YEAR PLAN Te Māhere Ngahurutanga - CONSULTATION DOCUMENT 2021 2031 - Carterton District Council
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YEAR PLAN Te Māhere Ngahurutanga CONSULTATION DOCUMENT 2021 - 2031
02
Greg Lang His Worship
The Mayor
Nāku te rourou The option to “work Year Plan which we industrial development
Nāhau te rourou from home” for now present to the and this Ten Year Plan
many people with Carterton community sets out how that new
Ka ora ai te iwi. jobs in Wellington for feedback. infrastructure will be
Tihei mauriora ! city has opened up put in place to support
opportunities for This Draft Ten Year Plan
that development.
individuals and families sets out our vision for
With our basket of to make the move to the future of Carterton We started talking
Wairarapa. While the and the outcomes to the Carterton
resources we want to achieve.
pandemic has affected community in June
Combined with yours Wairarapa less than Managing population 2020 to find out what
Together, we shall some other parts of the and business growth, everyone wants the
country I do need to responding to the Council to focus on and
prosper. impacts of climate
acknowledge that for any new projects the
We breathe with life! some of our residents change, continuing to Council should be doing.
and businesses there renew our infrastructure We sought views from
have been negative and rejuvenating urban residents, rural
We’re preparing this Ten
impacts. the town centre are
Year Plan in the middle residents, members of
all captured in the
of a global pandemic. Hurunui-o-Rangi marae,
COVID-19 has given me, activities, projects and
Ordinarily this would and the other Council community groups
programmes proposed
be expected to be elected members the rangatahi, tamariki and
in the plan.
difficult for the Council. opportunity to reflect our older residents. 715
However, COVID-19 has on our role within the For our core ideas were given to us
shown the strength Carterton community infrastructure we’re in Carterton’s “Big Jar of
of the Carterton and how through proposing sticking Ideas”.
community and our our decision-making with our previous
collective resilience People felt very strongly
we can contribute to plans – finalising
in the face of big the wastewater about needing to
improving the wellbeing
challenges. We’re still treatment plant change the look and
of all our residents and
experiencing significant upgrade, identifying feel of the town centre
businesses.
population growth and and constructing an and this was the main
development pressures. We’ve spent the last additional water supply, idea that came through.
year reviewing our and replacing our pipe The requirement for
This has continued the vision, thinking about infrastructure as it more parking also came
trend of the past few our activities, projects comes to the end of its through strongly, both
years and reflects in part and programmes and useful life. in the town centre and
the attractiveness of our discussing how we for the Events Centre.
District to other Kiwis fund them and how We’re also investing in
looking for lifestyles rates are allocated new infrastructure to We also heard from
and opportunities across properties in support the growth of many people they
Carterton district offers. the District. The result the town. The plan is wanted more walking
I believe COVID-19 has of all that work is this to open up land to the and cycling trails,
also contributed to this consultation document east of the town for new for recreation, visitor
growth. on our proposed Ten residential and light attraction and safety.
03
This feedback, and The Government is Department of Internal
our own thinking, has reforming the delivery Affairs website.
meant we want to hear of wastewater services,
from you about three drinking water supply The review of the
new projects we are and stormwater. Resource Management
The Government is Act is expected to
proposing to progress
considering establishing result in new planning
over the next ten years:
new waters entities to and climate change
Town centre take over the ownership legislation to replace the
car parking of Councils’ waters current Act.
assets and operate This is likely to have
Five Towns Trail
those services. consequences for
Project
Our council agreed the District Plan and
Town Centre how we carry out our
to participate in the
Redevelopment statutory planning
initial stage of this
reform programme functions.
Adding our preferred
options for each of and received funding
Again, we’re likely to
these activities to our for water infrastructure
know more about
business-as-usual spending in 2020/21.
these changes in the
activities results in an This is likely to have a second half of the 2021
average rate increase of significant impact on calendar year. We’ve
5.65 percent, or $160.00 councils; especially small not made any provisions
in the 2021/22 year. councils like us. For the in this Ten Year Plan for
purposes of this Ten Year changes as we don’t
I look forward to know for certain what
Plan we have assumed
hearing the feedback the changes will be.
none of these changes
on these ideas. In our
will happen.
Consultation Document The more general review
we’ve outlined the three However, we expect of the purpose of local
projects, their costs the Government to government partly
and the alternatives we reflects the waters and I and the other elected I encourage everyone
announce the new
Resource Management members will be out to read and think
considered. arrangements in the
Act reforms. Councils and about to talk with as about the ideas in the
latter part of the 2021
Worth noting is that may be required to pick many people as possible Consultation Document
calendar year and we
local government in up new functions and over the next month and give us your
will be engaging with
New Zealand is in a state responsibilities. or so on the proposed thoughts.
Carterton community
of change, although new projects and the
on whether or not our
exactly what that We will be keeping Ten Year Plan more
waters services should
change looks like we a close watch on the generally.
transfer.
don’t currently know. Government’s work,
By that time, we’ll have influencing when we
There are three main plenty of information can and bringing ideas
“workstreams” currently about the costs and back to Carterton
underway: 3 waters other consequences residents as we can.
reform, a reform of the of such a change. Again, no provision in
Resource Management More information on this Ten Year Plan has
Act and a general review these ‘workstreams’ been made for any
of local government. can be found on the possible future changes. Mayor Greg Lang
04
CONTENTS Why have a
consultation
02 Mayor’s Introduction
04 Why have a consultation document?
04 Our vision and community outcomes
06 What are we consulting on?
document
06 Town centre car parking
08 Five Towns Trail project
10 Town centre redevelopment
12 Highlights for the next ten years
13 Financial strategy
16 Impact on rates
and what are we planning to do?
18 Infrastructure strategy
All Councils must prepare a ten-year long-term plan
22 Have your say
and a consultation document that presents any new
24 Submission form activities the Council proposes to undertake. Through
this consultation document we are consulting our
community on our plans for the next 1 – 10 years.
For further information check out our full Ten Year
Plan at www.cdc.govt.nz/tenyearplan
Our vision & outcomes
VISION A strong and An empowered
effective council community that
A welcoming and providing trusted
leadership
participates in
Council and
community-based
vibrant community A caring community
that is safe, healthy
decision making
and connected Awesome public
where we all facilities, spaces
and parks
enjoy living
Te Āo Māori/Māori A community that A community that
aspirations and embraces and fosters and promotes
partnerships are encourages our our quirkiness and
valued and supported cultural diversity and creativity
heritage
05
It will be largely Increase town centre to cost a lot just to
‘business as usual’ for car parking maintain. Finally, we’re
most of our activities planning to do some
Begin with Trail 1 of
for the next 10 years. smaller projects over
the Five Towns Trail
the next few years,
Project
We’re taking the most including climate
financially prudent Our involvement change mitigation
approach for our with the town centre activities, increasing the
ratepayers, while redevelopment transfer station opening
factoring in the costs hours a bit, partnering Last year we asked you
of rates and our ability We want to hear with Hurunui-o-Rangi
your feedback before for your big ideas for
to borrow to fund new marae to tell the stories
infrastructure. We have
we make any final of the first people of Carterton’s future.
decisions. Taratahi/Carterton
carefully considered
what is important to Other than these District, developing
meet the needs of our new projects we will an affordable housing We’ve read all
community. continue to invest in action plan and doing
our core infrastructure minor improvements 715 ideas in the
You may have different – including a new to the swimming
views, or you may agree water source for the pool. Finally, we may Big Jar of Ideas
with our choices. This is town supply, finishing provide a loan to Water
your chance to have a our wastewater Wairarapa Limited on a
commercial basis, up to
We’ve considered these
say in Carterton’s future. treatment plant
upgrade and creating $400,000, should they alongside our other
We’ve identified three new infrastructure to require it to complete activites and projects to
projects we would enable development the consenting process. help inform our dra�t Ten
like to go ahead with in the Eastern Growth Any risks to the Council
based on what you Area. We are planning will be minimised by a Year Plan.
told us and taking to replace our main full assessment of the
into consideration office building, which project feasibility at the
our current plans and is no longer fit for time any loan funding is
commitments: purpose and is starting requested.
Safe and resilient An environmentally
water supply, responsible
wastewater and community
stormwater systems committed to
reducing our
Healthy, sustainable carbon footprint
waterways and adapting to the
A resilient impacts of climate
community capable change
of responding and
recovering from
environmental
shocks
Quality, fit A vibrant and A community that
for purpose prosperous business is productively
infrastructure and and primary sector engaged in
services that are investing in, and employment,
cost-effective and supported by, the education, and
meet future needs community community service
06
What are we
consulting on?
There are three initiatives on
which we seek your feedback:
1
TOWN CENTRE
CAR PARKING
You have told us that There are limitations
access to adequate car with what can be
parking in Carterton’s achieved with parking
town centre and the on High Streets
Events Centre is an North and South due
issue. Additional car to State Highway 2
parking will: running through the
town centre. Some
help with increased people find it difficult
use of Holloway to use existing parks
Street council on High Street due to
facilities (library, the volume of traffic
Events Centre). and parallel parking
support the local required.
economy .
maintain a vibrant
town centre.
We want your
There were 123 ideas in our Big feedback on
Jar of Ideas specifically about the these options:
town centre and parking.
A
The operations yard improvements, it is likely demand which could
would remain at 80 that at some stage over discourage local
Holloway Street and no the next ten years we retail spend.
additional car parking may have to upgrade
would be provided them. We do not favour
(status quo). Option A as it does
Benefit: Avoidance not deliver the car
There is no cost of capital parks you have
associated with this expenditure. previously told us
option, however the you want.
existing Operations Risk: Continued
Yard buildings are very shortage of car No impact on debt,
old and, while we have parking during rates levels, or levels
not budgeted for major times of high of service.
07
B
Relocate the council - fitout of existing Benefit: it would costs in New Zealand
operations yard from buildings on the free up Holloway over the next few
80 Holloway Street Daleton Farm site. Street for up to 100 years, therefore the
to Daleton Farm and additional car parks risk about our cost
convert existing site to Converting 80 Holloway right by the Events estimate.
car parks. Street into car parks Centre and within
will cost $102,000. 200m of High Street Debt will increase by
Moving the Council North and Holloway $905,000 and there
Operations Yard will cost The total cost of will be increased
Option B is $905,000 Street intersection.
$803,000 level of service.
plus interest. Risk: the cost
Moving the Yard will estimate may be
involve the following: Initial work will begin
in the 2021/22 year too low and won’t
- new office block at and the final work be known until the
Daleton Farm. undertaken in construction begins.
2022/23. There is uncertainty
- site works. about construction
C
Find other sites for Risks: other sites may
additional car parking. not be able to be
found and the costs
There are no clear may exceed the
sites of the scale of 80
Holloway Street, so
budget estimates. COUNCIL’S PREFERRED
multiple sites would We do not favour OPTION IS OPTION B:
need to be acquired and Option C as it is Relocate the existing Council operations yard
converted. too expensive and from 80 Holloway Street to Daleton Farm,
uncertain. allowing the Holloway Street site to be used
The cost of Option C is
$2million over ten years Debt will increase for car parking.
to convert 100 car parks by $2 million and For this option general rates will increase on
at four sites. general rates would average by $12.50 a year per rating unit (or
increase on average $50,000 a year across all ratepayers) and that
Benefit: Cost can by approximately
be staged over a cost will continue through to 2031.
$60 per year per
number years and rating unit and there Services will be enhanced with additional car
carparks can be will be an increased parking for the town centre.
provided as demand level of service.
increases.
08
2
FIVE TOWNS TRAIL PROJECT
The Five Towns Trail This project aims to
Project is an off- get more people more
road recreational active more often,
trail project that by providing safe,
aims to connect the affordable, accessible
five townships in year-round off-road
Wairarapa. recreation trail provision.
The three Wairarapa Early concept plans
councils have co- have been developed
developed this project, and four priority trails
with a goal of having have been identified
a series of off-road including:
Trail 3-
We want your
recreational trails that Gladstone loop
Trail 1-
increases outdoor (including Dakins
Greytown to
feedback on
recreation opportunities, Road).
Carterton.
improves public health,
these options:
well-being and lifestyles, Trail 2- Trail 4-
and attracts more Carterton to Carterton urban
visitors to the Wairarapa. Masterton. loop.
A
Begin work on Trail 1 the community would gauge community Wellington visitors to
(Greytown to Carterton) be completed before support and visitor Greytown to also visit
and include further trails construction begins. use. User numbers Carterton.
development in the The cost of the project and community
2024-34 Long Term Plan would be $295,000 feedback can Risk: Once
on the remaining plus interest and funds inform decision- constructed the trails
Trails 2-4. would be obtained via a making towards may not be used as
loan. the remaining trails. highly as anticipated.
Detailed planning, route The Greytown to
identification, costing, Benefits: it enables a Debt will increase by
Carterton link is also $295,000 and levels
timing and consultation section of the project likely to encourage
with landowners and to commence and of service would
and attract those increase.
There were 53 ideas in our
Big Jar of Ideas about walking
and cycling trails.
83 percent of people surveyed in 2020 said they would like to
see more walking and cycling trails in the Carterton district,
for both recreational and tourism reasons.
09
B
Proceed with entire Carterton District Benefits: It will Risk: Once
project completing Council cost breakdown demonstrate constructed the trails
Trails 1-4. for each trail below). Carterton may not be used as
District Council’s highly as anticipated.
Detailed planning, - Trail 1- Greytown to commitment to the
route identification, Carterton ($295k). project and is part of We do not favour
costing and timing Council’s economic Option B due to
and consultation with - Trail 2- Carterton to its cost.
development
the community would Masterton ($766k
activity, attracting Debt would increase
be completed before excluding cost of a
local visitors and by $5.21 million and
construction begins. bridge).
aiding recovery post increase on average
The cost of this option is - Trail 3- Gladstone loop COVID-19, and will by approximately
$1.9m to the rate payer (including Dakins enable the entire $100 a year per rating
over the period 2021- Road) ($3.47m). network to proceed unit. Levels of service
2031. The project funds as one project and would increase.
would be obtained via - Trail 4- Carterton opportunities for
a loan (see estimated urban loop ($670k). economies of scale.
COUNCIL’S PREFERRED
C
Withdrawal from Risk: a trails network OPTION IS OPTION A:
the project. does not get
constructed and the Begin work on Trail 1 – Greytown to Carterton.
Council could choose community misses A decision about whether to proceed with
to withdraw its support out on a potentially remaining Trails 2-4 will be the subject of
for the Five Towns Trail valuable resource, consultation in the 2024-34 Long Term Plan.
Project, i.e. the status and Wairarapa fails
quo for the Council. The to attract visitors. We have included $295k in 2021-24 of the Ten-
Five Towns Trails Plan Year Plan to enable the proposed project to
will be left to others to We do not favour proceed. The project will be funded through a
implement. Option C as you told loan.
us you wanted more
Benefit: savings recreation activities For this option general rates will increase on
made to proposed and cycle trails. average by $3.83 a year per rating unit (or
budgets and $18,000 a year across all ratepayers) and that
decrease to the There would be no cost will continue through to 2031.
amount of rates impact on debt, rates
required. or levels of service.
10
3
TOWN CENTRE
REDEVELOPMENT
Over the next few wants from the town
years, significant centre and wants to
redevelopment will actively share in the
take place due to the vision. An attractive
age and earthquake- town centre will have
prone status of many a positive impact
of Carterton’s town on the wellbeing of
centre buildings. This the community. Well
may include a mix of designed, appealing
public spaces provide
We want your
renovations and new
builds, with the look a sense of community
pride, easy access for
feedback on
and feel of retail in
the future being very shoppers to support
these options:
different to that of the retailers, and an
past. opportunity for social
interaction. There has to gather
Most of this been feedback from the and meet,
development will be community indicating to share a sense
undertaken by the they would like the town of community, feel
private sector, but centre to feel like the connected to each other,
the community has “lounge of our district” and to create a town
expectations of what it – a comfortable place centre for the future.
A
No direct investment and retail activity. The cost to Council and We do not favour
from the council and Council would try to ratepayers. Option A as it is
instead advocate to get influence the shape unlikely to achieve
Risk: developers and
property owners and and form of the future what our community
investors do not invest
investors to provide town centre through wants.
in public spaces,
advocacy and the
public spaces and which the District There would be no
District Plan rules.
enhanced accessways to Plan is unlikely to be impact on debt, rates
support new buildings Benefit: no direct able to force. or levels of service.
B
Create new public encourage private
spaces and accessways sector developers to
invest.
Council could purchase
land for new public Risk: private sector
spaces and accessways/ developers do
laneways in the town not support the
centre. This would be Council’s vision and
done in conjunction the development of
with redevelopment the public spaces,
by the private sector, therefore preventing
incentivising them to the Council from
deliver the shared vision. accessing the land
necessary.
The cost of this option
is $331,000 plus interest Debt will increase by
over ten years. $331,000 and levels of
9
service will increase.
Benefit: effective
public spaces will
be developed to
complement the
redevelopment of
buildings, enabling
the Council to
co-create the
rejuvenated town
centre. This will help
ensure the town
centre becomes
the ‘lounge’ of the
District. Council
contribution to
the town centre
rejuvenation could11
TO W N C E N T R E
R E D E V E L O PM E N T
C
Council acts as a may also increase
development agency. investor confidence
and result in more
This option would private sector
include purchasing
town centre properties
players investing in
the town centre.
COUNCIL’S
and rebuilding and
selling on or leasing. Risk: the Council
PREFERRED OPTION
While partnerships does not have the IS OPTION B:
with private developers skills and experience
are possible under to act as a Include in the plan budget capacity to
this option (allowing development agency purchase land for new public spaces and
sharing of risk and and investments end accessways/laneways in the town centre.
costs), Council would up not breaking even General rates will increase on average
be required to invest or returning profit, $2.57 a year per rating unit (or $11,500 a
significant amounts costing ratepayers. year across all ratepayers).
upfront before being
able to generate any We do not favour
returns. Option C due to its
high cost.
Benefit: this
option gives the This option will cost
Council the most $4.16 million and
direct control increase on average
over achieving $115 a year per rating
the desired town unit. Levels of service
centre vision. It would increase.
There were 123 ideas in our Big Jar of
Ideas about the town centre and parking. We’re
proposing purchasing land in the town centre
91%
for new public spaces, accessways and laneways.
91 percent of people surveyed in 2020 said it was important
for the Council to support a town centre revitalisation as
part of its Long-Term Plan. We’re proposing purchasing
land in the town centre new public spaces, accessways and
laneways.12
Highlights for the
CONTENTS
next ten years
We are concentrating Key Project expenditure over the next 10 years: (see www.cdc.govt.nz/
on delivering our core plans/tenyearplan).
services in the next Wastewater renewals Urban growth
ten years in much strategy $15,670,998. Council has already
& replacement
the same way as we included the cost of
$6,632,752. these projects in the
currently deliver, with Additional water
the exceptions of town source $9,328,353. draft budget and
Water supply
water supply, investing intends to proceed
renewals and Council main with them.
for growth and replacing
replacement office replacement
the Council Main Office. While they are not
$5,286,211. $4,517,157.
Investing in the capital considered key
projects below and current service levels, is More information is consultation projects
continuing to deliver the most appropriate available in the draft council still welcomes
our other activities with approach to take. Ten Year Plan feedback.
We do not plan to undertake
any major non-essential
capital projects.
We have carefully considered
what we can afford, taking
into account our financial
reserves, rate increases, and
our ability to borrow.13
Financial The financial strategy explains how the Council will manage its
finances over the next ten years, and the general approach and
principles to be followed. To meet the reasonable needs of our
community, the Council has applied the following principles:
strategy
be fair to our ratepayers and customers.
maintain service delivery and if required
meet increasing demand.
balance the budget.
summary
be good stewards of our assets and infrastructure,
and of our funds.
spread the cost of our assets across their useful lives.
HOW WE WILL DO THIS the net cost BALANCED BUDGET
BENCHMARK
of the activity
(expenses less
Being fair to our
any revenue)
ratepayers and
customers means our Council’s goal is to run a general rates increases
activities are cost- increasing balanced budget across in years one and two,
effective and necessary capacity and the ten-year period. This with the first year of
for the community’s mitigating risks means we aim to match this impacting on
plus, an amount to
current and future associated planned revenue and the balanced budget
cover the repayment
needs. Those who with the town
of loan principal, or planned expenditure, benchmark.
water supply.
benefit from our to build up reserves helping to ensure that
services pay for those for future year today’s ratepayers pay Doing this helps to
services through expenses (such as for the services and lessen the impact of
the three-yearly average rate increases
rates and charges. amenities provided to
elections) due to asset revaluations
Where we invest in our them.
Investing in and the completion
infrastructure assets, infrastructure
we spread costs across Where surpluses are of large wastewater
to support
today’s and tomorrow’s the growth
generated this is to cover capital works. We plan to
users (intergenerational of Carterton repayments on loans recover this reduction in
equity) in order to township to less any expenses, (as a result of increased years three and four of
the east. especially borrowing) and to the plan.
match when benefits
depreciation, that rebuild reserves.
arise. don’t need to be
funded or the Council expects to not
We are also aware of not Council has chosen
excessively burdening meet the balanced
not to fund.
today’s users with the budget benchmark in
impact of yesterday’s the first year. This is a
users not having result of our proposal
contributed enough. to reduce the level of
Overall, the financial
picture reflects
prudent, conservative Balanced Budget Benchmark
management. There
Revenue/operating expenditure (%)
will be surplus in every
115
year to pay back loans
and build reserves.
Capital expenditure and
operating expenditure 110
is dominated by
infrastructure (roads,
wastewater, and water). 105
Debt rises to a peak of
$31 million to fund the
101
100 100 100 100 100 100
capital works in 2029/30
100 98 98
for the additional water 97
supply then falls during
the rest of the period
as loans are repaid. 95
Reserves build steadily.
This leaves the council
in a good position 90 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
with headroom for
unforeseen expenditure.
Year
Benchmark met Benchmark not met14
Capital expenditure
Capital expenditure is for purchasing, building, replacing, or developing the district’s assets,
such as roads, parks, wastewater, and buildings. For each major infrastructure network (water,
wastewater, stormwater, and roads) asset management plans are in place. These are key
planning tools for the maintenance, renewal, and development of assets.
3% 1%
5% 13%
The assets managed by the Council
are forecast to grow from $235 11%
million to $290 million over the ten
years of this plan. The key capital
projects over the ten years are as
follows:
a new source of water for our
urban water supply ($9.328m).
implementing our urban growth CAPITAL
strategy by servicing new
residential land with roads, EXPENDITURE
footpaths, and the three waters 2021-2031
($15.671m).
The Council will spend nearly $79.7
million on capital expenditure over
the next ten years ($6.1 million in
2021/22).
The chart to the right provides
22%
a breakdown by major group of 44%
activities over the next ten years.
Roads and footpaths Parks and reserves
Water Supply Community services
Sewerage Other
Stormwater
A new source $15
$9illion
of water for milli .671
.328 on
our urban m Servicing new
water supply.
residential land with
roads, footpaths, and
the three waters.15
TYPE OF CAPITAL EXPENDITURE
16
14
The largest share of the
capital spending is on 12
$ million
roads and footpaths
($35.3 million or 44
percent) followed by 10
water supply ($17.5
million or 22 percent). 8
The chart to the right
breaks down capital 6
expenditure between
renewal of existing
4
assets, responding to or
anticipating growth in
demand, and improving 2
levels of service.
There are three peaks
in capital expenditure 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31
over the ten years. In
2027/28 there is growth Renewals Level of service and growth
expenditure for the
additional water supply.
In 2023/24, 2026/27 residential land in the of renewals, service and water meters, water
and 2029/30 there is eastern growth area. In growth expenditure supply resilience, and
expenditure relating the intermediate years, relating to wastewater the additional water
to servicing new there is a mix of levels developments, smart supply.
Operating expenditure 13%
9%
Operating expenditure reflects additional
is forecast to increase levels of service,
from $20.1 million and the associated 19% 6%
to $27.2 million over maintenance and
the next ten years, an operating costs, and
increase of 35 percent either building funds
compared with the 31 for replacement in
percent BERL forecast the future or paying 5%
for local government interest and loan OPERATING
inflation over the same repayments. EXPENDITURE
time period. 2021-2031
The following chart 5%
As well as reflecting shows the split
the impact of capital between groups of
expenditure for activities over the next 2%
growth the increase in ten years.
operating expenditure
16%
The greatest operating
expenditure over the 26%
next ten years is on
6 1
transportation
$36 Roads and footpaths Regulatory & Planning
$ ion .5 ($61.5 million or Sewerage Waste Management
26 percent), followed
milli .7 Water Supply Governance
mill by wastewater ($36.7
million or 16 percent).
on Community services Stormwater
Parks and reserves16
Rates
The purpose of local government is to enable democratic
local decision-making and to meet its communities’ needs
for services—now and in the future. These responsibilities
often create conflicting views f rom the community and
organisations on what the Council’s priorities should be and
how much money is spent.
Affordability is a concern on upgrading and the increase in the BERL funded by an increase to
for most ratepayers, expanding our core local government cost rates revenue.
whilst many feel the water and sewerage index plus 2 percent.
Council should be doing Rather than have the
services to meet current
more to accommodate The chart opposite full impact of these
needs and future
the needs of a changing shows the projected increases in year one,
demands. We are not
community. While rates during the Ten- Council proposes to
planning to increase
grappling with this Year Plan (the blue bars) manage this by lowering
significantly any of
balancing act, the and the percentage the increase in general
our other activities,
Council has considered, increase in average rates rates in the first two
but instead maintain
as far as practicable, (the red line). Rising years and recovering
a business-as-usual
the requirements of depreciation expense in this in years three and
approach.
the current community 2021/22 from the value four. This has the effect
without compromising The Council has a of our roading assets of ‘smoothing’ the
future generations. prudential policy to limit and the completion of impact on average rates
For the next ten years, the increase in average the large wastewater increases across the first
we plan to focus rates in any one year to plant project will be four years of the plan.
Borrowing
The Council has set prudential limits on the level of
borrowing and the level of interest costs.
These are shown in the following chart. All are well
within the limits over the next ten years.17
Projected rates and changes in average rates
25 8%
20 6%
% change in average rates
Rates ($ million)
4%
15
2%
10
0%
5
-2%
-4%
2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31
Rates($m) % change in average rates
In the 2021/22 financial in average rates is category, and the
year, the Council anticipated to be 2.3 valuation of each
proposes to collect $15.1 percent, rise to 3.9 property. In 2021/22,
million in rate revenue. percent in 2023/24 and most of the increased
This is an increase of then peak at 5.4 per expenditure will impact
$1 million on the current cent in 2024/25, after on urban rates.
financial year and which they remain in
the 0-5 percent range. In 2025/26 we are
equates to an increase projecting the number
of 5.65 percent in the Actual rates each year of rating units to
average rates, after for individual properties increase faster than the
taking into account will vary depending shift in rates revenue,
growth in the rating upon the targeted rates leading to an overall
base.[1] After 2021/22, that are applicable, decrease in average
the annual increase the differential rating annual rates.
Debt limits and projected balance
16% 55
14% 50
Debt rises steadily
45
during the period to 12%
2029/30 to fund the 40
capital works for urban
10% 35
growth strategy and
the additional water 30
supply. 8%
25
Total debt is expected to
DEBT ($ MILLION)
6% 20
rise to $31 million at the
end of 2029/30 and then
4% 15
decrease to $29 million
by the end of the ten- 10
year period. 2%
5
The projected level
of debt is well within -
2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31
Council’s interest and
debt limits. Two of our Projected debt balance (right axis) Debt % of assets
limits are shown in the Interest % of operation rev Debt % of assets max
graph on this page.
Interest % of operation rev max
[1] The average rates is the total forecast rates divided by the total number of
forecast rateable properties. Need further information? For a full copy of our
Financial Strategy check out our 10 Year Plan at www.cdc.govt.nz/tenyearplan18
Infrastructure
strategy summary
Over half of the Council’s operating expenditure and most of its capital expenditure is on its network
infrastructure—roads and footpaths, wastewater, water supply, and stormwater—which are essential for the
health, safety, and land transport needs of the district, and have a significant impact on the physical environment.
CAPITAL EXPENDITURE FORECASTS 2021-51
Getting the $14,000,000 higher environmental
infrastructure standards possible
spending right is $12,000,000 under the regional
important. We have an council’s Proposed
infrastructure strategy Natural Resources
$10,000,000
that considers the Plan. These standards
significant issues for are yet to be finalised
our infrastructure over $8,000,000 but, in anticipation,
the next 30 years, and modest funding has
how we will address been set aside to
$6,000,000
them. The key issues implement stage 1 of
are: a two-stage resource
$4,000,000 consent to monitor
demand for services outfall to natural
with population waterways. Stage 1 is
growth. $2,000,000
a 5 year consent while
the impact of stage 2 will put in place
climate change measures to improve
2
3
4
5
6
7
8
9
0
1
6
1
6
1
/4
/3
/5
/2
/2
/2
/2
/2
/2
/3
/4
/2
/2
/3
the quality of the
47
37
30
21
22
24
26
27
25
31
28
23
29
42
and more extreme
20
20
20
20
20
20
20
20
20
20
20
20
20
20
stormwatrer.
g
g
g
weather events.
g
Av
Av
Av
Av
the risks to and Roading Stormwater Wastewater Water Rural water
resilience of our Roading
The chart above shows forecast capital expenditure on infrastructure for the
infrastructure assets. Roading is the
next 30 years. The expenditure is fairly similar each year, other than development
the response to of the urban growth strategy in 2023/24, 2026/27 and 2029/30, the construction biggest spend of our
changing regulatory of an additional water supply in 2027/28, and further wastewater development in infrastructure networks.
requirements. the 2031-36 and 2044-51 periods. It is also vital for our
economic and social
Part of the Wairarapa Sewerage Drinking water at Kaipaitangata and
Frederick Street. We
wellbeing. Our roads
Combined District are generally in good
There has been An application has have additional water
Plan review will be the condition and compare
considerable progress been lodged to storage of 4000m3
incorporation of re- well against the newly-
around the treatment renew the Council’s planned to be operative
zoning to the east of introduced national
and disposal of sewage resource consent to to meet the peak
Carterton town centre a standards.
at our Daleton Farm take water from the demand for summer
new residential growth
facility. We have a 35- Kaipaitangata Stream 2022. However, some
area under the Eastern
year resource consent for the urban water specific routes will
Growth Strategy. The re-
to further improve our supply. The consent is require attention. Over
zoning will help Council
plan installation of the
treatment and disposal. with Greater Wellington Stormwater the next ten years, a
The completion of the Regional Council for significant volume of
required infrastructure Most of the Carterton
capital programme consideration but forestry is expected
to support growth. The township does not have
will significantly it is likely that the to be harvested, and
programme of capital and does not need a
reduce the discharge summer water take this will place extra
and renewal works reticulated stormwater
of treated effluent to allowed from this demand on some rural
for the infrastructure network. Instead,
waterways instead source will be reduced. roads, impacting on the
networks will ensure most properties are
seeing it diverted to Carterton already has required maintenance
that we will cope with adequately served by
land irrigation. The an additional water and renewal
growth expected over drainage to soakpits.
long-term vision is to source of bores located programme. Better
the next ten years The reticulated network
remove discharges into in Frederick/Lincoln information about when
and beyond. Specific of pipes and open
waterways completely in road. Water demand and where the harvest is
considerations included drains discharging
a way that is affordable is met approximately being planned, and the
in the Infrastructure to waterways are
to the community. equally between the routes that will be used
Strategy are likely to require a new
two treatment plants to transport the logs, will
summarised as follows: discharge consent, withIMPACT ON RATES 19
GST INCLUSIVE RATES REQUIRED
2021/22 $ INCL GST
GENERAL RATES - differential factor
Residential 1.0
Commercial 2.0
Rural 0.80
GENERAL RATES - capital value
Residential 0.17156 cents in the $ $2,176.289
Commercial 0.34312 cents in the $ $434,833
Rural 0.13725 cents in the $ $3,052,225
Uniform Annual General Charge $1,054.59 $4,751,977
REGULATORY & PLANNING
SERVICES - capital value 0.00606 cents in the $$219,963
URBAN SEWERAGE
allow us to optimise our
maintenance plans. Connected $785.23 $2,215,908
At the same time, Able to be connected (half charge) $392.61 $50,647
vehicle loading limits Pan charge $785.23 $108,361
have increased, with
most new vehicles WAINGAWA SEWERAGE
being built to this - capital value
higher ‘50Max’ standard.
To maintain current Connected $257.50 $3,863
levels of services on Connected or able to be connected
the routes used by commercial properties in the
these larger vehicles Waingawa industrial zone 0.32225 cents in the $ $116,259
will require more
maintenance in the Connected or able to be connected
short-term, increased residential properties in the Waingawa
rehabilitation, and industrial zone 0.16113 cents in the $ 0
bridge strengthening. STORMWATER - land value 0.05659 cents in the $ $302,240
No further
REFUSE
improvements are
- collection & kerbside recycling $127.60 $344,138
anticipated beyond the
next ten years.
URBAN WATER
Asset Connected $811.83 $2,316,952
management Able to be connected $405.91 $51,957
Our assets are generally
in a good condition and Metered water in excess
we intend on keeping of 225 cubic metres $1.70/cubic metre $70,150
them this way over the
coming years. RURAL WATER RACE
The infrastructure
strategy identifies areas
of improvement for our Rural water services rate $494.04 $250,477
asset management Class A $57.75755 per ha $435,899
processes and systems,
and the quality of the Class B $13.27004 per ha $44,258
information we use to Class C $345.03992 per ha $137,671
manage the assets.
There are no significant WAINGAWA WATER
issues. The strategy itself
and the associated asset
management plans Connected $195.28 $10,350
are being continually
Metered water $2.73/cubic metre $241,500
improved.
Need further information? For a full copy of our Infrastructure
Strategy check out our 10 Year Plan at www.cdc.govt.nz/tenyearplan20
Calculate
1
your proposed rates for 2021/22
Actual rates for valuation of each rebates available to low- Quotable Value, or go to
individual properties property. income households. the website http://cdc.
will vary depending govt.nz/online-services/
upon the targeted The table below includes You will need your rates-enquiry, view your
rates that are GST and excludes the last Rates Assessment property and look under
applicable, the Greater Wellington Notice and the latest the ‘New’ column.
differential rating Regional Council rates. rateable valuations
category, and the It does not show rates provided to you by
RESIDENTIAL multiplier GST
General-residential inclusive
Uniform Annual General Charge capital value x 0.0017156 =
f ixed 1,054.59
Regulatory & planning services
Urban sewerage capital value x 0.0000606 =
f ixed 785.23
Stormwater land value
23
x 0.0005659 =
f ixed 127.60
Refuse collection & kerbside recycling f ixed 811.83
Urban water-connection cubic metres
Metered water over 225 x $1.70 =
TOTAL
RURAL
General-rural capital value x 0.0013725 =
Uniform Annual General Charge
f ixed 1,054.59
Regulatory and
planning services capital value x 0.0000606 =
SINGLE WATER RACE if applicable $494.04 =
Class A hectares x 57.7575527 =
Class B hectares x 13.2700433 =
Class C hectares x 345.0399212 =
TOTAL
Example Properties
The following table provides indicative rates assessments for a range of rating categories and property values.
It includes the impact of the preferred option for each issue:
water over rates rates % rates $
rating category features capital value land value allowance total increase increase
Residential low value $325,000 $185,000 0 $3,461.22 9.1% $289.40
Residential medium value $530,000 $190,000 15m3 $3,853.68 5.8% $211.60
Residential high value $650,000 $240,000 50m3 $4,154.62 4.1% $165.08
Commercial 2 toilets $600,000 $438,000 100m3 $6,077.45 3.2% $188.60
Commercial water& $283,000 na na $4,425.06 9.8% $395.52
– rural sewerage
connected
Rural 1 no water race $7,160,000 na na $11,315.76 -1.3% -$146.48
Rural 2 no water race $2,070,000 na na $4,021.16 -6.5% -$277.87
Rural no water race $510,000 na na $1,785.48 6.4% $106.68
– residential
less than
0.75 hectares
Rural no water race $970,000 na na $2,444.72 -0.3% -$6.96
– lifestyle
Rural 120 hectares $4,410,000 na na $12,382.84 11.2% $1,244.29
– Taratahi serviced by
- single water race
water race
Rural 5.45 hectares $910,000 na na $3,145.30 12.3% $344.08
– Carrington serviced by
single water race
water race21
To the reader:
Independent auditor’s report on
Carterton District Council’s
consultation document for its
proposed 2021-31 Long term Plan
I am the Auditor underlying the of Historical Financial associated with ethical requirements
General’s appointed information in Information. preparing and of Professional and
auditor for Carterton the consultation publishing the Ethical Standard 1
District Council (the document are In meeting the consultation
requirements of this issued by the New
Council). The Local reasonable. document and Zealand Auditing
standard, we took into long term plan,
Government Act 2002
account particular and Assurance
(the Act) requires the Emphasis elements of the
whether in printed or
Standards Board;
Council to prepare a electronic form;
consultation document of Matter - Auditor General’s and
Auditing Standards having systems
when developing Uncertainty and the International and processes in quality control
its long term plan.
Section 93C of the Act over three Standard on Assurance place to provide requirements,
Engagements 3400: the supporting which incorporate
sets out the content waters reforms The Examination of information the quality control
requirements of the
Without modifying Prospective Financial and analysis the requirements of
consultation document
our opinion, we Information that were Council needs to Professional and
and requires an
draw attention to consistent with those be able to prepare Ethical Standard 3
audit report on the
the disclosure on requirements. a consultation
consultation document. (Amended) issued
page 3, outlining the document and long
We assessed the by the New Zealand
I have done the work Government’s intention term plan that meet
evidence the Council the purposes set out Auditing and
for this report using the to make three waters has to support the in the Act; and Assurance Standards
staff and resources of reform decisions during information and Board.
Audit New Zealand. We 2021. disclosures in the ensuring that any
completed our report on consultation document. forecast financial Other than our work in
17 March 2021. The effect that the
reforms may have on information being carrying out all legally
To select appropriate presented has
three waters services required external audits,
Stormwater provided is currently
procedures, we assessed been prepared in we have no relationship
the risk of material
Opinion uncertain because no misstatement and the
accordance with with or interests in the
decisions have been generally accepted
Council’s systems and Council.
In our opinion: made. accounting practice
processes applying to in New Zealand.
the consultation The consultation the preparation of the
document provides document was prepared consultation document. We are responsible
an effective basis for as if these services will for reporting on the
We did not evaluate the consultation document,
public participation continue to be provided security and controls as required by section
in the Council’s by the Council, but over the publication 93C of the Act.
decisions about the future decisions may of the consultation
proposed content of result in significant document. We do not express an
its 2021-31 long term changes, which would opinion on the merits of
plan, because it: affect the information John Whittal
on which the
Responsibilities any policy content of the
fairly represents the consultation document. Audit New Zealand
matters proposed for
consultation document of the Council On behalf of the Auditor
has been based.
inclusion in the long and auditor Independence General, Wellington,
term plan; and New Zealand
Basis of opinion The Council is and quality
identifies and
explains the main We carried out our
responsible for: control
issues and choices work in accordance meeting all legal We have complied with
facing the Council with the International requirements the Auditor General’s:
and District, and the Standard on Assurance relating to its
consequences of Engagements (New procedures, independence
those choices; and Zealand) 3000 decisions, and other ethical
(Revised): Assurance consultation, requirements, which
the information Engagements Other disclosures, and incorporate the
and assumptions Than Audits or Reviews other actions independence and22
HOW TO FIND
OUT MORE
Have
March
Sat 20 March 10am–11am
April
Sat 3 April 10am-11am
your say
Age Concern Expo, Happy to Chat, Happy We encourage every one of you to
Solway Showgrounds to Chat bench (Rain submit your views on what you think
venue: Page 42 Café)
Sat 20 March Evening the Council should be doing and the
Relay for Life, Clareville Tues 6 April 10am-11am services it should be providing over the
Show-grounds Happy to Chat,
Page 42 Cafe
next ten years.
Mon 22 March
10am–11am Wed 7 April 10am–11am The Council has carefully considered
Happy to Chat, Happy to Chat,
Page 42 Cafe Wild Oats what it thinks is important to meet the
reasonable needs of our community.
Wed 24 March Sat 10 April
10am-11am 8.30am–11.30am
You may have different views, or you
Neighbours Day Event, Working Bee and may agree with our choices. This
Haumanu House Sausage Sizzle, consultation phase is your chance to
Carrington Park
Fri 26 March 10am–12pm have an influence.
Expo & quick fire Sun 11 April 9am–12pm
questions, Events Carterton Farmers
Centre Foyer Market Submissions close noon
Fri 26 March 3pm–4pm Sun 11 April 12pm–3pm on Monday 19 April 2021
Expo & quick fire Paddock Day,
questions, Events Gladstone Complex
Centre Foyer
Mon 12 April 10am–11am
Fri 26 March 5pm Happy to Chat,
Carterton School gala Page 42 Cafe
Sat 27 March
10am – 2pm
Expo & quick fire
questions, Events TALK TO
Centre Foyer
Sun 28 March YOUR
11am – 3pm
Pack ya bags,
New World
COUNCILLORS
Tues 30 March
6pm – 8pm You can also find out more or have
Go Carterton social, your say by talking directly to
Little Africa
your councillors or Mayor.
Mayor Greg Lang Cr. Brian Deller
P 06 379 4030 P 06 379 8368
MORE INFORMATION
M 0278 981 618 M 027 444 5340
E mayor@cdc.govt.nz E brian.deller@cdc.govt.nz
Cr. Rebecca Vergunst Cr. Jill Greathead
(Deputy Mayor) P 06 379 6193
Further supporting of consultation infrastructure
M 027 742 2264 M 027 488 4376
information is and contains the strategy 2021–2051.
E rebecca.vergunst@cdc.govt.nz E jill.greathead@cdc.govt.nz
contained in the following:
draft Ten Year Plan fees and charges
Cr. Robyn Cherry- Cr. Rob Stockley
available to view groups of activities 2021/22
Campbell M 021 438 762
at our offices and summaries
funding and E rob.stockley@cdc.govt.nz
M 021 155 6821
on our website at prospective financial policies
www.cdc.govt.nz/ E robyn.cherry-campbell@ Cr. Russell Keys
financial cdc.govt.nz
tenyearplan. The significance and P 06 379 6433
statements
draft was prepared engagement M 027 454 0860
Cr. Steve Cretney
for the purposes financial strategy policy. E russell.keys@cdc.govt.nz
P 06 379 6401
M 021 796 401 There is currently
E steve.cretney@cdc.govt.nz one vacancy23
(concurrent consultation)
Wellington Regional
Growth Framework
The Wellington year growth scenario. corridor’s growth residential properties (of of industrial land
Regional Growth occurring in the mixed sizes and values) suggests that there
Framework is a spatial The proposed changes Wairarapa. will be created. could be a shortfall in
plan that has been to urban form for the this type of land for
developed by local region are a mix of The remainder (just over The eastern growth area, businesses. Planning
government, central development in both 40%) is expected to be and subsequent zone will be undertaken for
government and Urban Renewal Areas accommodated in the change, will be provided both the eastern growth
iwi partners in the (brownfield) and western corridor from for as part of the current area and the Waingawa
Wellington-Wairarapa- Future Urban Areas Tawa to Levin. District Plan review. Industrial Estate to
Horowhenua region (greenfield). Both are A large part of our accommodate this
expected to have higher The Framework thinking and planning
to provide an agreed identifies improving growth.
regional direction for density development is to address affordable
than we see at present, west-east connections housing issues. Consultation on the
growth and investment as an opportunity to
and to deliver on the throughout the region, Wellington Regional
and include improved unlock growth, improve An Affordable Housing Growth Framework is
Urban Growth Agenda resilience and improve Action Plan will be
objectives of the access to bus and rail being undertaken in a
services, which are regional accessibility prepared and will in part similar timeframe to
Government. to economic and social inform the District Plan
expected to increase in the Long Term Plan
The region is facing a frequency, capacity and opportunities. review and set out other but not as part of our
number of housing and reach over time. actions the Council may council consultation.
The potential housing take to help address the
urban development, and urban development To participate in the
transport and resilience Our current affordability issues. consultation on the
understanding is that, capacity of any future
challenges for the west-east multi-modal As well as residential Framework, please go
future. These challenges regionally, 88% of to
housing growth in the corridor(s) has yet to growth, analysis on the
are regional issues be determined and demand and availability https://wrgf.co.nz/.
that are best dealt Framework is expected
to come from areas we will need consideration
with together and not alongside potential
individually. Many of have identified in the
Framework and 12% is transport interventions.
these challenges cross
local council boundaries expected to be through Carterton District
and the maximum ‘business as usual’ infill Council has been
benefits can be had throughout the region, working with other
from tackling these with just over half of this councils, central
together. infill being in Wellington government and iwi
City. Of the 88% on the Framework and
The Framework housing growth from we are working on a
identifies how areas identified in the joined governance for
the region could Framework: implementation of
accommodate a future the Framework, once
population of 760,000 One-quarter is expected
to be accommodated finalised.
and an additional
100,000 jobs in the in Wellington City Currently, Carterton
next 30 years. This (excluding Tawa in has existing capacity to
represents an additional the western corridor), accommodate urban
200,000 people in the including the Let’s Get growth. The Council
region. The scenario Wellington Moving has adopted a Draft
of 200,000 people corridor. Growth Plan that aligns
has been developed with the Regional
to understand what
Nearly one-third
is expected to be Growth Framework that
provides for residential
Scan me
would be required to accommodated in
accommodate this level
of growth, and consider
the eastern corridor development to the
east of the town. It
for more
from Lower Hutt to
potential infrastructure
needs beyond the 30-
Masterton, with just
over one third of this
is expected that
an additional 1000 information24
Ten Year Plan
2021–2031
submissions
Submissions
close noon on
Monday 19
April 2021
All submissions will
Submissions can be send to Ten Year email it to be available to the
entered on-line at Plan submissions, submissions public and the media
cdc.govt.nz/ Carterton District @cdc.govt.nz. but personal contact
tenyearplan Council, PO Box 9, details will
Carterton 5713. fax it to be withheld.
Or you can write a (06) 379 7832.
letter, or complete the deliver to Council
attached submission office, Holloway
form, and either: Street, Carterton.
Name Phone (daytime)
Address Phone (evening)
Email Mobile
Do you wish to speak
Organisation about your submission at YES NO
a hearing on 5-6 May?
If you are submitting on behalf of an organisation
KEY ISSUES
Town Centre Car Parking Five Towns Trail Project Town Centre Redevelopment
Please indicate which of the following three Please indicate which of these three options Please indicate which of these three options
options you support: you support: you support:
A. The operations yard would remain at 80 A. Begin work on Trail 1 A. No direct investment from the council and
Holloway Street and no additional car (Greytown to Carterton) and include instead advocate to get property owners
parking would be provided (status quo). further trails development in the 2024-28 and investors to provide public spaces and
B. Relocate the council operations yard from Long Term Plan on the remaining Trails enhanced accessways to support new
80 Holloway Street to Daleton Farm and 2-4. (This is our preferred option). buildings and retail activity.
convert existing site to carparks. B. Proceed with entire project completing B. Create new public spaces and accessways
(This is our preferred option). Trails 1-4. (This is our preferred option).
C. Find other sites for additional car parking. C. Withdrawal from the project. C. Council acts as a development agency.
Any other comments you would like to make on this issue?
Any other general comments or issues that you would like to raise?You can also read
