

A new street group leader has been confirmed for Broadway following resident engagement through a letterbox drop initiative. To support awareness and participation, Neighbourhood Support signage has been installed in both Broadway and De Lacy Lane.

The Neighbourhood Support Coordinator attended the Welfare and Rural Emergency Management meeting, as well as a multi‑agency coordination meeting with New Zealand Police, Fire and Emergency New Zealand (FENZ), Wairarapa Fire Authority (WFA), and Wairarapa Emergency Management Office (WREMO). These meetings support ongoing inter‑agency collaboration and strengthened community preparedness.

Walking / Cycling / wellbeing / Out and Active

A new story has been installed at the Carrington Park StoryWalk©. The Rascally Hedgehog. The story incorporates a road safety theme, aligning with the promotion of Road Safety Week (4–10 May). Additional StoryWalk stations have been used to further reinforce this key message.

In addition, a display is being established in the Wairarapa Events Centre foyer to support public awareness and engagement during Road Safety Week.

Community Funding and Support

Support was provided to the Returned and Services Grants Committee, which allocated a total of $4,200 in tertiary grants to eight Carterton applicants.

Support was also provided to the Rural Travel Fund Committee, which allocated a total of $6,800 in Sport NZ grants to four Carterton sports club or school applicants.

In addition, support was provided to the Creative Communities Scheme Committee, which allocated a total of $14,305 in Creative New Zealand funding to eight recipients.

Events

Dogs in Togs – 19 March 2026

Over 40 dogs and their owners attended the 2026 Dogs in Togs event, which continues to be a popular community initiative celebrating responsible dog ownership and animal wellbeing. The event was supported through sponsorship from Black Hawk, who provided goody bags for participants. Animal Control staff were also present, offering microchip checks and providing microchipping services at a reduced cost.

Community feedback was overwhelmingly positive, with attendees highlighting the social nature of the event, the enjoyment for pets, and the added value of on-site microchip checking. The event is regarded as an effective and well-received opportunity for community engagement and animal welfare promotion.

ANZAC Day – 25^th April 2026

Approximately 1,000 people attended the Carterton ANZAC Day Parade and Service to commemorate and honour our veterans. In addition to strong local community participation, the service was attended by invited representatives, including Captain John Sellwood of the Royal New Zealand Navy as guest speaker, along with representatives from the Australian High Commission, the British High Commission, and the United States Embassy.

Other community events information

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

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

Upcoming Events

· 27 May – Citizenship Ceremony

· 6June – Miriama Kamo – Less Waste; Greater Place

Charles Rooking Carter Community Awards

We have received over 30 nominations this year and judging has taken place. Finalists will be announced shortly, and we look forward to celebrating with our community at the gala dinner in June.

Older persons – Te Hōkai Nuku Wairarapa Region Positive Ageing Strategy

A meet‑and‑greet was organised between one of Carterton’s Over the Fence Ambassadors and Wairarapa Time Age to promote the benefits of the Over the Fence campaign. Through a shared interest in quilting, Pauline and Danielle were able to establish a meaningful connection, enabling conversation and relationship‑building that reflects the campaign’s aim of reducing social isolation and strengthening community connections.

Climate Change

Engagement with elected members

A two-hour workshop on climate change was held with elected members on 1 April that covered the basics of climate change in the district.

The 2024/25 CDC emissions inventory was presented at the Policy and Projects committee meeting on 22 April, that included discussion on emissions reduction.

The Policy and Projects Committee also discussed options for adding solar generation capacity at two additional sites where electricity consumption matches solar generation potential. The primary goal of the investment being to reduce ongoing electricity costs.

Community engagement

A pilot series of climate community forums was delivered to test community interest, build climate literacy, and inform future engagement approaches. The pilot covered a range of topics including Donut Economics, youth climate action, climate litigation, and practical emissions reduction through a biochar workshop. Across the series, participants demonstrated increased awareness of climate issues relevant to the district, opportunities for collective action, and interest in continued discussion. Feedback indicates support for ongoing forums, with evaluation underway to assess participation, effectiveness, and alignment with Council’s climate resilience and community wellbeing objectives before determining next steps.

What’s coming up?

A Community Preparedness meeting will be held on Sunday 24 to support residents’ understanding of how to prepare for emergency events and what to expect if an event occurs. The session will focus on strengthening individual and community readiness through shared information and coordinated planning.

A public discussion with climate writer Nadine Hura will take place on 7 June in the Carterton Library in association with WaiWord and the Library on the theme 'Hope is a shovel’.

Other

Initial planning is underway on a two-day sustainability symposium in late September in the Events Centre. Initial ideas revolve around food, water, and energy sustainability with a mix of speakers, stalls, and hands on workshops.

Mayors Taskforce for Jobs (MTFJ) Wairarapa

As of 30 April 2026, seven months into the programme for new staff, MTFJ Wairarapa has achieved 38 placements of rangatahi into employment pathways, including work experience, part-time, and full-time roles. These include:

· 20 MSD outcomes at the contractual 30 hours per week

· 10 candidates in part-time work, with three transitioning to full-time employment

· 4 walk-in outcomes at the contractual 30 hours per week,

· 2 candidates with part-time work obligations meeting contractual outcomes

· 2 candidates placed into volunteer or work experience opportunities (no part- or full-time work obligations)

MTFJ Wairarapa is on track to meet its contractual obligations of placing 30 benefit recipients into work and five walk-in candidates into work.

Employer Engagement

Employer engagement remains strong, with placements achieved through both direct employer enquiries and proactive business outreach. Workplace visits continue to provide candidates with practical insight into roles across key sectors, with recent engagement resulting in multiple site visits during March.

As candidates approach six months in employment, increased pastoral support is being provided to assist with workplace adjustment and confidence‑building, with employers remaining supportive of these efforts. Additional practical support has been provided to remove barriers to employment, including assistance with transport to interviews and initial work requirements.

Programme Highlights

Momentum continued across the March - April period, with 5 candidates placed into work in March and 7 in April.

Future Demand Likely to Increase

At the end of 2025, fewer than 50% of Wairarapa rangatahi held NCEA Level 3, and this may decline further as curriculum changes take effect. This is likely to increase demand for MTFJ support, particularly among 16–17-year-olds, including those with neurodiversity or learning challenges.

Upcoming Activities

· Business After 5 with Tupu Ana Business Masterton at Masterton Trust Lands Trust, Tuesday 12 May.

· Masterton District Council morning tea hosted by MTFJ Wairarapa.

· Following the success of the pilot Ready, Set, Go programme in March 2025, MTFJ Wairarapa will launch a more tailored workshop for small cohorts of four to six job seekers who are not yet job-ready. The workshop will focus on essential life skills, confidence-building, self-reflection, and practical guidance to help participants develop the mindset, habits, and skills needed to gain and retain employment.

Carterton Library

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
February 2026	4755	829	3265	30
March 2026	4781	961	3009	21

*Statistics for April 2026 are not yet available

Programming

April was a busy month for programming in the library.

Children’s Programming: During term time, Stories & Songs continued, and sustainable events were planned for the Easter school holidays. A highlight was a collaboration with Indigo & Thyme and South Wairarapa Libraries, where participants of all ages created Easter Bunny portraits from recycled materials. The event had a great turnout.

Additionally, the library offered a workshop where participants could make bookmarks from recycled and found materials.

Two holiday sessions focused on building with Lego were held. These sessions coincided with Digital Seniors, showcasing how the library’s shared spaces accommodate the diverse needs of the Carterton community.

Adult Programming: Regular sessions of Knit & Give, Books Alive (a book club for older people), Digital Seniors, and JP sessions continue to be well-attended.

The library hosted a special after-hours event on 23 April, Deadly Under Dark Skies, as part of the Ngaio Marsh Awards New Zealand circuit. Although attendance was lower than last year, probably due to red weather warnings earlier in the week, the writers were entertaining and the event was very enjoyable.

A pilot has been launched in conjunction with Indigo & Thyme and South Wairarapa Libraries for monthly Mindful Stitching Sessions. The first session took place on 29 April and was very successful.

New Initiative

In April, the library launched an initiative called “Staff Picks” to offer passive book recommendations. Staff members will place “Staff Pick” stickers and gold stars on books they have read and recommend. This initiative gives patrons confidence in their choices as they browse the library and highlights hidden gems in the collection that might otherwise be overlooked, ultimately increasing book turnover.

Feedback

About Read & Reuse bookmark workshop:

‘Wonderful thoughtful, fun, purposeful learning activity Nicely facilitated. Ngā mihi nui to the kaiwhakahaere/facilitator. Perfect.’

About Deadly Under Dark Skies:

“Lovely evening. Thank you to everyone involved.”

“Thank you for a great night!

May be an image of children's toy

May be an image of text

Brick Build shares space with Digital Seniors. / Deadly Under Dark Skies crime writer’s panel

No photo description available.

Read & Reuse bookmark workshop. / Easter Bunny Portrait workshop.

Parks and Reserves

Parks Maintenance

The lime path extension at Howard Booth Park has been completed, along with resealing works at the Wyndham Street entrance to the park. Seasonal annual bedding changeovers are currently underway across key garden areas, and routine maintenance activities such as mowing, edging, and vegetation control have been carried out across all urban parks and rural reserves. Lime path maintenance was also undertaken at Sparks Park to ensure pathway integrity, and the rear access ramp at the Event Centre was treated and cleaned to help reduce slip risk.

Preparations for ANZAC Day were completed at both Memorial Square and the Maungaraki War Memorial. A community planting day at Sparks Park was delivered successfully, resulting in substantial riparian planting. Playground inspections have been completed, with minor repairs undertaken at Howard Booth Park and Carrington Park. Service requests were actioned where possible within allocated timeframes, supporting responsive maintenance across the network.

Works are also being undertaken to reinstate the power at the pavilion in Carrington Park.

Photos of the team at the community planting day at Sparks Park

Projects

Carrington Park Toilet Upgrade

Project progressing well. Roof and exterior works are completed. We are working with contractors to finalise designs for the interior fit out.

Waikekeno Pouwhenua

Base construction has been completed and ready for installation of the Pou. The Pou will be unvailed at a ceremony on Matariki.

Volunteer and Community Group Activity

The Keep Carterton Beautiful Group continued regular contributions to public space enhancement. For April their focus areas included the Victoria Street walkway, refuse station, Wyndham Street Reserve, and Moreton Road Reserve.

Volunteer pest control activities continued at Kaipatangata Forest and Sparks Park, primarily undertaken by the Bat Restoration Group.

5. Regulatory and Planning

Building services

March and April have seen a definite decrease in the number of building consents and the value of the work compared to previous years. What this has allowed us to do is release one of our staff members to provide support to South Wairarapa District Council for 2 day per week on an initial three-month trial basis. Seeing our Councils working together better has been a desire of the elected members and we are pleased to be able to take some small steps forward.

Animal Control

Fees and Charges

A separate paper is being presented to council to adopt the recommended fees for the 26/27 year. It should be noted that we have not increased the fees in this area for a number of years, however officers considered it appropriate to make some adjustments this year.

Microchipping
We have made good 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. Our Animal Control officer is providing discounted microchipping at Sparks Park, the first of this was held on Thursday 30 April.

Noise

In March, the Noise Control team responded to 11 callouts, this is down on the 20 we responded to in February. These callouts resulted in the issuing of three Excessive Noise Direction (END) notices and one seizure. April continued to show a downward trend with only 3 call outs resulting in 2 END notices being served.

6. Infrastructure services

Water Operations

Water operations have been going smoothly over summer, the number of leaks recorded is down compared to previous years. The frequency of the rain events meant that demand is easily managed by the system. The daily peak water demand was 2933m³/d for the past six months, well below historic levels.

Wastewater operations have also been going smoothly over summer. The frequency of the rain events has kept the soil moisture levels higher than average so there were not as many irrigation days. The reservoirs levels have been managed without any difficulty.

There was some surface flooding during the rain events, but no reported incidents in town with any houses at risk, indicating that the town drainage has functioned adequately.

Roading

Ruamahanga Roads has been progressing well though there has been pressure to manage the budgets with the weather events recently and continue covering business as usual. The section 17A review report that was discussed during the Policy and Projects Committee meeting on 22 April indicated that the operation is functioning well and delivering a cost-effective service.

It is planned to roll-over the combined maintenance contract with Fulton Hogan for the final two-year period when it expires in July 2027.

Emergency Events

There have been 2 emergency events in February and April which has caused pressure for staff.

In the rain and winds on the 15-16 February, damage in Carterton was only on these roads:

• Te Wharau Rd was worst affected with a road closure for 3 days

• Flat Point

• Glenburn Road

The repairs were able to be accommodated within existing budgets.

In the event on 20 April, the heavy rain caused damage in Carterton on a number of roads, with an estimated response cost of $108,355. This has triggered an emergency event funding claim with NZTA. The main roads affected with flooding and slips were:

• Tea Creek Rd – significant erosion to the abutment of the bridge crossing the Mangatarere River

• Te Wharau Rd

• Clifton Grove Road

• Ponatahi Road

• Dalefield Road

• Longbush Road

• Chester Road

• Te Kopi Road

• Mangatarere Valley Road

• Mt Holdsworth Road.

Waste Minimisation

The solid waste and minimisation operation continues to function as expected, with no reported problems.

The Solid Waste collection contract for the three Wairarapa Councils is due to expire 1 July 2027. The contract renewal process is well underway with tender responses received in March currently undergoing due diligence.

7. MAJOR PROJECT UPDATES

The major projects were discussed in more detail for the Policy and Projects Committee meeting on 22April. There were no significant updates.

Waste Water Treatment Plant: Sewage Sludge Composting Pilot Trial

The composting programme has now entered the verification stage. Preliminary results have shown that the process is expected to achieve Grade A1 biosolids and is on track to be completed by June.

High Street South Water Renewal

G&C Contractors have completed 306m of 300mm Pipe and 492m of 50mm rider main, which takes them up to Costley St. The available budget is scheduled for the pipe renewal to progress to the intersection with Clifton Avenue (approximately a further 190m) over the next 4 months.

Waste Water Treatment Plant Inlet Works Upgrade

The project's scope is to renew the inlet works to improve the effluent treatment processes before it feeds into the oxidation ponds. The project is progressing well for the detailed design phase with planned onsite construction scheduled to start in September.

8. Corporate Services

Corporate Planning

2027-2037 Long Term Plan (LTP)

We have commenced delivery of our LTP project with 82% of Phase 1 completed including the following key activities:

• Project establishment completed

• Councillor workshops delivered:

o Environmental Scan

o Introduction to the LTP

o Strategic Direction, Growth Projects & Significant Forecasting Assumptions

• Quality Assurance review completed – project establishment

• Introduction report to the Risk & Assurance Committee

Upcoming workshops for May:

• Engagement and Consultation Approach

• Business Cases

• Fees and Charges

Democratic Services

Local Government Reform

On 5 May Ministers Watts and Bishop announced a fast-track process to introduce local government reform. The process seeks to speed up Council amalgamation processes with a view to:

• Combining regional and local council functions into a single organisation

• Reducing duplication and simplifying decision-making

• Creating a structure that works better at a regional or subregional level.

The announcement provides a timeframe of three months for groups of Councils to submit a Fast Track proposal to the DIA.

Carterton District Council has been involved in ongoing discussions with neighbouring councils about what potential amalgamation could look like, including both Wairarapa and Wellington based options. The Fast Track announcement provides a clear timeline to complete proposals and align District, City and Regional councils with the upcoming legislative changes in Resource Management, Planning, Building and Infrastructure.

As part of this, Council will seek to better understand what Regional Council functions may be affected with upcoming changes to the Resource Management Act. We will also continue to engage with our neighbours in Masterton, South Wairarapa, Wellington and Tararua as appropriate.

Wairarapa Constituency Representative By-Election

A by-election will be held due to the sudden passing of the GWRC Wairarapa Constituency representative, Adrienne Staples.

Nominations open Thursday 14 May and will close 11 June, and voting (if required) from Monday 20 July to Friday 21 August. Polling day will be Friday 21 August 2026.

This is a postal vote with the additional use of orange voting bin(s) to deposit votes – one will definitely be at the main council office.

Democratic Services staff will receive nominations and issue special votes for those not on the Electoral Roll, or who didn’t receive voting documents in the mail.

Customer Services

We have now completed a reorganisation of our customer services team and are currently undergoing improvements to the front counter area at 28 Holloway Street to create additional space and enable more streamlined, efficient service delivery for our hapori (community). Our team will be based in the Events Centre while the changes to the front counter areas are completed which is expected to be 3 weeks.

Māori Liaison

In July the Waikēkeno (Flat Point) Pou Whenua will be unveiled acknowledging the deep cultural and historical significance of Waikēkeno to Ngāti Maahu, recognising generations of occupation, connection, and kaitiakitanga in our District.

Waikēkeno is a place of long‑standing importance to Ngāti Maahu. Recognised as an historic area, it once included a papakāinga, extensive gardens, and a pā site of particular significance. The papakāinga was occupied until the early 1940s, and the pā site was the location of an important battle involving local iwi and iwi from the Wairarapa lakes area.

As with the Ngā Tāwhai Reserve project, Carterton District Council staff worked closely with Ngāti Maahu to ensure the history and significance of Waikēkeno are properly recognised. This work sits within Council’s Telling Māori Stories kaupapa and supports delivery of the Māori Responsiveness Action Plan.

Throughout the project, Ngāti Maahu were supported to connect with current landowners, strengthening relationships and shared understanding of the whenua.

The Pou was designed by Wayne Pitau. Due to the site conditions, alternative materials were explored, leading to collaboration with Lower Hutt–based specialists Tilley and Patton. Following extensive hui and designer discussions, the Pou was produced using laser‑cut steel techniques.

The completed Pou Whenua is a strong example of collaboration, combining cultural narrative, contemporary design, and committed relationships. It stands as an enduring acknowledgement of Ngāti Maahu history and ongoing kaitiakitanga at Waikēkeno.

Waikēkeno (Flatpoint) Waikēkeno (Flatpoint) Historic Area

Information Systems

Information Systems are current working producing efficiencies though the use of people and technology.

A key focus is ensuring new technology implementation (in all areas of council operations) integrates with the existing technology solutions. Experience indicates new technology is more effective and cheaper to implement when our IT team are involved at the design stage.

Currently the team are working with Central Hawkes Bay Regional council and MAGIQ software to release a Community Engagement Application. The App aims to provide an additional way for the community to engage with Council. Currently the App provides a news and alerts feed, but also enables a Service Request to be logged. Future developments will lead to additional online services for the community.

Emergency Management

Wairarapa Emergency Management Capability Strategy

The three councils have been working together to develop a regional strategy to lift staff capability across the four Rs of EM. The 5year Strategy has 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”. It aligns with the Wellington Region EM Group Strategy, proposed changes to the EM Bill (No.2), and using the CDEM Act 2002 and subsequent amendments.

The Strategy has already been adopted by Carterton and South Wairarapa District Councils, with Masterton District Council expected to adopt in their next full council meeting in May.

Global Fuel Disruption

The CDC Crisis Management Team continues to monitor the fuel disruption situation with mitigations implemented to manage cost escalation and conserve fuel usage. Further potential measures such as working remotely (for roles that are able to) and delaying non-essential services may be considered should the government escalate to higher Phase levels, however at this stage there is no need for these.

Severe Weather Events

Three significant events impacted Wairarapa over the past three months:

• 16 Feb – Extreme weather event

• 12 Apr – Cyclone Vaianu

• 20 Apr – Extreme weather event

Each event required activation of the Emergency Operations Centre (EOC) and while Cyclone Vaianu didn’t impact Wairarapa directly, secondary impacts were still felt in the region.

For the most recent extreme weather event, a Wellington/Wairarapa State of Emergency was declared at 1:30 pm on Monday 20 April and was terminated for Wairarapa on Friday 24 April at 5 pm.

The Wairarapa region currently sits under a local transition period to allow for the transition to recovery, enabling time to scope the full extent of the damage as the region rebounds from another impact on our region. The transition notice lasts until 16:59 hrs on Friday 22 May 2026 and enables the Wairarapa Recovery Manager extraordinary powers under the CDEM Act 2002 to manage, coordinate, or direct recovery activities. These powers, designed for urgent, safe and effective recovery, include the ability to clear roads, dispose of dangerous materials, manage essential supplies and enter premises to examine structures.

The Wairarapa Recovery Office is being re-established working with key stakeholders operating in the community to define the scope of the damage and assess what support, if any, is required from local and central government, other funders, or other providers to support impacted communities.

Weather: Evacuations in Carterton due to rising river levels ... Carterton District Council... - Carterton District Council

Flooding at Ruamāhanga River at Gladstone Inn Slip at Mangatārere Valley Road

9. People and Wellbeing

Our People

Onboarding/Offboarding:

• We have had one person leave the council during this period to move to another location with family.

• We have had one person join the council during this period. Our Executive Assistant to CE and ELT commenced 4 May 2026.

Recruitment:

• Assistant Accountant – recruitment not yet started (pending position description sign off).

• Events Assistant (part-time) – currently being interviewed. To backfill internal promotion.

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 has been completed of the Customer Services/Administration Team, and a new structure commenced 4 May 2026. The new centralised function aims to improve service levels and provide more effective support across all of Council.

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 75.26 (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:

• Emergency Management training - Under the Civil Defence Emergency Management Act 2002, council staff have a legal obligation to support emergency readiness, reduction, response and recovery efforts. We have put a focus on enrolling staff to complete training at Foundation and Intermediate level to further enable us to fulfil this obligation.

• Organisational values review – final stage. Updated values now confirmed and the design and roll out phase will commence this month

• Staff training modules design and delivery, including review of online training modules and pathways.

• Implementation of HR software platform – data set-up phase now completed. Admin user training will commence this month.

• Waitī (Local Waters Done Well) transition programme - Organisation, People and Change work group. Focus for current quarter is the development of the staff transition guidelines (pathways into the new entity).

Health & Safety (H&S)

The main focus of activities for the reporting period February - April has been creating and reviewing Standard Operating Procedures (SOP’s) with training competency checklists, continuing the “Values” project, and maintaining staff wellbeing.

The HS&W Advisor has been working with the Parks & Reserves Team to review existing and create new SOPs that align with Worksafe guidelines. Training on the new guidelines will be provided to new staff, with refresher training for all other staff.

The P&W Team have led a significant project to develop organisational values. Input from the majority of staff was gathered, and following the completion of voting, the Executive Leadership Team (ELT) has signed off on the proposed values. These values will soon be communicated and integrated into the Council’s practices, establishing a shared vision for collaboration and clear standards of expected behaviour.

Maintaining good physical and mental wellbeing means staff can perform at their best. Wellbeing activities included flu and COVID-19 vaccinations and a shared ‘pot luck’ curry lunch catered by staff members.

For the reporting period a total of 13 incident reports were received:

• Seven pain and discomfort reports were received. All injuries were of a minor nature, with no one requiring time off work.

• One damage report. A stone flicked off a tractor mower and broke a shop window.

• Four near miss reports included two of customer abuse.

10. Communications and engagement

11. CONSIDERATIONS

11.1 Climate change

Considerations have been noted in the report, as appropriate.

11.2 Tāngata whenua

Considerations have been noted in the report, as appropriate.

11.3 Financial impact

Considerations have been noted in the report, as appropriate.

11.4 Community Engagement requirements

Considerations have been noted in the report, as appropriate.

11.5 Risks

Considerations have been noted in the report, as appropriate.

12. Recommendation

That the Council:

1. Receives the report.

File Number: 506594

Author: Geoff Hamilton, Chief Executive

Attachments: Nil

8.6 Setting Rates for 2026-27

1. Purpose

For Council to consider the setting of rates for the 2026-27 financial year.

2. Significance

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

3. INTRODUCTION

The rates included in the report are part of the Funding Impact Statement that is included in the 2026-27 Annual Plan.

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

Approach to Rating

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

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

· Spread the incidence of rates as fairly as possible

· Be consistent in charging rates

· Ensure all ratepayers pay their fair share for council services

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

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

4. RISK Assessment

Setting of the rates is a requirement of the Local Government Act 2002 (LGA) and Section 23 of Local Government (Rating) Act 2002 (LGRA). Council is required to set the rates in accordance with these Acts to ensure they are lawful and can be collected from ratepayers.

5. Next steps

Following the setting of Rates, Council Officers will set the rates within the Council rating system and following 1 July 2026, the first rates assessment will be sent to ratepayers in July 2026.

6. Recommendation

That the Council:

1. Receives the report:

Pursuant to sections 23, 24 and 57 of the Local Government (Rating) Act 2002, resolves to set the rates, due dates, and penalties regime for the 2026/27 financial year as follows:

All rate amounts stated are GST inclusive.

a) General rate

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

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

General rates – differential factor
Residential	1.0
Commercial	1.8
Rural	0.8

Where –

· Residential means:

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

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

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

· Commercial means:

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

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

- Excludes any rating units used primarily for residential purposes

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

· Rural means:

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

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

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

2. • a rate of 0.19488 cents in the dollar (including GST) of capital value on every rating unit in the Residential category

3. • a rate of 0.35079 cents in the dollar (including GST) of capital value on every rating unit in the Commercial category

4. • a rate of 0.15590 cents in the dollar (including GST) of capital value on every rating unit in the Rural category

b) Uniform Annual General Charge

A Uniform Annual General Charge on each rating unit in the district to fully fund governance activities and to fund community support activities within the maximum possible under section 21 of the Local Government (Rating) Act 2002.

The Uniform Annual General Charge is calculated as one fixed amount per rating unit, for the rating year 2026/27 this rate will be $1,318.83 (including GST) per rating unit set under section 15(1)(a) Local Government (Rating) Act 2002.

c) Targeted rates

Definition of ‘separately used or inhabited part of a rating unit’

A separately used or inhabited part of a rating unit includes any portion inhabited or used by the owner or a person other than the owner, and who has the right to use or inhabit that portion by virtue of a tenancy, lease, licence, or other agreement.

Examples of properties with multiple SUIPs include, but are not limited to, the following situations:

· Single dwelling with flat attached

· Two or more houses, flats or apartments on one record of title

· Business premise with flat above

· Separate business premise and dwelling on same record of title

· Commercial building leased, or sub-leased, to multiple tenants

· Farm or horticultural property with more than one dwelling

· Council property with more than one lessee

· Individually surveyed lots of vacant land on one record of title offered for sale separately or in groups

· Where part of a rating unit that has the right of exclusive occupation by more than one ratepayer/owner

· Retirement village with self-contained flats or dwellings

Regulatory and planning service rate

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

(a) A targeted regulatory and planning Services Rate of 0.01041 cents per dollar of capital value set under Section 16 Local Government (Rating) Act 2002 on every rating unit in the district.

Urban wastewater rates

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

The rate applied is as follows:

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

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

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

For the purposes of this rate:

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

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

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

a. A rate of $630.50 per separately used or inhabited part of a rating unit set under Section 16 Local Government (Rating) Act 2002 for rating units that are not yet connected but are able to be connected to the Council’s urban sewerage reticulation system.

b. a rate of $1,260.99 per separately used or inhabited part of a rating unit set under Section 16 Local Government (Rating) Act 2002 for rating units that are connected to the Council’s urban sewerage reticulation system.

c. a rate of $1,260.99 set under Section 16 Local Government (Rating) Act 2002 for each water closet or urinal after the first in each separately used or inhabited part of a non-residential rating unit connected to Council’s urban sewerage reticulation system.

Waingawa wastewater rates

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

And

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

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

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

For the purposes of these rates:

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

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

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

a. a targeted Waingawa Sewerage Rate of $184.16 set under Section 16 Local Government (Rating) Act 2002 on every separately used or inhabited part of a rating unit that is connected to the Waingawa Sewerage Service located in the Waingawa industrial zone of Carterton District.

b. a rate of 0.21901 cents per dollar of capital value set under Section 16 Local Government (Rating) Act 2002 on all rating units connected or able to be connected to the Waingawa Sewerage Service, in the Waingawa industrial zone of Carterton District that are not used primarily for residential purposes.

c. a rate of 0.10950 cents per dollar of capital value set under Section 16 Local Government (Rating) Act 2002 on all properties used primarily for residential purposes connected or able to be connected to the Waingawa Sewerage Service located in the Waingawa industrial zone of Carterton District.

Stormwater rate

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

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

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

a. a targeted Stormwater Rate of 0.04589 cents per dollar of land value set under Section 16 Local Government (Rating) Act 2002 on all rating units within the urban area.

Refuse collection and kerbside recycling rate

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

a. a targeted Refuse Collection and Kerbside Recycling Rate of $134.24 set under Section 16 Local Government (Rating) Act 2002 on every separately used or inhabited part of a rating unit where Council provides the service, or the service is available.

Urban water rates

A differential targeted urban water rate of:

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

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

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

For the purposes of the differential targeted rate:

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

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

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

a. a rate of $958.79 set under section 16 Local Government (Rating) Act 2002 on every separately used or inhabited part of a rating unit that has been fitted with a water meter or meters and is connected to the Council’s urban water supply system.

b. a rate of $479.40 per separately used or inhabited part of a rating unit set under Section 16 Local Government (Rating) Act 2002 for rating units that are not yet connected but are able to be connected to the urban water supply system.

c. a targeted Metered Water Rate of $2.16 per cubic metre set under section 19(2)(a) Local Government (Rating) Act 2002 for each cubic metre of water supplied, as measured by meter, over 225 cubic metres per year.

d. A targeted Metered Water Rate of $3.30 per cubic metre set under section 19(2)(a) Local Government (Rating) Act 2002 for each cubic metre of water supplied, for temporary connections for Commercial and Industrial rating units as defined by the differential for General Rate.

Carterton Water Race Systems targeted rates

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

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

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

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

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

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

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

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

a. a targeted Rural Water Race Rate of $288.35 set under Section 16 Local Government (Rating) Act 2002 per rating unit on land situated in the Carrington and Taratahi Water Race System Classified Areas that has provision of the service.

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

• Class A $ 34.05444 per hectare

• Class B $ 7.81435 per hectare

• Class C $209.40164 per hectare

c. a targeted metered Water Race Rate for principally commercial / industrial use of $2.37 per cubic metre set under section 19(2)(a) Local Government (Rating) Act 2002 for each cubic metre of water supplied.

d. a targeted metered Water Race Rate for principally horticultural use of $1.44 per cubic metre set under section 19(2)(a) Local Government (Rating) Act 2002 for each cubic metre of water supplied.

5. Waingawa water rates

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

For the purposes of this rate:

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

Additionally, a targeted rate per cubic meter of water supplied, as measured by meter.

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

a. a targeted Waingawa Water Rate of $380.56 per separately used or inhabited part of a rating unit set under Section 16 Local Government (Rating) Act 2002 on all rating units that are connected to the Waingawa reticulated water service.

b. a targeted metered Waingawa Water Rate of $3.32 per cubic metre set under Section 19(2)(b) Local Government (Rating) Act 2002, as measured by meter, for all water supplied to each rating unit which has been fitted with a meter or meters with consumption up to and including 50,000 cubic metres per year and is connected to the Waingawa reticulated water service.

c. a targeted metered Waingawa Water Rate of $2.88 per cubic metre set under Section 19(2)(b) Local Government (Rating) Act 2002, as measured by meter, for all water supplied to each rating unit with consumption over 50,000 cubic meters per year, which has been fitted with a meter or meters and is connected to the Waingawa reticulated water service.

d. a targeted metered Waingawa Process Water Rate of $1.25 per cubic metre set under section 19(2)(a) Local Government (Rating) Act 2002 for each cubic metre of water supplied.

Economic Development Rate

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

· a targeted Economic Development Rate of $588.66 per rating unit on all Commercial and Industrial rating units as defined by the differential for General Rate.

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

Pursuant to Section 24 of the Local Government (Rating) Act 2002, that the rates (excluding metered water rates) for the year 1 July 2026 to 30 June 2027 be assessed in four equal instalments with each instalment due on the due date for payment for that instalment set out in table 1 below.

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

Instalment	Due date for payment	Penalty date
One	20 August 2026	21 August 2026
Two	20 November 2026	23 November 2026
Three	20 February 2027	22 February 2027
Four	20 May 2027	21 May 2027

e) Due Dates for Metered Water Rate Payments

Pursuant to Section 24 of the Local Government (Rating) Act 2002, that the due dates for metered water rates are as set out in table 2 below for each reading period for the year 1 July 2026 to 30 June 2027.

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

Meters read in	Due date for payment	Penalty date
September 2026	31 October 2026	2 November 2026
January 2027	28 February 2027	1 March 2027
March 2027	30 April 2027	3 May 2027
June 2027	31 July 2027	2 August 2027

f) Penalty Charges (Additional Charges on Unpaid Rates)

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

Pursuant to Sections 57 and 58(1)(b) of the Local Government (Rating) Act 2002, a penalty of 10% will be added on 1 July 2026 to the amount of rates assessed in previous financial years and remaining unpaid as at 30 June 2026 excluding metered water rates.

Pursuant to Sections 57 and 58(1)(b) of the Local Government (Rating) Act 2002, a penalty of 10% will be added on 1 July 2027 to the amount of rates assessed in previous financial years and remaining unpaid as at 30 June 2027 excluding metered water rates.

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

Pursuant to Sections 57 and 58(1)(b) of the Local Government (Rating) Act 2002, a penalty of 10% will be added on 3 August 2026 to the amount of water meter rates assessed in previous financial years and remaining unpaid as at 31 July 2026.

Pursuant to Sections 57 and 58(1)(b) of the Local Government (Rating) Act 2002, a penalty of 10% will be added on 2 August 2027 to the amount of water meter rates assessed in previous financial years and remaining unpaid as at 31 July 2027.

File Number: 511669

Author: Natascha Anderson, Financial Accountant

Attachments: Nil

8.7 Community Survey 2026 results

1. Purpose

For Council to receive the results of the 2026 Community Survey.

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 Community Survey is conducted annually to gauge community sentiment.
It asks the same questions each year to provide year-on-year comparison data that can be used to inform community priorities and planning decisions.

Opportunities to provide commentary across service areas are provided throughout the survey. Commentary is summarised via an AI tool and presented in themes to Council.

Council moved to an in-house community survey model in 2025 to improve cost efficiency, data access and longevity, and inclusive participation, while maintaining alignment with Long-Term Plan performance measures. This approach continues to be successful.

In 2025 PwC reviewed our survey methodology and concluded it is well aligned with our Long-Term Plan, methodologically sound, and supported by strong governance controls. They also provided recommended enhancements for future cycles, and these were incorporated in our 2026 methodology and process.

4. Discussion

4.1 Overview demographics

A total of 760 responses were received in 2026:

· 60% of those were submitted by women

· 35% as men

· 5% opted not to disclose

In terms of age spread:

· 36% of responses came from those aged between 50 and 64

· 33% from those aged 65 and older

· 27% of responses came from 30-49 year olds

· 4% of responses came from those aged 29 and under

More than 98% of respondents completed the survey online with 14 paper copies returned.

New to the 2026 promotional campaign was:

· The inclusion of large (and reuseable) posters at New World Carterton,

· A presence at Holloway Hoopla community event

· Increased door-stopping around local businesses.

· Video campaign with Councillors that demonstrated the work we have completed, or plan to complete, as a result of feedback received in 2025.

It is important to consider while interpreting these results that a significant weather event was underway as the survey officially opened. We held off digital promotion of the survey until this was completed (approx. one week).

Results are summarised as ‘satisfied’ where respondents provide a satisfaction score of between 7 and 10 (inclusive) out of 10.

4.2 Highest satisfaction scores

Commentary notes:

• The library and Events Centre key community assets — welcoming, well used, and contributing positively to Carterton’s sense of connection, culture and activity.

• Kerbside recycling and public rubbish bins are regarded as reliable and improving. “There is appreciation for cleanliness, dog‑waste facilities and visible effort around town.

• Residents consistently praise maintenance and appearance, particularly Carrington Park and Sparks Park, while also calling for more shade, seating and refreshed play facilities.

• Many people feel safe during the day, but concerns remain about night‑time lighting, vandalism (especially public toilets), and antisocial behaviour in some locations.

• Reliability and performance of water supply during adverse weather was acknowledged. The remaining concerns focused on chlorine taste, water pressure in some areas, and long‑term resilience as the district grows.

4.3 Lowest satisfaction scores

Commentary notes:

• Protecting the natural environment is an area of clear concern, with many residents wanting stronger, more visible environmental leadership. Feedback reflects both frustration after recent severe weather events and differing expectations about Council’s role versus broader climate and land‑use pressures.

• Provision of off‑road walkways and cycleways remains one of the lowest‑rated areas, however there is appreciation for the existing lime paths and cycling friendliness. There were strong calls for safer, better‑connected routes that link suburbs, schools and new developments.

• Land use and subdivisions show modest improvement, with residents recognising growth as necessary, while expressing concern about infrastructure capacity, building on wet or flood‑prone land, and the long‑term vision guiding development.

• Public toilets attract mixed commentary: upgrades and cleanliness are acknowledged, but recurring issues around vandalism, maintenance consistency, accessibility, and availability continue to impact perceptions.

• The way the district is continuing to develop is viewed cautiously but increasingly positively, with residents wanting growth to be better paced, well planned, and supported by infrastructure, while retaining Carterton’s character and liveability.

4.4 Most improved measures – percentage point growth on 2025

Commentary notes:

• The look and feel of the town centre has improved, with residents noticing improved cleanliness and presentation. Commentary also reflects a growing understanding that issues such as empty shops and poor building condition often sit outside of Council control, even though frustration about these impacts remains.

• Public rubbish bins are appreciated, with positive commentary around availability, cleanliness and dog‑waste facilities, alongside requests for more bins in parks and better servicing at peak times.

• Council kerbside waste collection (green Council bags) is viewed as reliable and well managed, though the cost of bags remains a common concern. Some residents would prefer alternative collection models.

• Representation by Elected Members has improved, with more residents reporting they feel represented and informed, while others still want greater visibility, clearer communication about councillor roles, and stronger engagement between election cycles.

• Wastewater system satisfaction has increased, with recognition of recent upgrades and system performance, balanced against ongoing concerns about odour, future growth capacity and long‑term affordability.

4.5 Measures where satisfaction declined on 2025 results

Commentary notes:

• Street lighting around town is seen as inadequate in some areas, particularly at night, with residents raising safety concerns and calling for a better balance between dark‑sky objectives and pedestrian and community safety.

• The availability of footpaths is generally acceptable in the town centre, but outside these areas residents note gaps, uneven surfaces, and accessibility issues for mobility scooters, wheelchairs and older people.

• The Carterton swimming pool is highly valued as a community asset, particularly by families and young people, with strong appreciation for free summer access. However, there are calls for longer opening hours, facility upgrades, and progress toward longer‑term indoor swimming options.

• Footpath maintenance is seen as an area needing more consistent attention, with residents raising concerns about uneven surfaces, accessibility for older people and mobility users, and maintenance outside the town centre.

Only seven scores declined on results from 2025. One (Open spaces, parks and gardens) remained the same. All others (36) improved.

4.6 Long-term Plan satisfaction measures

· Overall satisfaction with Council governance and reputation: 59% - KPI is 65%

· Residents feel connected with family and community: 68% - KPI is 65%

· Residents feel safe in public spaces: 80% - KPI is 65%

· Residents level of satisfaction with public facilities including public toilets: 74% - KPI is 75%

· Residents level of satisfaction with Events Centre, Library and Swimming Pool: 82% - KPI is 75%

· Residents level of satisfaction with the provision of open spaces, parks and gardens: 80% - KPI is 75%

· Residents’ satisfaction with the town’s wastewater system: 72% - KPI is 75%

· Residents’ satisfaction with the district’s stormwater system: 54% - KPI is 60%

· Residents’ satisfaction with waste disposal services: 76% - KPI is 75%

· Residents’ satisfaction with their household water supply: 77% - KPI is 75%

4.7 Overall community satisfaction
The overall satisfaction score provided for Carterton as a place to live improved by 2% on last year, now sitting at 80%.

4.8 PwC recommendations and Council response

PwC endorsed the 2025 survey methodology and provided a small number of enhancements for consideration in 2026 and beyond. The following enhancements were implemented in the 2026 survey:

· Implemented a ‘Don’t know’ answer option in addition to ‘N/A’

· Included a male/female demographic identifier

· Inclusion of Te Reo interpretations for all headings and question explainer details

· A clear pathway for disseminating results, including via a Community Survey hub on our website

· Access to raw data restricted to 2x staff members only. Provision of analysed data and themed commentary only to staff, Councillors and wider community (as presented in Appendix A)

Still under consideration is the implementation of skip logic, noting community feedback in person at engagement events is that the survey is long.

As requested by CDC Youth Council we also added an additional age category of 15-17 years.

5. NEXT STEPS

Summary data back will be presented back to the community via website and social channels.

6. CONSIDERATIONS

6.1 Climate change

Community feedback will be shared with the Climate Change Coordinator for data able to be used in mitigation and response situations.

6.2 Tāngata whenua

Officers followed recommendations for consideration to enhance Te Reo Māori and aim for further targeted engagement in future years.

6.3 Financial impact

The 2026 Community Survey was delivered within budgets.

6.4 Risks

The following risks and mitigations have been identified:

· Validity of AI comment summaries

Two Communications and Engagement staff members read every comment provided so that we can sense-check the AI analysis and ensure it provides valid summaries.

· Duplicate and low-quality responses
These were automatically identified by SurveyMonkey during analysis.

· Privacy and anonymity
Exported results are immediately separated from personal data before any analysis begins.

7. Recommendation

That the Council:

1. Receives the report.

File Number: 520927

Author: Sara Renall, Communications and Engagement Advisor

Attachments: 1. Community Survey 2026 Results Summary ⇩

8.9 Carterton District Trails Trust support requested for Waiohine Bridge

1. Purpose

To seek Council’s in principle support for the Waiohine bridge project and to obtain guidance on Councils potential future ownership of the completed bridge asset.

2. Significance

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

3. Background

The Carterton District Trails Trust is developing a proposal for a landmark single‑span bridge across the Waiohine River. The bridge would provide a safer, more resilient crossing for walkers and cyclists and complete a key link in the local and regional trails network.

In collaboration with Carterton District Council, significant progress has been made, including site confirmation, engagement of specialist designers and engineers, geotechnical investigations, stakeholder engagement, and acceptance of a final concept design. Approximately $190,000 has been invested to date, including funding from the 2021–24 Long Term District Plan.

The total project cost is estimated at $2.7–$3.0 million, subject to detailed design, consenting, and tendering.

Council is not currently being asked to provide additional funding. However, consideration is sought on the level of Council support for the project and whether Council would be willing to ultimately own and maintain the completed bridge as a Council asset.

4. Discussion

The Waiohine River currently presents a barrier to safe and continuous walking and cycling connectivity. Existing crossing options are limited, and there are safety concerns specifically on the SH2 bridge, which is a narrow bridge in a high speed area, and there are no other bridge crossings that support an expanding trails network. Trail infrastructure is increasingly recognised as a cornerstone of local and regional economic development, social and recreational wellbeing, environmental outcomes and low carbon transport options. The proposed bridge aligns with these objectives by improving safety, resilience and access for residents and visitors.

A public workshop was held with Councillors on 11 February 2026, where the Carterton District Trails Trust and bridge designer Dan Crocker provided an overview of the project, including progress to date, key design elements, and next steps. Work completed includes confirmation of the bridge location, engagement of a specialist bridge designer, completion of geotechnical and foundation investigations, and finalisation of the bridge design.

The proposed structure is a single‑span bridge, selected to minimise riverbed disturbance and enhance resilience. Key design considerations included:

· Comparison of swing bridge verses suspension bridge options

· Minimising vertical and horizontal movement (bounce and wobble)

· Performance under wind, flood and earthquake conditions

· Long term durability and lifespan

· Maintenance requirements over time

The final design of the bridge is a single span suspension bridge with an upward curve. This design gives the bridge maximum clearance from floods and keeps the path clear for cyclists and walkers without needing any piers in the river. The span of the bridge will be 155meters long, with the deck width being 1.23m. The steel masts have a height of 5m.

Maintenance requirements:

The design lives for the bridge have been developed for safety and durability.

The maintenance requirements include routine (annual), general, and principal inspections, which together provide a layered approach to managing bridge safety and condition. These range from frequent visual checks for obvious safety issues, through periodic detailed condition assessments, to comprehensive hands-on structural evaluations that confirm long‑term performance and inform maintenance planning.

If Council were to assume ownership of the bridge, officers estimate that maintenance costs would be minimal for the foreseeable future, due to the long design life of the foundations and structural materials. Ongoing costs would primarily relate to general wear and tear, vandalism, inspections, and insurance. These costs are estimated at approximately 1–2% of the total build cost per annum, approximately $60,000 at 2% assuming a build cost of $3m.

Insurance – there would be a few factors to take into consideration for insurance such as hazard profile and access criticality. However, an estimate under our Material Damage/Business interruption policy would be circa 0.3% -0.6% of value Approximately $9,000 - $18,000 assuming a build cost of $3m.

Depreciation would represent the most significant potential impact on rates, as it would be calculated based on the full replacement cost of the bridge. Council may elect not to depreciate the bridge substantially reducing the impact on rates, while acknowledging the bridge would not be rebuilt at the end of its service life.

It is noted that if Council agrees to assume ownership of the bridge officers will continue to be actively involved with CDTT as they work through their next steps and progress onto build. Officers will work with CDTT to ensure contracts include robust builders and designer assurances such as warranties, defects liability periods, compliance certifications and professions indemnity and public liability insurance, providing clear accountability and recourse if issues arise following construction.

Next Steps for Carterton District Trails Trust will include:

· Applications for funding

· Continued community engagement

· Progression through the resource consent process

· Appointment of a contractors and construction of the bridge

· Confirmation of long term ownership, maintenance and management arrangements.

Council is asked to consider its in principle support for the project and whether it would be willing to assume ownership and ongoing management of the completed bridge. The bridge would represent a significant long‑term community asset, with an estimated value of up to $3 million.

5. Options

Option 1 – Support the project in Principle.

Council notes the project update and indicates in principle support. This option would include CDC providing a letter of support to assist the trust with external funding applications but would not commit to ownership.

Option 2 – Support in principal and Council ownership on completion.

Council provides in principle support for the project and indicates a willingness to assume ownership, operation, and maintenance of the completed bridge, subject to:

· Final detailed design and construction compliance,

· Confirmation of funding sources,

· Agreement on asset transfer conditions and liabilities.

Under this option, the bridge would become a Council‑owned asset upon completion.

Option 3 – Decline support and ownership

Council notes the project update but does not provide in principle support and declines to accept ownership of the completed bridge.

6. NEXT STEPS

Next steps will be determined by the outcome of the decision made in this report.

7. CONSIDERATIONS

7.1 Climate change

The bridge supports climate outcomes by enabling safe, low‑carbon transport options such as walking and cycling, reducing reliance on vehicle travel and associated emissions. Its resilient, single‑span design also minimises riverbed disturbance and is better suited to withstand climate‑related events such as flooding, supporting long‑term environmental sustainability.

7.2 Tāngata whenua

Engagement has taken place with Local hapū – Ngāti Kahukuraawhita. CDTT will maintain engagement Ngāti Kahukuraawhita throughout this project as it progresses.

7.3 Financial impact

There are no immediate financial impacts arising from this report. Should Council choose to progress with Option 2, there would be future costs associated with ownership of the bridge, including maintenance, inspections, and insurance. Officers estimate these ongoing costs would be approximately 1–2% of the total build cost per annum which would be funded from general rates.

It is noted that if Council were to fund depreciation on the asset, this would result in a more significant increase in annual costs.

7.4 Community Engagement requirements

Engagement with community has been ongoing throughout this project, this includes engagement with Local hapū – Ngāti Kahukuraawhita, Greater Wellington Regional Council (staff and elected members), Members of Parliament, Five Towns Trails Trust, South Wairarapa District Council and Affected landowners. It is noted above that CDTT intend to do further community engagement.

7.5 Risks

If Council agrees in principle to future ownership (Option 2), there is a risk of ongoing financial obligations for maintenance, insurance and potential depreciation, legal and liability exposure associated with public safety and asset performance. These risks are considered manageable and can be effectively mitigated through staged decision making, contractual safeguards and continued Council oversight.

7.6 Wellbeings

Trail infrastructure is increasingly recognised as a cornerstone of Local and regional economic development, Social and recreational wellbeing, Environmental outcomes and low-carbon transport options.

National data from Ngā Haerenga – NZ Cycle Trail evaluations (2025) demonstrates that an 18% increase in trail use, an average spend of $964 per visitor, significant public health benefits nationally and a regional economic contribution of approximately $1.28 billion per year.

8. Recommendation

That the Council:

1. Receives the report

2. Agrees to support the Waiohine Bridge project in principle only.

Agrees to support the Waiohine Bridge project in principle, future ownership and management of the completed bridge, subject to final design compliance, confirmation of funding, and agreed asset transfer conditions.

Agrees not to provide in principal support for the Waiohine Bridge project or accept ownership of the completed bridge.

File Number: 520560

Author: Glenda Seville, Group Manager Community and Facilities

Attachments: Nil

8.10 Nuku Ora Proposal for a Wairarapa Subregional Sport and Recreation Assets Network Plan

1. Purpose

For Council to consider endorsement for the Wellington Regional Spaces and Places Strategy 2025, and to commit to proceeding with the development of a Wairarapa Subregional Sport and Recreation Assets Network Plan.

2. Significance

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

3. Background

With the support of Councils across the region, the Spaces and Places Regional Steering Group recently completed the Wellington Regional Spaces and Places Strategy 2025 (the Strategy). This is a refresh of the previous 2019 Spaces and Places Regional Strategy. A copy of the updated Strategy is in Attachment 1.

With the refresh and support from Sport NZ, Nuku Ora brought together councils (including the eight territorial authorities in the region) to identify issues and opportunities. Sector organisations, schools, and community groups were surveyed and focus groups were convened across the region.

4. Wellington Regional Spaces and Places Strategy 2025

In developing the Strategy the following challenges faced by the sector included:

· Population and preference changes

· Economic downturn and available funding

· Asset condition and quality

· Time pressures and volunteers

· Transport particularly in the Wairarapa

· Effects of climate change

· Costs of compliance

The Strategy provides an overview of current participation, trends and challenges, and builds on previous stocktakes of sports fields and indoor courts. This information supports Councils when considering investment decisions around recreation, sport and activities generally. A regional view is increasingly important as councils consider the cost and risk of duplication of facilities, and the potential of amalgamation.

The objectives of the Strategy are:

· Prioritising making the most out of existing spaces and places to meet demand through both facility and non-facility solutions.

· Targeting investment and resources to address the barriers some communities are facing to participation.

· Investing in new spaces and places where there is proof of need, and no alternative solution.

The Strategy emphasises:

· Making the most of existing assets before pursuing new builds. It recognises the importance of climate resilience and calls for proactive assessment.

· Equity, advocating for accessible/affordable opportunities to participate, increased collaboration including with schools, and greater flexibility in how spaces and places are used, including for different and new activities.

Region-wide priority recommendations in the Strategy are:

1. Using the Spaces and Places Strategy and collaborative decision-making framework regionally.

2. Assessing the impacts of climate change.

3. Progressing aligned code regional facility network planning – Bowls and Racquet Sports.

4. Assessing improvements to mid-sized stadium provision.

5. Prioritising improvements to supporting facilities.

6. Developing sub-regional network plans for Wairarapa and Kāpiti.

Councils have been asked to endorse this strategy. Officers have identified a number of risks in an endorsement without some caveats.

Endorsement may create an expectation that council will contribute funding to regional or subregional initiatives that are not currently budgeted or considered high need for Carterton. The collaborative regional decision-making framework may be perceived as constraining councils’ independence prioritisation and asset decisions. Successful implementation relies heavily on Nuke Ora roles; it is likely that Nuke Ora will require council funding for resourcing.

Development of a Wairarapa Subregional Sport and Recreation Assets Priorities Plan.

Nuku Ora has engaged with Mayors and CEs, Council officers, sector organisations and funders on a proposed Wairarapa subregional sport and recreation facilities and asset priorities plan (the Plan). A presentation on a Wairarapa Subregional strategy was recently made to the Wairarapa Combined Council Forum.

The proposal (Attachment 2) outlines a sub‑regional Spaces and Places planning approach for the Wairarapa, led by Nuku Ora key elements are:

· Expansion of the environmental analysis to capture Wairarapa specific trends, challenges and opportunities

· Adoption of planning principles that reflect the Wairarapa context

· Development of an agreed Wairarapa wide network planning identifying local and regional facility provision

The key outcomes expected from this plan will include:

· A coordinated network approach linking school, council, and private facilities across the Wairarapa

· A clear aquatic needs assessment identifying gaps in provision and future priorities

· A defined indoor court provision assessment, including current capacity and future needs

· Indicative financial resourcing guidance for subregional facilities (e.g. hockey, netball, and rugby infrastructure)

· Recommendations for a collaborative decision-making framework and funding policy for the Wairarapa

· Agreement on Wairarapa subregional priority projects and/or plans to support future investment decisions

Nuku Ora expect to have this work completed by October 2026 and will then help inform Long Term Plan’s. They have received $25,000 match funding from Sports NZ and are requesting from the three Wairarapa Council the remaining $25,000.

Officers agree with the majority of the intent and direction of the proposal. However, the proposal appears to incorporate shared asset management and shared delivery elements. Officers consider this is outside the intent of the subregional plan, and inclusion would introduce a layer of complexity around decision making, add financial and reputational risks and potentially set expectations with local sporting organisations that may not be met. Officers recommend these aspects of the proposal are refined and if possible removed. The primary focus would remain on assets and facilities, not on ownership or delivery models. If required, further work on shared ownership and delivery models could be considered at a later date.

The subregional plan will help to inform future Long-Term Plans and ensure investment decisions are made based on a coordinated regional network approach.

Financial contribution

In total, $25,000 is sought from the Wairarapa Councils for the development of a Wairarapa Subregional Sport and Recreation Facilities and Asset Priorities Plan, with a further $25,000 being provided by Sport New Zealand. Assuming an equal share basis across the three Wairarapa Councils, CDC’s share is expected to be approximately $8,333.00.

5. CONSIDERATIONS

5.1 Climate change

There are no direct impacts on climate change relating to the decisions in this report.

5.2 Tāngata whenua

There are no impacts on tāngata whenua relating to the decisions in this report.

5.3 Financial impact

A financial contribution of $8,333.00 is sought from CDC for the development of Wairarapa Subregional Sport and Recreation Assets Network Plan.

The expenditure is unbudgeted. If approved, the cost will be funded from the Community Services activity.

5.4 Community Engagement requirements

Engagement was undertaken with Mayors and CEs, council officers, sector organisations and funders.

5.5 Risks

Councils are considering the proposal from Nuku Ora individually. There has been no collective commitment to fund the subregional plan. The potential exists that one or more Councils may decide not to participate, leaving the other to complete the plan with a funding shortfall.

Further risks surround the potential that one or more Councils may commit less than an equal share towards funding the subregional plan.

Should one or both of these risks emerge, alternative funding sources will be sought to cover any shortfall. If alternative funding cannot be obtained, the scope of the plan will be reviewed to fit the available funding.

In the event the draft scope of work is reduced, CDC will ensure priority is given to completing a subregional aquatic strategy.

As noted in the body of the report, there are a number of risks identified with the endorsement of the Wellington Regional Spaces and Places Strategy. Council may need to reinforce the messaging to Nuku Ora and local sporting and recreational organisations that funding the sub-regional plan does not commit Council to adopting the subregional plans’ recommendations.

Wellbeings

Recreation supports physical, social and mental health and wellbeing. A co-ordinated subregional plan will help ensure that funding can be appropriately targeted and duplication can be minimised.

Using a subregional plan can help inform Councils on a Wairarapa perspective prior to local investment decisions being made.

6. Recommendation

That the Council:

1. Receives the report.

2. Endorses the Wellington Regional Spaces and Places Strategy 2025.

3. Notes that endorsement does not constitute approval or commitment to deliver, fund or prioritise any specific projects, facilities or initiatives identified in the strategy.

4. Supports the development of a Wairarapa Subregional Sport and Recreation Facilities Assets Priorities Plan.

5. Approves unbudgeted expenditure of $8,333 towards the development of the Wairarapa Subregional Sport and Recreation Facilities Assets Priorities Plan.

6. Delegates authority to the Chief Executive to amendment the Nuku Ora proposal to ensure the scope aligns with the Councils’ priorities.

File Number: 511353

Author: Geoff Hamilton, Chief Executive

Attachments: 1. Wgtn Regional Spaces and Places Strategy 2025 ⇩

2. Nuku Ora Sub Regional Proposal ⇩

8.11 Dog Control Fees for 2026/27

1. Purpose

For the Council to set the Dog Control Fees for 2026/27.

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 Dog Control Act 1996 (the Act) gives Council the power to set fees for the registration and control of dogs. Section 37 of the Act states that fees shall be made by resolution of Council and that the fees must be publicly advertised once they are set. The Dog Control Act does not prescribe that the resolution to set fees must be part of the Annual Plan process. The proposed fees for 2025/26 are included in the table below. We are proposing an average increase in registration fees in line with inflation at 2.3%. Some fees have more of an increase such as the rehoming fee to better reflect the actual cost to Council, like wise other fees have remained the same, i.e. the over $65 companion fee remains at $75.

It must be noted that Council has not increased it fees in relation to dog control since the 2023/24 year.

The proposed fees for the 26/27 year are set out below:

Dog Registration	Current 25/26	Proposed 26/27
Urban – entire dogs	$110.00	$115.00
Urban – spayed/neutered dogs	$85.00	$87.00
Over 65 canine companion	$75.00	$75.00
Rural – non-neutered and neutered dogs – first two dogs	$75.00 per dog	$77.00 per dog
Rural – non-neutered and neutered dogs – all remaining dogs	$40.00 per dog	$42.00 per dog
Dog classified as dangerous	$165.00	$172.50

Dog Registration	Current 25/26	Proposed 26/27
Urban application for a permit to keep more than two dogs	$75.00	$75.00
Replacement Tag	$10.00	$10.00
Housing dog at other facilities (if required)	Actual Costs	Actual Costs
Rehoming fee – sustenance, administration, registration, microchip (if required) and property suitability inspection	$50.00	$100.00
Costs associated with vet treatment/supplementary feeding	Actual Costs	Actual Costs
Euthanise dog	Actual Costs	Actual Costs
Voluntary handover (surrender dog)	$50.00	$50.00
Impounding Fees
Dogs, sheep, goats	$150.00	$160.00
Second time impounding (dogs)	$200.00	$210.00
Third and subsequent impounding (dogs)	$250.00	$260.00
Cattle, deer, horses and all other animals	$200.00	$210.00
Droving charge–calculated on actual cost including labour and plant hire	Actual Costs	Actual Costs
Sustenance fee – all animals	$20.00 per day	$20.00 per day

4. Discussion

The Dog Control Act 1996 requires that Council to approve fees levied for dog registrations. Section 37 provides what fees may be charged for and matters that shall be considered prior to approving fees. Specifically, section 37(4) outlines that Council shall have regard to the relative costs of the registration and control of dogs. In Carterton, dog registration fees help to pay for most of our animal services, for example:

· Dog control, (impounding wandering dogs, investigation of dog attacks, and minimising nuisances caused by dogs)

· Complaint response

· Operational costs of the animal shelter

· Proactive patrols

· Administration and maintenance of Council database including the yearly registration process

· Dog training advice and onsite behavioural advice

· Signage and advertising of dog related issues

· The provision of dog poo bags in Carterton

· Dog education programmes in schools

· Animal control vehicle costs

5. CONSIDERATIONS

5.1 Climate change

No issues have been identified.

5.2 Tāngata whenua

No issues have been identified that are specific to tāngata whenua in relation to this report.

5.3 Financial impact

The Council’s Revenue and Financing Policy notes that dog fees are partially funded by dog owners and partially funded by rate payers due to the distribution of benefits between public and private goods. These fees are set based on the 70-80% private goods and the 20-30% public goods split as per the Revenue and Financing Policy. Recovery of exacerbator costs due to non-compliance is recovered in full where possible.

5.4 Community Engagement requirements

5.5 Risks

No risks have been identified.

6. Recommendation

That the Council:

1. Receives the report.

2. Adopts the Dog Control fees for 2026/27.

3. Gives notice of fees for registration of dogs by public notification no less than one month prior to the fees taking effect.

File Number: 513117

Author: Solitaire Robertson, Planning and Regulatory Services Manager

Attachments: Nil

8.14 Service Requests and Complaints

1. Purpose

For the Council to be informed on Service Requests and Complaints received 19 March 2026 to 6 May 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.

Previous years’ service requests

	Number of service requests received
	Opened Tickets	Closed Tickets
2023	1243	1243
2024	1333	1310
2025	1318	1230

Current year service requests

The table below shows total numbers of service requests received from 25 March 2026 to 6 May 2026.

	Number of service requests received
	Opened Tickets	Closed Tickets
2026
Jan	92	101
Feb	140	111
March	100	111
April	125	109
May	15	11
Total	472	443

The table below shows a total of 135 tickets are currently open, broken down by department:

The graph below shows the number of service desk tickets opened each day. The spike for 20 April 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.

The table below shows total numbers of complaints received from 19 March 2026 to 6 March 2026.

Number of complaints received
Month	Year
	2025	2026
January	0	3
February	5	4
March	0	3
April	0	5
May	7	1
June	3
July	3
August	5
September	7
October	9
November	3
December	2
Total	43	16

6. Recommendation

That the Council:

1. Receives the report.

File Number: 512081

Author: Serah Pettigrew, Democratic Services Officer

Attachments: 1. Service Complaints 19 March 2026 to 6 May 2026 ⇩


AGENDA Ordinary Council Meeting
Date:	Wednesday, 13 May 2026
Time:	1:00 pm
Location:	Carterton Events Centre 50 Holloway St Carterton
Mayor S Cretney Deputy Mayor G Ayling L Newman Cr B Deller Cr S Laurence	Cr S Gallon Cr J Burns Cr S Casey Cr R Round

Number of requests received 2024-2026
	2024	2025	2026
January	4	0	12
February	7	7	6
March	5	5	7
April	7	7	8
May	7	5	2
June	0	6
July	3	2
August	3	12
September	9	6
October	5	7
November	5	6
December	1	5
Total	56	68	35