Carterton District Council - Consultation Document Long Term Plan 2015-2025 for the proposed
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Carterton District Council
Consultation Document
for the proposed
Long Term Plan 2015–2025
ISSN 1171–7459Carterton District
A welcoming and vibrant community
where people enjoy living
CARTERTON DISTRICT COUNCIL | Consultation Document | Long Term Plan 2015–2025 2Message from the Mayor
Every three years the Council updates its Long Term Plan, setting out what we hope
to achieve over the next ten years with the community. We have confirmed our
vision for the District—a welcoming and vibrant community where people enjoy
living. And we have reviewed our priorities and the issues we face.
Over the term of the proposed Plan, the population and property numbers in
Carterton are expected to increase. Council has adopted a measured approach to
growth because we wish to retain the character of Carterton—friendly, caring,
vibrant, connected, and engaged—and unmanaged growth could put that at risk.
For most of our activities this modest growth will not impact our levels of service. The financial numbers in this
proposed ten-year plan are largely based on maintaining business as usual. We are ‘sticking to our knitting’.
There are some significant exceptions though. We are continuing an
accelerated programme of sewer mains renewals, we are expanding the
What’s inside?
sewage treatment and disposal capacity (in line with expected consent Consultation topics 4
conditions and to create additional headroom to meet ongoing and Financial summary 7
peak demand), and we are further developing the town centre, with Infrastructure 6
Broadway the next refurbishment planned.
Impact on rates 8
Policies for consideration 10
There are services we already do well, including building consent
processing, our wonderful Events Centre, and parks and reserves, where
Supporting information 10
we have retained our staff in-house. But there is of course room for Auditor’s report 11
improvement. In particular, community engagement and connection are Submission form 12
a priority for us. There is no lack of engagement in our local democracy
though, as we have seen over the past year with strongly-expressed opposition to the proposal of the Local
Government Commission to join Wairarapa and Wellington regions into a super-city. On this issue, given the
uncertain outcome, this proposed Plan assumes the status quo will prevail.
The Long Term Plan looks different from previous ones. The government has introduced changes for all local
authorities. This Consultation Document replaces the draft Long Term Plan. There is an Infrastructure Strategy
that covers the next 30 years for our roads, sewerage, water supply, and stormwater networks. Improved asset
management plans underpin the Strategy.
The focus of this Consultation Document is on four key issues: managing the demands on the urban water supply,
a proposal for the Carter Society to take over our housing for the elderly units, changes in the management of our
community and development grants, and what to do with the Exhibition Centre building in Holloway Street.
This is my first plan as Mayor, but it is the last plan for Chief Executive Colin Wright, who is retiring. Colin has
made a wonderful contribution to the Council and to the Carterton community over the last nine years, and we
are very grateful.
I wish you all well.
Mayor John Booth
CARTERTON DISTRICT COUNCIL | Consultation Document | Long Term Plan 2015–2025 3CONSULTATION TOPICS
This section covers the issues and projects for which we seek feedback from you. There are four topics in particular:
managing the demand on our urban water supply, gifting our housing for the elderly units, how we process our
community grants, and the retention or disposal of the Exhibition Centre building in Holloway Street.
Issue 1
Managing demand for water
The Council proposes to reduce the allowance
above which water is charged from 300 to 225 Currently, there is an allowance of 300 m3 and a charge of
cubic metres per annum $1.90 per m3 over 300 m3. About 10 percent of residents
use more than the current 300 m3 allowance, and a further
Water meters were introduced six years ago. Water 15 percent use between 225 m3 and 300 m3.
usage fell dramatically. Residents used less water, and
leaks in the network were easier to find and repair. A number of options were considered for the water price
Over the last two years demand has started to rise, due structure—
to the population increase and higher average fixed $488 plus $2.05 per m3 over 300 m3
consumption. Water restrictions were required in 2015 (the current allowance)
for the first time since meters were installed. fixed $477 plus $1.70 per m3 over 225 m3
In addition, the resource consent for taking water to fill fixed $451 plus $1.40 per m3 over 150 m3
our reservoirs is due for renewal, and it is likely that
our allocation will be reduced. All three options would generate the same total revenue,
but the split between fixed rates and water fees differs.
Consumption has to fall. The Council wishes to The total impact for each household will also differ,
encourage more careful use of the water supply. depending on usage.
Lowering water use will also reduce demand on the
sewerage systems.
It is proposed that a fixed rate for properties
The Council considers that its key lever for managing connected to the urban water supply be set at $477.00
demand is the water price, by recognising low users and for an allowance of 225 cubic metres and thereafter a
providing a real incentive for more residents to conserve charge of $1.70 per cubic metre.
use. It could also extend the water restrictions, promote
water-saving taps and appliances, assist households to Rates will be about $20,000 less, but revenue from
store their rainwater runoff, and provide information on water meter fees will be $20,000 more.
how to match garden spaces and species to our climate Debt will be not be impacted.
conditions. Services provided by Council will be unaffected, but
the growth in total water usage should slow or reverse.
Council wishes to balance fairness with affordability. It
wants a simple policy so that the costs to users are
predictable. It wants to encourage conservation, but not to
the extent that it has negative health outcomes.
Also, a lower allowance means a higher administrative cost
in billing and following up non-payment.
CARTERTON DISTRICT COUNCIL | Consultation Document | Long Term Plan 2015–2025 4Issue 2 sell the units to the highest bidder (the 2014 rateable
value is $2,330,000) and the proceeds used to retire
Housing for the Elderly Council debt—there is though the possibility that the
The Council proposes to gift its housing for the new owner may discontinue the service
elderly properties to the Carter Society sell the units to a social housing provider, likely to be
at a price considerably less than open market
The Council manages 38 housing for the elderly units in gift the properties to the Carter Society.
four separate locations around Carterton township. Over
the last year, Council has reviewed this activity and It is proposed that the Council’s housing for the elderly
recommends that we no longer provide this service. units be gifted to the Carter Society. The Society is a
not-for-profit organisation based in Carterton, whose
The main issues are that elderly residents sometimes need sole purpose is to provide accommodation-related
additional support from their landlords; some of the units services for elderly people in Carterton. This proposal
need desirable upgrades, including insulation, heat pumps, will ensure that the Society has more critical mass to
and wet-floor showers; the rentals do not cover the full deliver these services at or above current levels.
costs including upgrades; government rent subsidies are
not available to tenants of Council-owned housing; and the The Council already appoints three members of the
government is encouraging third-party providers to Society’s Executive Committee, and there is no
undertake community housing. intention to require any further monitoring by or
ongoing accountability to the Council. There are no
A number of options were considered— known conflicts of interest arising from the proposed
keep the units but not upgrade, at a cost to ratepayers gift.
of about $50,000 per annum
upgrade the units, loan-funding the capital cost of Rates will reduce by about $50,000 per annum.
about $650,000, and an additional cost to ratepayers Debt will be not be impacted.
of about $75,000 per annum Services provided by Council will reduce by the
operate as a provider-Council joint venture, which non-provision of housing for the elderly, but it is
would still require a share of the capital investment expected that the provision of suitable housing for the
and an ongoing ratepayer subsidy elderly in Carterton will improve overall.
Issue 3 in conjunction with Masterton and South Wairarapa
Community grants councils, for Wairarapa-wide requests.
The Council proposes to merge all its community
and development grants into one round in July It is proposed that one round of grant submissions be
held in July each year. Information required from
Every annual or long term plan, the Council receives applicants will be standardised to allow better
submissions from organisations and individuals seeking comparison between applications. The other
grants or assistance for a range of purposes. This is in Wairarapa councils will be consulted on their grant
addition to annual commitments and ad hoc requests requests. The Long Term Plan includes annual budgets
during the year. Many people make the same request for local organisations ($35,000), Wairarapa-wide
to Masterton and South Wairarapa councils. These organisation ($125,000), an economic development
grants are paid from rates, and councillors need to fund ($25,000), and a community development fund
apply clear priorities and understand the benefits and ($25,000). These will be used to cover existing as well
risks involved. as new commitments.
A number of options were considered—
continue the current ad hoc and somewhat Rates will be unaffected.
uncoordinated approach Debt will be not be impacted.
run a process parallel to the annual plan each year Services provided by Council will improve because
set aside a budget in the annual plans and run a grants will be prioritised, and better co-ordinated with
separate round early in each financial year, other councils.
CARTERTON DISTRICT COUNCIL | Consultation Document | Long Term Plan 2015–2025 5Issue 4
Exhibition Centre building
The Council proposes to retain the Exhibition
Centre building in Holloway Street
The Council Exhibition Centre building in Holloway The building itself is of limited value. It needs
Street was purchased by the Council in 2005. Former significant repairs and tidy up. It cannot be leased for
tenants have been Marketable Skills and the offices in its current state, and the Council does not
Information Centre. It was also used as temporary consider it should be in the business of commercial
meeting space while the Events Centre was being built. property development and long term lease.
It was intended that once the Information Centre was
moved into the completed Events Centre, the building A number of options were considered—
would be sold to reduce debt. Half the building is demolish the building and develop the site as green
currently tenanted to Salvation Army for their second- space or carparks
hand store. There has been some interest recently in sell on open market and reduce debt on Events Centre,
long term lease of the building. current value is about $250,000
retain in the short term until the future governance
The value to the Council is the strategic value of its outcome is clear, at a net cost to ratepayers of about
location. Holloway Street has been revived as the $11,000 per annum to cover administration,
upgraded ‘civic centre’ of Carterton, alongside the maintenance, and insurance
Events Centre and the Council offices. The governance develop the property and lease under long term
environment has changed dramatically over the last arrangement, loan-funded at a cost of $650,000
ten years, with the possibility of either a super-city lease long term as is to a commercial developer to
covering Wellington and Wairarapa, a combined develop as long term leasehold property.
Wairarapa district council, or a Wairarapa unitary
council incorporating the roles of the regional council.
It is proposed that the Exhibition Centre building in
Carterton is well-placed geographically to be the new Holloway Street be retained until the future
centre for Wairarapa local government. Retaining governance outcome for Wairarapa is clear and then
property in Holloway Street, available for consider options.
development, strengthens that case.
This is the status quo.
Rates will not be impacted.
Debt will be not be impacted.
Services provided by Council will be unaffected.
CARTERTON DISTRICT COUNCIL | Consultation Document | Long Term Plan 2015–2025 6FINANCIAL SUMMARY desired surplus. In some activities, rates are more
than the net projected expenses to cover the
repayment of loan principal, or to build up reserves
Under the Council’s Financial Strategy, increases in
for future year expenses (such as the three-yearly
the average rates are limited to the local
elections). In some other activities, notably the
government cost index plus 2 percent, generally
Events Centre, rates are less than the net projected
rates are set to match expenditure, and borrowing is
expenses because not all expenses (especially
limited in terms of the ratios of debt to assets, of
depreciation) needs to or should be funded.
interest to revenue, and of interest to cashflow.
Charging depreciation each year spreads the cost of
Council has allowed for growth in the rating base to
an asset over its useful life. Generally, depreciation
be lower in the next decade than it has in the past
is funded by income (including rates) in the same
decade, falling over the next five years to
year that the depreciation is incurred. Funding of
1.0 percent per annum increase. This modest growth
depreciation results in an increase in the Council’s
will not impact our levels of service. The Council is
cash balance, and is held in depreciation reserves.
planning to continue with its current range of
These cash funds will earn interest and will provide
activities (except housing for the elderly) generally
funding for the replacement of relevant
to the same level of service as at present.
infrastructure assets in the future.
There are significant exceptions to this, where
Council will fully fund depreciation expense, except
Council wishes to address issues of capacity and
for the following:
quality:
roads and footpaths
an accelerated programme of sewer mains
Events Centre building and fitout
renewals—more than just end-of-life renewals, and
loan-funded infrastructure development, such as
beyond depreciation funding
the accelerated programme of sewerage renewals
continued expansion of the sewage treatment
and treatment capacity.
capacity, in line with expected consent conditions
and to create additional headroom to meet ongoing
This recognises that either we do not need to build
and peak demand
up the full amount of funds for future replacement,
further development of the town centre.
or it would not be fair on the current generation of
ratepayers.
The chart below shows how the Council will fund the
services and projects it will deliver to the community
Some of the capital construction of roads and
over the next ten years.
footpaths is funded from subsidies received from the
New Zealand Transport Agency, and the capital
construction of other assets was partly-funded from
external funding. Therefore, we do not need to build
up the full amount of replacement funds.
We need to borrow to fund other capital
expenditure, including the Events Centre final fitout,
the planned accelerated programme of sewerage
renewals, and expansion of the sewage treatment
capacity. This is because insufficient funds have built
up in the past in depreciation reserves. Either it is a
new asset, or rates have not covered the cost of
No changes are proposed to how the Council will depreciation over the full life of the asset.
fund its operating and capital expenditure
requirements. Rates are set at a level to produce a
CARTERTON DISTRICT COUNCIL | Consultation Document | Long Term Plan 2015–2025 7In these cases, the Council considers it would be Operating expenditure is forecast to increase from
unfair for the current generation of ratepayers to $13.2 million to $16.2 million over the next ten
pay both the loan repayment (to fund the existing years, an increase of 22 percent, compared with the
asset) and the depreciation (to fund its 34 percent BERL1 forecast for local government
inflation over the same time period.
replacement). During the terms of the loans, rates
will fund the principal repayment and interest
expense, after which rates will fully fund the annual
depreciation expense. At the end of the asset life,
there will be some depreciation reserves built up to
contribute to the replacement cost.
Overall, the Council is proposing an accounting
deficit in the first year and surpluses in each
subsequent year. The first year deficit arises from
the proposal to gift the Council’s housing for the
elderly properties to the Carter Society.
The Council has set limits on the level of borrowing,
The Council has decided to limit the increase in
shown in the chart below.
average rates2 in any one year to the increase in the
BERL local government cost index plus 2 percent.
The following chart shows the projected rates during
the Long Term Plan and the percentage increase
compared with the self-imposed limit in rates
increases. In some years, the average rates per
property decrease because the increase in total
rates is less than the increase in the number of
rateable properties.
The Council proposes an increase of 3.7 percent in
the average rates in 2015/16. Actual rates each year
for individual properties will vary depending upon
the targeted rates that are applicable, the
differential rating category, and the valuation of
The Council proposes to spend $32.5 million on
each property.
capital expenditure over the next ten years, of which
$4.4 million is budgeted for 2015/16.
1
Forecasts of Price Level Change Adjustors—2014 Update: Note to Society of Local
Government Managers, Business and Economic Research Limited, October 2014
(amended)
2
The average rates is the total forecast rates divided by the total number of
forecast rateable properties.
CARTERTON DISTRICT COUNCIL | Consultation Document | Long Term Plan 2015–2025 8type, and size etc of the asset components, their
replacement cost, and which are the most critical.
But much of it is underground, particularly the water
pipes and sewer mains, and we have limited
information about their condition. We have renewal
strategies and policies, but we need to improve our
management systems and processes.
During 2015/16, the Council will review its overall
asset management to address these gaps.
The chart below shows the projected capital
expenditure on infrastructure for the next 30 years.3
The full financial strategy and further financial
information are available at the Council office and
CDC LTP 2015–2025 | Projected infrastructure
website (see page 12). capital expenditure
$3,500,000
$3,000,000
INFRASTRUCTURE STRATEGY 2015–2045 $2,500,000
$2,000,000
Good quality local infrastructure is essential to the $1,500,000
health, safety, and land transport needs of the $1,000,000
district and has a significant impact on the physical $500,000
$0
environment.
The infrastructure strategy is a new document that Roads, footpaths, and bridges Sewerage and the disposal of sewage
outlines the key land transport, sewerage, Water supply Stormwater
stormwater, and water supply infrastructural issues
that the community faces over the next 30 years.
It helps the Council consult and make decisions on Most of this expenditure is the replacement of
its infrastructure investment during the period of existing assets, and will be funded from depreciation
the ten-year plan and beyond. reserves that build up over the life of the asset, from
roading subsidies, and from borrowing.
The key issues identified in the strategy are Infrastructure to meet the needs of new building
managing for demographic change, maintaining developments will be constructed by the developers,
levels of service, responding to changing regulatory or funded from financial contributions from the
requirements, and dealing with the impact of developers.
climate change and natural hazards.
The full infrastructure strategy is available at the
In addition, the Council wishes to improve the Council office and website (see page 12).
capacity of its sewage treatment, discharge more of
its treated sewage to land, reduce demand for
water, and be ready to respond to proposed central
government changes to road standards.
This is the Council’s first Infrastructure Strategy and
its preparation has identified gaps in what we know
about our infrastructure and how we manage its
3
The values are inflation-adjusted up to 2024/25, after which the values are in
planning. We have data about the location, age, 2024/25 dollars.
CARTERTON DISTRICT COUNCIL | Consultation Document | Long Term Plan 2015–2025 9IMPACT ON RATES 2015/16
GST inclusive Rates required
$ incl GST
General rates—differential factor
Residential 1.0
Commercial 2.0
Rural 0.8
General rates—capital value
Residential 0.25204 cents in the $ $ 1,439,724
Commercial 0.50409 cents in the $ $ 462,104
Rural 0.20163 cents in the $ $2,930,484
Uniform Annual General Charge $ 795.68 ea $ 3,189,090
50% Uniform Annual General Charge $ 397.84 ea $ 6,763
Regulatory and planning services—capital value 0.02051 cents in the $ $ 435,257
Urban sewerage
Connected $ 486.01 ea $ 1,231,063
Able to be connected (half charge) $ 243.00 ea $ 26,488
Waingawa sewerage—capital value
Connected $ 423.45 $ 4,235
Connected or able to be connected commercial 0.3474 cents in the $ $ 77,071
properties in the Waingawa industrial zone
Connected or able to be connected residential 0.1737 cents in the $ -
properties in the Waingawa industrial zone
Stormwater—land value 0.11860 cents in the $ $ 232,763
Refuse collection and kerbside recycling $ 72.60 ea $ 166,264
Urban water
Connected $ 477.00 ea $ 1,189,638
Able to be connected $ 238.50 ea $ 25,997
Metered water in excess of 225 cubic metres $ 1.70 per cubic metre $ 115,000
Rural water race
Carrington water race
Rural water services rate $ 204.18 ea $ 14,088
Class A $ 62.50337 per ha $ 68,237
Class B $ 12.68541 per ha $ 7,475
Class C $ 111.81209 per ha $ 6,038
Taratahi water race
Rural water services rate $ 184.53 ea $ 88,574
Class A $ 14.00525 per ha $ 104,942
Class B $ 2.64802 per ha $ 10,039
Class C $ 107.66597 per ha $ 50,603
Waingawa water
Connected $197.43 ea $ 9,279
Metered water $2.23 per cubic metre $ 115,000
CARTERTON DISTRICT COUNCIL | Consultation Document | Long Term Plan 2015–2025 10Calculate your proposed rates for 2015/16
Actual rates for individual properties will vary depending upon the targeted rates that are applicable, the
differential rating category, and the valuation of each property. The table below includes GST and excludes the
Greater Wellington Regional Council rates. It also excludes rates rebates available to low-income households.
You will need your last Rates Assessment Notice and the latest rateable valuations provided to you by Quotable
Value (also on your rates notice).
Residential multiplier GST inclusive
General‒residential Capital value x 0.0025204 =
Uniform Annual General Charge fixed 795.68
Regulatory and planning services Capital value x 0.0002051 =
Urban sewerage fixed 486.01
Stormwater Land value x 0.0011860 =
Refuse collection and kerbside recycling fixed 72.60
Urban water‒connection fixed 477.00
Metered water Cubic metres x $1.70 =
over 225
Total
Rural
General‒rural Capital value x 0.0020163 =
Uniform Annual General Charge fixed 795.68
Regulatory and planning services Capital value x 0.0002051 =
Carrington water race if applicable $204.18 =
Class A Hectares x 62.50337 =
Class B Hectares x 12.68541 =
Class C Hectares x 111.81209 =
Taratahi water race if applicable $184.53 =
Class A Hectares x 14.00525 =
Class B Hectares x 2.64802 =
Class C Hectares x 107.66597 =
Total
CARTERTON DISTRICT COUNCIL | Consultation Document | Long Term Plan 2015–2025 11The following table provides indicative rates assessments for a range of rating categories and property values:
Example properties capital land water over rates rates
value value allowance total %
rating category features $ $ cubic metres $ increase
Residential low value 165,000 75,000 - $2,369.95 3.0%
Residential medium value 290,000 110,000 10 $2,769.15 3.4%
Residential high value 365,000 120,000 25 $3,010.92 4.2%
Commercial 2 toilets 475,000 225,000 100 $5,246.00 6.5%
Commercial - rural water and sewerage 160,000 na - $3,084.06 5.9%
connected
Rural 4 hectares on Carrington 500,000 na na $2,360.57 1.7%
water race
Rural 120 hectares on Taratahi 2,000,000 na na $6,876.50 -1.6%
water race
OTHER INFORMATION
We are also consulting on a number of small Further supporting information is also available to
changes to Council policies that support the Long view at our offices and on our website:
Term Plan. These are available at our offices and on
our website. community outcomes
activity summaries
They include: financial strategy
liability management policy
revenue and financing policy financial contributions policy
investment policy postponement of rates policy
remission of rates policy remission and postponement of rates on Māori
freehold land policy
significance and engagement policy
fees and charges 2015/16
infrastructure strategy 2015–2045
Go to www.cdc.govt.nz/plans for a full list.
CARTERTON DISTRICT COUNCIL | Consultation Document | Long Term Plan 2015–2025 12Independent auditor’s report on Carterton District Council’s
Consultation Document for its proposed 2015–25 Long-Term Plan
I am the Auditor General’s appointed auditor for Responsibilities of the Council and auditor
Carterton District Council (the Council). Section 93C of
the Local Government Act 2002 (the Act) requires an The Council is responsible for:
audit report on the Council’s consultation document.
I have carried out this audit using the staff and meeting all legal requirements relating to its
resources of Audit New Zealand. We completed this procedures, decisions, consultation, disclosures, and
audit on 6 May 2015. other actions associated with preparing and
publishing the consultation document and long-term
Opinion plan whether in printed or electronic form;
In my opinion: having systems and processes in place to provide the
supporting information and analysis the Council needs
the consultation document provides an effective basis to be able to prepare a consultation document and
for public participation in the Council’s decisions long term plan that meet the purposes set out in the
about the proposed content of its 2015–25 long-term Act; and
plan, because it:
ensuring that any forecast financial information being
o fairly represents the matters proposed for presented has been prepared in accordance with
inclusion in the long term plan; and generally accepted accounting practice in
New Zealand.
o identifies and explains the main issues and
choices facing the Council and district, and the I am responsible for reporting on the consultation
consequences of those choices; and document, as required by section 93C of the Act. I do
not express an opinion on the merits of any policy
content of the consultation document.
the information and assumptions underlying the
information in the consultation document are Independence
reasonable.
We have followed the independence requirements of
Basis of Opinion the Auditor-General, which incorporate those of the
External Reporting Board. Other than our work in
We carried out our work in accordance with the carrying out all legally required external audits, we
Auditor-General’s Auditing Standards, relevant have no relationship with, or interests in, the Council or
international standards and the ethical requirements any of its subsidiaries.
in those standards.
We assessed the evidence the Council has to support
the information and disclosures in the consultation
document. To select appropriate audit procedures, we
assessed the risk of material misstatement and the Phil Kennerley
Council’s systems and processes applying to the Audit New Zealand
preparation of the consultation document. On behalf of the Auditor General
Wellington, New Zealand
We did not evaluate the security and controls over
the publication of the consultation document.
CARTERTON DISTRICT COUNCIL | Consultation Document | Long Term Plan 2015–2025 13Submission form
Have your say Tips for writing great
submissions
We encourage every one of you to submit your views on what
you think the Council should be doing and the services it should Read the consultation document and,
be providing over the next ten years, and beyond. if needed, refer to the supporting
information on our website.
The Council has carefully considered what it thinks is important Use simple language, be as clear as
to meet the reasonable needs of our community over the next possible, keep to the point.
ten years. You may have different views or you may agree with
Tell us what you want, what decision
our choices. This consultation phase is your chance to have an
you seek, and tell us why.
influence on the Long Term Plan that is adopted.
If you are writing, get the important
points up front.
Submissions close 4.00pm, 9 June 2015.
Consider speaking at a hearing. You’ll
have more opportunity to press your
case.
How to find out more
Online —the consultation document and supporting information are available on the Council website at
www.cdc.govt.nz/plans
Public meeting—a public meeting will be held at 7.30pm, 21 May at the Events Centre, Holloway Street.
Copies—copies of the consultation document and supporting information are available at the Council office,
Holloway Street, and at the Library.
Talk to your councillors
You can also find out more or have your say by talking directly to your councillors or Mayor.
Cr. John Booth (Mayor) Cr. Elaine Brazendale (Deputy Mayor) Cr Mike Ashby
06 378 2481 / 027 442 7469 06 379 6899 / 027 441 3557 06 379 7890 / 027 922 2999
john.booth@cdc.govt.nz elaine.brazendale@cdc.govt.nz mike.ashby@cdc.govt.nz
Cr. William (Bill) Knowles Cr. Ruth Carter Cr. Greg Lang
06 379 8730 / 022 126 2154 06 379 7467 / 027 379 7467 06 372 7080 / 027 898 1618
bill.knowles@cdc.govt.nz ruth.carter@cdc.govt.nz greg.lang@cdc.govt.nz
Cr. Jill Greathead Cr. Mike Palmers Cr. Russell Keys
06 379 6193 / 027 488 4376 06 379 7855 / 027 220 6282 06 379 6433 / 027 454 0860
jill.greathead@cdc.govt.nz mike.palmers@cdc.govt.nz russell.keys@cdc.govt.nz
You can write a letter, or complete the submission form, and either:
send to Long Term Plan submissions, Carterton District Council, PO Box 9, Carterton
deliver to Council office, Holloway Street, Carterton
email it to info@cdc.govt.nz
fax it to (06) 379 7832.
All submissions will be available to the public and the media.
CARTERTON DISTRICT COUNCIL | Consultation Document | Long Term Plan 2015–2025 14Long Term Plan 2015–2025 submission Name Address Email Phone (daytime) Phone (evening) Mobile Organisation (if you are submitting on behalf of an organisation) Do you wish to speak about your submission at a hearing on 15–16 June? YES/NO Key issues Managing demand for water Housing for the Elderly Community grants CARTERTON DISTRICT COUNCIL | Consultation Document | Long Term Plan 2015–2025 15
Exhibition Centre building Any other comments or issues that you would like to raise You can write a letter, or complete the submission form, and either: send to Long Term Plan submissions, Carterton District Council, PO Box 9, Carterton deliver to Council office, Holloway Street, Carterton email it to info@cdc.govt.nz fax it to (06) 379 7832. Submissions close 4.00pm, 9 June 2015. CARTERTON DISTRICT COUNCIL | Consultation Document | Long Term Plan 2015–2025 16
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