AGENDA
Policy and Strategy
Committee Meeting
Date:  Wednesday, 2 June 2021
Time:  11:00am
Location:  Carterton Events Centre
50 Holloway Street
Carterton
Chair R Vergunst
Cr R Keys
Deputy Chair R Cherry-Campbell
Cr R Stockley
Mayor G Lang
Cr D Williams
Cr S Cretney
Marae Representative R Clarke-Reiri
Cr B Deller
Cr J Greathead

Policy and Strategy Committee Meeting Agenda
2 June 2021

1
KARAKIA TIMATANGA
Mai i te pae maunga, raro ki te tai
Mai i te awa tonga, raro ki te awa raki
Tēnei te hapori awhi ai e Taratahi.
Whano whano, haramai te toki
Haumi ē, hui ē, tāiki ē!
2
APOLOGIES
3
CONFLICTS OF INTERESTS DECLARATION
4
PUBLIC FORUM
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5
CONFIRMATION OF THE MINUTES

5.1
MINUTES OF THE POLICY AND STRATEGY COMMITTEE MEETING HELD ON 7
APRIL 2021

1.
RECOMMENDATION
That the Minutes of the Policy and Strategy Committee Meeting held on 7
April 2021 are true and correct.
File Number:
127854
Author:
Casey Spencer, Democratic Services Coordinator
Attachments:
1.
Minutes of the Policy and Strategy Committee Meeting held on 7 April 2021

Item 5.1
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Policy and Strategy Committee Meeting Minutes
7 April 2021

MINUTES OF CARTERTON DISTRICT COUNCIL
POLICY AND STRATEGY COMMITTEE MEETING
HELD AT THE CARTERTON EVENTS CENTRE, 50 HOLLOWAY STREET, CARTERTON
ON WEDNESDAY, 7 APRIL 2021 AT 11:00AM

PRESENT:
Chair Rebecca Vergunst, Deputy Chair Robyn Cherry-Campbell, Mayor Greg Lang, Cr
Brian Deller, Cr Jill Greathead, Cr Russell Keys, Cr Steve Cretney, Cr Rob Stockley
IN ATTENDANCE:
Rīhi Reiri (Iwi Representative) via audio link, Jane Davis (Chief Executive), Geri
Brooking (People and Wellbeing Manager), Dave Gittings (Infrastructure, Services
and Regulatory Manager), Carrie Mckenzie (Community Services Manager), Solitaire
Robertson (Planner), Tony Pritchard (Asset Engineer), Casey Spencer (Democratic
Services Coordinator).

1
KARAKIA TIMATANGA
The meeting was opened with a Karakia led by Chair Rebecca Vergunst.
2
APOLOGIES
There were no apologies.
3
CONFLICTS OF INTERESTS DECLARATION
Cr Brian Deller, item 6.3
4
PUBLIC FORUM
Mike Osborne, Carterton Resident, addressed the Committee regarding the Water Race Policy and the
Climate Change Strategy.
5
CONFIRMATION OF THE MINUTES
5.1
MINUTES OF THE POLICY AND STRATEGY COMMITTEE MEETING HELD ON 10 FEBRUARY 2021
MOVED
That the Minutes of the Policy and Strategy Committee Meeting held on 10 February 2021
are true and correct, with one amendment to the attendance.
Cr Steve Cretney / Mayor Greg Lang
CARRIED


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Policy and Strategy Committee Meeting Minutes
7 April 2021

6
REPORTS
6.1
RESERVE MANAGEMENT PLAN SUBMISSIONS
PURPOSE
For the Committee to consider the submissions made in relation to the Draft Reserve
Management Plan.
MOVED
That the Committee:
Receives the report.
Instructs officers to compile options for fencing playgrounds in Carterton and report back to
the Infrastructure and Services Committee.
Instructs officers to enter an MOU with Carterton Netball Club.
Notes more play equipment is being planned for Birds Park.
Notes officers will report back to the Infrastructure and Services Committee on the options
for a shelter and drinking fountain at Carrington Park.
Agrees that no changes are required to the Draft Reserves Management Plan following the
receipt of submissions.
Recommends to the Council it adopts the Draft Reserve Management Plan.
Deputy Chair Robyn Cherry-Campbell / Cr Steve Cretney
CARRIED

6.2
RESOURCE CONSENT UPDATE
PURPOSE
The purpose of this report is to update the Committee on the resource consents issued since
the previous update which is generally presented to the Policy and Strategy Committee.
MOVED
That the Committee:
Receives the report.
Cr Rob Stockley / Cr Brian Deller
CARRIED

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6.3
EASTERN GROWTH UPDATE
PURPOSE
For the committee to receive the feedback from the Eastern Growth informal consultation
undertaken.
MOVED
That the Committee:
Receives the report.
Notes the feedback received.
Notes the intention that an updated draft Structure Plan will be presented to the next Policy
and Strategy Committee.
Deputy Chair Robyn Cherry-Campbell / Cr Jill Greathead
CARRIED

6.4
PLAQUES, MEMORIALS, PUBLIC ART AND MONUMENTS POLICY 2021
PURPOSE
For the Committee to review the Public Art Policy and the Plaques Memorials and
Monuments policies.
MOVED
That the Committee:
Receives the report.
Agrees to merging of the two policies into one, ‘Plaques, Monuments, Public Art and
Memorials Policy’.
Adopts the Plaques, Monuments, Public Art and Memorials Policy 2021, in Attachment 1,
noting the changes to 2.4 and 2.5.
Cr Jill Greathead / Mayor Greg Lang
CARRIED

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6.5
WATER RACE POLICY
PURPOSE
For the Committee to review the current Water Races Policy (Attachment 1) for the
Taratahi and Carrington water races.
MOVED
That the Committee:
Receives the report.
Agrees to continue with the current Water Races Policy, noting the change to the cleaning
and maintenance section.
Notes that the Water Race Policy will be reviewed in full once the Natural Resources Plan is
adopted.
Cr Steve Cretney / Cr Brian Deller
CARRIED

7
KARAKIA WHAKAMTUNGA
The meeting was closed with a Karakia lead by Cr Rob Stockley.

The Meeting closed at 12:32pm.

Minutes confirmed: ……………………………………

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


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Policy and Strategy Committee Meeting Agenda
2 June 2021
6
REPORTS
6.1
PROCUREMENT POLICY REVIEW
1.
PURPOSE
For the committee to review the Procurement Policy.
2.
SIGNIFICANCE
The matters for decision in this report are not considered to be of significance
under the Significance and Engagement Policy.
3.
BACKGROUND
Council purchases a wide range of works, goods and services that enable the
delivery of community infrastructure, facilities, and services for the Carterton
community.
The Procurement Policy seeks to provide a framework within which a consistent
procurement practice is applied across all Council procurement activities in
alignment with the Council’s vision, strategic priorities, and community outcomes.
It articulates how the Council seeks to maximise the overall benefits that can be
delivered through its procurement activity, enabling the Council to deliver value for
money as well as advancing the social, environmental, and economic wellbeing of
the District’s residents.
4.
DISCUSSION
The policy is due for three-yearly review however this is also an opportunity to
reflect Council’s increased desire and responsibility to play its part in addressing
climate change impacts and sustainability. Council’s Project, Contract &
Procurement Officer, and Climate Change Advisor have worked with policy staff to
provide valuable input into this review.
The proposed changes to the existing policy include:
• Section 2: Principles
o A new principle of ‘Priority’ as been included. This seeks to provide
guidance around the complex, and often challenging, balance between
quality, time, and cost of procurement activities.
o A new principle of ‘Sustainable Procurement’ has been included. This
highlights the importance of procurement providing the most positive
impact on environmental, social, cultural, and economic outcomes.
Item 6.1
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Policy and Strategy Committee Meeting Agenda
2 June 2021
• Section 4: Managing Conflicts of Interest
o Inclusion of the reference to the NZ Government Conflict of Interest
Management Plan template and Confidentiality Agreement as required
by Audit NZ in their Interim Report (Aug 2020).
• Section 5: Sustainable Procurement
o The original section ‘Buy Local’, has been incorporated into this new
section outlining Council’s commitment to sustainability and the
benefits to society, the environment, and the economy.
• Section 7: Planning
o New section added to reflect the importance of robust planning in
projects.
• Section 10.2: Energy Procurement
o New clause added under Specific Procurement stating Council’s
preference for energy suppliers that offer 100% renewable energy.
• Section 11.6: Tender Evaluation
o The ‘Local Supplier’ definition has been widened from “a business that
has a significant presence in Carterton District” to include suppliers
within the Wairarapa Boundary.
• Section 12: Documentation
o New section added to highlight the importance of appropriate
documentation, proportionate to the value and risk of each
procurement, to support planning, evaluation and conflict of interest
management processes followed.
5.
NEXT STEPS
The Project, Contract & Procurement Officer will lead the development of a
Procurement Manual to guide staff on relevant protocols and processes.
6.
CONSIDERATIONS
6.1
Climate change
Council’s Climate Change Advisor has been involved in the review of the policy
ensuring alignment with the objectives of the Ruamāhanga (Climate Change)
Strategy.
6.2
Tāngata whenua
The policy highlights the opportunity for Council to partner with Māori
organisations and businesses, iwi, hapū and hāpori Māori on procurement
activities.
6.3
Financial impact
Resourcing of the development of the Procurement Manual will be delivered
through staff time within existing budgets.
6.4
Community Engagement requirements
There is no community engagement required for the review of this policy.
Item 6.1
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link to page 14 Policy and Strategy Committee Meeting Agenda
2 June 2021
6.5
Risks
There is no change to Council risks with the review of this policy. Procurement risk
management is included in the policy.
7.
RECOMMENDATION
That the Committee:
1.
Receives the report.
2.
Agrees to the amendments to the policy as attached.
File Number:
127819
Author:
Geri Brooking, People and Wellbeing Manager
Attachments:
1.
Procurement Policy ⇩
Item 6.1
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Policy and Strategy Committee Meeting Agenda
2 June 2021
PROCUREMENT POLICY
Effective date:
2 June 2021
Review due:
2 June 2024
Item 6.1 - Attachment 1
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Policy and Strategy Committee Meeting Agenda
2 June 2021

Document Control

Change Description Author
Version
Date
Approved By
Initial Draft
Peter Rickman
1.1

Revised
Marty Sebire
2.1
13/11/2017

Reviewed by
Marty Sebire
3.1
11/12/2017

management team
Revised
Chris Robinson
3.2
19/9/2018

Reviewed
Marty Sebire
3.3
25/09/2018

Reviewed by
Marty Sebire
3.4
08/11/2018

management team
Approved
Marty Sebire
3.4
08/11/2018
Jane Davis
Reviewed
Geri Brooking
3.5
2/6/2021
Jane Davis
Review

Review

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Policy and Strategy Committee Meeting Agenda
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1.  Introduction............................................................................................................... 4
1.1.
Purpose ........................................................................................................................ 4
1.2.
Scope and exclusions ..................................................................................................... 4
1.3.
Authority ...................................................................................................................... 4
2.  Principles ................................................................................................................... 4
3.  Practical considerations ............................................................................................. 5
4.  Managing conflicts of interest ................................................................................... 5
5.  Sustainable Procurement ........................................................................................... 6
6.  Procurement methods ............................................................................................... 7
6.1.
Purchases of less than $10,000 estimated value ............................................................. 7
6.2.
Purchases of more than $10,000 estimated value ........................................................... 8
7.  Planning .................................................................................................................... 9
8.  Risk management ...................................................................................................... 9
9.  Preferred suppliers .................................................................................................... 9
10.
Specific Procurement ............................................................................................ 10
10.1.
Vehicle replacement ................................................................................................ 10
10.2.
Energy procurement ................................................................................................ 10
10.3.
All-of-Government contracts .................................................................................... 10
11.
Tender process ..................................................................................................... 10
11.1.
Electronic tenders .................................................................................................... 10
11.2.
Preparation of tender documentation and advertisement ........................................ 11
11.3.
Communication with bidders ................................................................................... 11
11.4.
Submission of tenders ............................................................................................. 11
11.5.
Opening tenders ...................................................................................................... 12
11.6.
Tender evaluation ................................................................................................... 12
11.7.
Awarding the contract ............................................................................................. 13
12.
Documentation .................................................................................................... 13
13.
Review of the Policy ............................................................................................. 13
14.
Related documents ............................................................................................... 14

Item 6.1 - Attachment 1
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Policy and Strategy Committee Meeting Agenda
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1.  Introduction
1.1.  Purpose
The purpose of this policy is to document requirements related to procurement at Carterton
District Council (CDC). This policy should be read in conjunction with the Office of the Auditor-
General’s Procurement Guidance for Public Entities.1
Procurement refers to all of the business processes associated with the purchase of goods,
services, and works by Carterton District Council. Procurement spans the whole cycle from
identification of need through to the end of a service contract or the end of the useful life and
the subsequent disposal of an asset.
1.2.  Scope and exclusions
Personnel
This policy applies to all employees, and also to contractors and consultants acting for CDC in
connection with procurement.
Exclusions
This policy does not apply to the procurement of roading services, which is dealt with in the
Carterton District Council Roading Procurement Strategy.
This policy does not apply to employment contracts. It does apply to the engagement of
consultants.
Training
All those undertaking procurement for or on behalf of the Council will receive training in the use
of this policy.
1.3.  Authority
This policy is issued under the authority of the Chief Executive and will be reviewed and
amended as required in consultation with senior management.
Ownership of this policy rests with the Corporate Services Manager, and responsibility for its
implementation rests with the management team.
2.  Principles
The basic principles that are to underpin all procurement at Carterton District Council are as
follows:
•  Priority – we will prioritise the awarding of procurement contracts on the quality of the
service, the overall cost, and the time taken to deliver the service, in that order.
•  Value for money – we will use our resources effectively, economically and without waste.
Value for money represents the best possible overall outcome for Carterton.

1 For more information, see: https://oag.parliament.nz/2008/procurement-guide
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•  Openness – we will be fully transparent in how we go about our procurement activities, up
to and including the decision to award a procurement contract.
•  Fairness - we will be impartial in our procurement processes and our decision-making.
•  Accessibility – it should be easy to do business with Carterton District Council. In particular,
small local businesses should have the opportunity to bid for CDC contracts wherever
appropriate.
•  Integrity – all of our procurement activity will be conducted with the utmost integrity, and
we will not do anything that harms CDC’s reputation for integrity.
•  Accountability – we will be accountable to the ratepayers and residents of Carterton District
for the proper use of funds.
•  Lawfulness – In all of our procurement activities we will act within the law and meet our
legal obligations.
•  Health and Safety – we will consider health and safety matters in all of our procurement
activity.
•  Sustainable procurement – Sustainable procurement has the most positive environmental,
social, cultural and economic impacts on a whole of life basis and creates value and legacy.
We will assess sustainable procurement broader outcomes related to all procurement
activity.
3.  Practical considerations
The principles above have general applicability to all procurements. As each situation is different
the principles need to be applied in a way that is appropriate to the circumstances of each
procurement. As a practical rule, CDC procurement arrangements should strive for simplicity and
proportionality. That is, the arrangements put in place for each procurement should be as simple
as possible, considering the monetary values involved, the complexity of the purchase, and the
level of risk involved. The arrangements should be proportional to the transaction and should
minimise compliance costs for both CDC and potential bidders.
This policy is to be applied in accordance with the requirements of the CDC Delegations Manual
and any other applicable CDC policies.
All financial amounts included in this policy exclude GST. Where financial thresholds are listed,
this refers to the total cost of the transaction. It is not permissible to break the transaction into
component parts to justify a particular procurement method.
4.  Managing conflicts of interest
All procurement and contract management decision-making processes shall include careful
consideration of any actual, potential or perceived conflicts of interest.
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Under no circumstances shall a staff member influence, advise or participate in a procurement
or contract management activity where that employee has an actual, potential or perceived
conflict of interest, either personally or through a related person.
Where there is uncertainty about whether there is a conflict, employees should discuss the
potential conflict with their manager or the Chief Executive. If in doubt, employees should at all
times fully disclose a potential conflict or bias and document how it will be managed. Refer also
to the CDC Staff Code of Conduct2.
5.  Sustainable Procurement
The Council has a commitment to sustainability. Sustainable procurement is, or will become,
part of our ‘business as usual’, and includes environmental, social, cultural and economic
broader outcomes.
Broader outcomes require consideration of not only whole-of-life costs, but also the costs and
benefits to society, the environment and the economy. These broader outcomes will be
considered when purchasing goods, services or works, and are described in the diagram below:

Through its procurement activities, Carterton District Council aims to achieve the following broader
outcomes:

2 For more Template, see NZ Government Conflict of Interest Management Pan template and Confidentiality
Agreement. https://www.procurement.govt.nz/procurement/templates/
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Objective 1
Environmental broader outcome:
•  Mitigate and adapt to Climate Change
•  Reduce waste
•  Increase community resilience
Objective 2
Social broader outcome:
•  Support local employment
•  Local supplier utilisation
Objective 3
Cultural broader outcome:
•  Supplier diversity and creativity
•  Support Māori partnerships
Objective
Economic broader outcome:
•  Support the best outcome for everyone
•  Quality employment for everyone
•  Enhance businesses and employment prosperity
There is no implied order of priority so each objective should be considered equally. Exceptions
to not include sustainability within a procurement will be considered on a case-by-case basis
only and must be justified.
The benefits of sustainable procurement are not always able to be quantified, but they must be
taken into account when making the procurement decision, alongside the financial
considerations. Where a decision is made to select a supplier on sustainability grounds, and that
supplier would otherwise be rejected when judged solely on financial considerations, then the
reasoning must be documented.
6.  Procurement methods
Procurement methods vary in terms of their openness to suppliers, level of risk and complexity
and potential for innovation. The general rule to be followed is to use a procurement method
that is simple and that is open and fair to all suppliers. As running an open tender is not as
simple as obtaining an oral quote from a known supplier, there is a trade-off between the two
requirements. For lower value transactions it is permissible to dispense with open advertising.
However, it is not permissible to dispense with open advertising in order to:
•  avoid competition
•  protect local suppliers
•  discriminate against any local or national supplier.
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6.1.  Purchases of less than $10,000 estimated value
All goods and services with an estimated value of under $10,000 (excluding GST) must be
procured by raising a purchase order. Purchase orders must contain the name and address of
the supplier, an adequate description of the goods or services required, the agreed or
estimated cost, the general ledger account to be charged, and the name of the person making
the order.
Before an order is made all purchase orders must be approved by an officer with sufficient
authority to incur expenditure, as set out in the Delegations Manual.
Items of expenditure exempted from purchase order requirements are:
•  formally tendered contracts
•  wages and payroll deductions
•  service contracts, eg fleet card
•  phone rentals
•  petty cash
•  power charges
•  tax payments
•  bank fees
•  debt payment
•  rates payments to Wellington Regional Council
•  other regular (eg monthly) payments under a contract or agreement.
The cost to Council needs to be minimised. So competitive prices should be obtained where
there is the potential for a benefit from doing so.
6.2.   Purchases of more than $10,000 estimated value
$10,000–$100,000
For purchases in excess of $10,000 and less than $100,000 total value, open advertising is
preferred, unless the manager responsible determines that that method is inappropriate to the
circumstances of the transaction. If open advertising is not used, at least three quotes should be
obtained. At least one of the quotes is to be local, unless this is not practicable.
The procurement of any goods and/or services having an estimated total cost of $10,000 or
more (excluding GST) must be by means of a formal contract. In accordance with the CDC
Delegations Manual, only the Chief Executive, the Corporate Services Manager, and the
Infrastructure and Services and Planning and Regulatory Manager are authorised to sign
contracts with total cost in excess of $50,000 (GST excluded).
$100,000–$150,000
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For purchases with total value above $100,000 and less than $150,000, open tendering must be
used, unless the Chief Executive determines that this method is not appropriate.

$150,000 and more
All purchases with a total value equal to or greater than $150,000 must be by way of open
tender in accordance with a procurement plan.
Notwithstanding the above requirements, the Chief Executive may exempt the requirement for
quotes, or from open tender, if there is good reason to do so, for example where there is a
specialist supplier, or urgency. This decision must be documented.
7.  Planning
The procurement plan for the project must contain the following information:
•  Understand the Project - What outcomes are expected?
•  Analyse the Market
•  Risk Analysis
•  Opportunity /Broader outcomes analysis eg. sustainability
•  Choose the delivery model and Supplier Selection Method
•  Budget amounts
•  Timeline of the procurement process
•  Type of contract
•  Roles and responsibilities
•  Risk assessment - specifically covering risks relating to the procurement
•  Resources required
The information listed is useful for those endorsing / approving the procurement plan to know
either for context or because they are key aspects of the planned procurement plan.
8.   Risk management
All procurement should be undertaken with an awareness of the risks and complexities
surrounding the procurement process. For procurements where whole of life costs (excluding
GST) exceeds $150,000, a Risk Management Assessment should be prepared during the
procurement planning phase, in which procurement risks and associated risk management
options are documented.
Different procurement projects have different risks and complexities. For advice on procurement
risk, contact the Projects and Contracts Officer.
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Risk management should be integrated with good project planning and reporting. Where a new
risk arises, or an existing risk changes its character, appropriate strategies should be developed
and the Risk Management Assessment updated.
9.   Preferred suppliers
Council may maintain a list of preferred suppliers for regular purchases of specific types of
goods, services or works. Inclusion on the list may be through establishing pre-qualified suppliers
or Panel of suppliers.
A supplier register will be open and available to all suppliers and will allow new suppliers to
register and existing suppliers to update their details or extend the coverage of their service
categories and specialties.
Council business units can choose suppliers either by direct appointment, or through a closed
process from the preferred supplier list when the value of the work is within the Council’s
defined limits. This may include establishing a panel of suppliers for work with costs between
$10,000 and $150,000.
Existing arrangements shall be reviewed at least every three years, and new applications are to
be allowed at that point.
The register of preferred suppliers shall be approved by the Chief Executive.
10. Specific Procurement
10.1.  Vehicle replacement
Vehicles are replaced on the following basis:
•  10 years – cars and utes
•  15 years – trucks
•  20 years – tractors.
When reviewing the efficiency of fleet vehicles, and before deciding to replace a vehicle, check
its performances (especially fuel consumption, efficiency, usage) in order to consider whether a
vehicle needs replacement, and if so, find the best choice depending on the usage, greenhouse
gas emissions, and whole of life cost.
10.2.  Energy procurement
The Council will prefer energy suppliers that offer 100% renewable energy.
10.3.  All-of-Government contracts
All-of-Government contract (AoG) is a type of approved collaborative contract co-ordinated
through MBIE’s New Zealand Government Procurement Branch. AoGs establish supply
agreements with approved suppliers for selected common goods or services purchased across
government.
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Council may purchase from AoGs if it is commercially advantageous to do so. Before
approaching the market, Council should check whether there is an AoG that is available. CDC is
currently a party to arrangements for mobile telephony services and for stationery.
11. Tender process
11.1. Electronic tenders
CDC, together with Masterton District Council and South Wairarapa District Council, maintains a
joint tendering portal on the TenderLink electronic procurement service. There are considerable
advantages associated with the use of TenderLink, including the ability to upload documents,
assurance that our tender has been adequately notified, and the ability for bidders to submit
tenders electronically.
TenderLink should be used for all procurements of over $100,000, unless in the opinion of the
manager responsible this would be inappropriate. Further information on TenderLink may be
obtained from the Projects and Contracts Officer. Where consultants are employed to manage a
tender process, the Wairarapa joint portal should be used.
11.2. Preparation of tender documentation and advertisement
•  The publishing of all tender advertisements is done by the manager concerned.
•  Where a tender is complex or considered to be higher risk, the advice of the Projects and
Contracts Officer should be sought before issuing the advertisement.
•  Tender documentation shall contain a clear statement of the goods or services that are
required, sufficient to allow suppliers to prepare their tender. The documentation should
also contain a clear statement of how the preferred tenderer will be selected.
•  All communication and tender documents are handled in their entirety by the officer taking
responsibility for the tender.
11.3. Communication with bidders
•  The issue of tender documentation shall be documented, and suppliers collecting
documentation shall physically sign that they have received the documentation. Full
contact details of all suppliers obtaining tender documentation shall be recorded. This will
be done automatically if TenderLink is used.
•  Where questions are received from bidders, and where the terms of the tender permit it,
answers shall be provided at the same time and in the same form to all suppliers who have
obtained tender documentation.
11.4. Submission of tenders
•  If TenderLink is used all tenders should be submitted electronically.
•  If a manual tender process is used, a Tender Box will be used. Tender boxes are to be
secured and are managed by an officer of Council as authorised by the Chief Executive or
the relevant manager.
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•  Manual tenders are to be submitted in a sealed envelope with the name of the tender and
the person submitting the tender clearly printed on the outside of the envelope.
•  Electronically faxed or e-mailed tenders will not, as a rule, be accepted, unless under
extraordinary circumstances, and due consideration has been given to associated risk.
•  Tenders received by mail up to the close-off time are endorsed on receipt, stating date and
time of receipt and the receiving officer's name, and placed immediately in the tender box.
•  It is the responsibility of the tenderer to submit their tender on time and in accordance
with the tender instructions.
•  Late tenders will not, as a rule, be accepted, unless the lateness is a consequence of
Council’s actions, or extraordinary circumstances pertain. Any decision to accept a late
tender must be documented and retained.
•  Acceptance of late tenders has the potential to raise issues of fairness. Where a late tender
is to be accepted, that must be allowed for in the tender instructions, and the late opening
must be done in a transparent manner.
11.5. Opening tenders
•  Where a manual tender process is used, the tender box is to remain secured and
undisturbed until the close of tenders.
•  The tender box is opened by an authorised officer of the Council in the presence of another
authorised officer as soon as possible after a tender closes.
•  A register of all tenders received is kept by the relevant manager. Each tender should be
opened and the details noted in the tender register. When all tenders have been
processed, the tender register should be signed by the two authorised officers present, to
certify that the opening has been done correctly. Through this process it is imperative
confidentiality is maintained.
•  The officer responsible for the tender may be a Council employee or an external
agency/agent commissioned by the Council.
11.6. Tender evaluation
•  As soon as possible after tenders have been opened, the officer responsible for the tender
checks all tenders received to ensure that they are arithmetically correct and meet the
terms of the tender invitation. During the evaluation it is important for the reasons for
differentials in scoring to be discussed and agreement to be reached on the appropriate
score.  He/she then prepares a tender evaluation report following the procedure for tender
evaluation set out in the tender documentation. The evaluation report should contain the
following minimum detail:
a.  Description of the proposed work (ie scope of the contract).
b.  Details of the tender opening (date, time, place and officers present) and a list of
tenderers and tendered prices (GST exclusive) as submitted, including the Estimated
Cost.
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c.  If required, an amended list of tendered prices (GST exclusive) after any corrections to
arithmetical errors.
d.  An evaluation of the corrected tender prices (against the estimate if applicable) and a
commentary on significant variations.
e.  A statement that the preferred tender is compliant with the tender specification,
represents the best value for money, and the tenderer is considered to be capable of
supplying the goods or services successfully to the required standards within time and
within budget. If the preferred supplier is local3, this should be noted.
f.  A statement that appropriate health and safety plans and practices are included.
g.  A financial statement showing details of all expenditure required to complete the
works and the actual funds available.
h.  The recommendation of the officer evaluating the tenders.
•  For large tenders a Tenders Committee may be constituted by Council. In these
circumstances then the evaluation report described above should still be completed to
assist the Tenders Committee. And evidence retained that a recommendation was
approved.
•  Unsuccessful parties are to be given an opportunity for a formal debriefing on the
tendering process. This can be a useful process for the tenderers to improve their
submissions for future projects, and it is also a chance for tenderers to give helpful
feedback to management on how the process could be improved.
11.7. Awarding the contract
The following conditions must be met to award a contract:
•  There must be sufficient funds for the goods or services in the current Annual Plan and
Long Term Plan.
•  If there are other goods and services to be supplied by other suppliers for the same
project, there must be sufficient funds in the current Annual Plan and Long Term Plan for
the whole project.
•  The award must be authorised by an officer with sufficient authority under the Delegations
Manual, or, in the case of the Tenders Committee, as authorised by Council.
12. Documentation
The Council will maintain appropriate documentation, proportionate to the value and risk of
each procurement, to support planning, evaluation and conflict of interest management
processes followed. Appropriate documentation is important to demonstrate that a robust
process was followed, which supports accountability.

3 within the Wairarapa District Boundary
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13. Review of the Policy
This policy will be reviewed three-yearly.
Any recommended changes to the policy as a result of a review will be submitted to the Policy
and Strategy Committee for approval.
14. Related documents
The Carterton District Council documents below are related to this Policy:
•  Procurement Planning Toolbox
•  Asset Management Policy
•  Staff Code of Conduct Policy
•  Delegations Manual
•  Health and Safety Policy
•  Staff Manual
•  Communications Policy
•  Fraud, Dishonesty and Corruption Control Policy
•  Sensitive Expenditure Policy
•  Credit Card Use Policy
•  Complaints Policy
•  Ruamāhanga Strategy (Carbon Reduction Strategy)
•  Carbon Reduction Policy (Internal Policy)

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6.2
COMMERCIAL  OCCUPATION  OF  FOOTPATHS  AND  RESERVES  AND  THE
POLICY FOR SIGNBOARDS IN PUBLIC PLACES REVIEW

1.
PURPOSE
For the committee to consider the review or revocation of the Policy for
commercial occupation of footpaths and reserves and the policy for signboards in
public places.
2.
SIGNIFICANCE
The matters for decision in this report are not considered to be of significance
under the Significance and Engagement Policy.
3.
BACKGROUND
Council in 2006 adopted a policy which sets out the requirement for the
commercial occupation of footpaths and reserves.  The policy also included
conditions around the use of signboards in public places. It is not apparent if this
policy was ever reviewed on its due date being 2009.  As such it is timely that the
Policy and Strategy Committee consider if the policy is still applicable and should be
reviewed, or if the policy is revoked.  The policy is attached to this report as
Attachment 1 with the bylaw being Attachment 2.
4.
OPTIONS
Review the Policy
Undertaking a review of this policy would ensure that it is still fit for purpose, and
that the fee regime is appropriate and fair, a review of the policy would also ensure
that any legislation cited in the document is updated to reflect the current
legislative context.
Revoke the Policy
As noted previously it is unclear if the policy has ever been applied or if the annual
fee has ever been charged.  The Wairarapa consolidated bylaw Part 2 – Public
Places (including Parks and Reserves) adopted 8 July 2019 covers most of what is
included in the policy under section 7 where it notes that all seating in public places
must have prior Council approval and recognises that the primary legislation
covering signage is the district plan. Section 5 of the consolidated bylaw covers the
obstruction of public places and the placement of any good, material or signage
that may obstruct the public’s right of passage. Section 20 of the bylaw also
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provides for Council to set fess for the issue of any permit or licence, however the
setting of this fee must be made by resolution and be publicly notified.
5.
CONSIDERATIONS
5.1
Climate change
No issues in relation to climate change have been identified.
5.2
Tāngata whenua
Nil
5.3
Financial impact
Matters in this report are covered within existing budgets.
5.4
Community Engagement requirements
Should the Policy and Strategy Committee wish to review the bylaw, then they
could if they wanted, adopt a draft version and this could be sent out to all
businesses for their comment/input. There is no legal requirement to consult on a
policy review, but this does not prevent engagement being undertaken.
5.5
Risks
No risks have been identified.
6.
RECOMMENDATION
That the Committee:
1.
Receives the report.
2.
Agrees to revoke the 2006 policy titled Commercial Occupation of Footpaths
and Reserves and the policy for Signboards in Public Places. Noting that
matters covered in the policy can be managed under the District Plan and
Part 2 of the Wairarapa Consolidated Bylaws

Or
3.
Agrees to review the policy with an updated version to be presented to the
next Policy and Strategy Meeting for adoption.
File Number:
127969
Author:
Solitaire Robertson, Senior Planner
Attachments:
1.
Commercial Occupation of Footpath Policy ⇩
2.
Public Places - Part 2 Wairarapa consolidated bylaw ⇩

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6.3
RESOURCE CONSENT UPDATE

1.
PURPOSE
The purpose of this report is to update the Committee on the resource consents
issued since the previous update which is generally presented to the Policy and
Strategy Committee.
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 Terms of Reference for the Policy and Strategy Committee include the
oversight of the implementation of the Wairarapa Combined District Plan.
Resource Consents issued for the period 23 March to 24 May 2021 are included in
Attachment 1.
4.
CONSIDERATIONS
4.1
Climate change
N/A
4.2
Tāngata whenua
N/A
4.3
Financial impact
N/A
4.4
Community Engagement requirements
Not applicable as consultation requirements for resource consent are prescribed
under section 95A-95B of the Resource Management Act 1991.
4.5
Risks
N/A
5.
RECOMMENDATION
That the Committee:
1.
Receives the report.
File Number:
127924
Author:
Solitaire Robertson, Senior Planner
Attachments:
1.
Resource Consent Update 23 March - 24 May 2021 ⇩
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Attachment 1:   Resource Consent Decision summary for the period 23/03/2021 till
24/05/2021
Land Use Consent Decisions
1.  200026 –Certificate of Compliance.   Date of decision 16/04/21
Application under section 226 of the resource management act to separate lots 178 & 180 DP
126 into their respective titles.
2.  20002- Certificate of Compliance.  21/04/21
  Outline plan waiver under section 176A for culvert upgrades within the railway designation

Subdivision Consent Decisions
1.  210015- Discretionary Activity. Nine Lot Rural Subdivision.  Date of decision  23/03/21
The application site crosses the boundary of both Carterton District Council and Masterton
District  Council  with  the  majority  of  the  site  being  located  in  the  Carterton  District.  The
proposed  subdivision  is  contained  in  the  Rural  (Primary  Production)  &  (special)  zone.  The
undeveloped lots all comply with minimum lot standard requirements, the one lot that does
not  comply  is  already  fully  developed  and  any  effects  are  already  in  existence.  The
discretionary activity status is also triggered due to the road frontage requirement not being
met and portions of the site being in the flood hazards zone.
Consent was granted with conditions.

2.  210017- Controlled  Activity.  Two Lot Rural Subdivision.  Date of decision  30/03/21
The application sought to subdivide the property into 2 lots, Lot 1 of 1.03ha being a vacant
block and Lot 2 of 4.52ha containing the existing dwelling.   No parties were deemed affected
by  this  proposal,  the  application  is  for  a  controlled  activity  that  meets  minimum  lot  size
requirements and as such is anticipated and encouraged within the planning framework.

Consent was granted with conditions.

3.  210018- Controlled  Activity. Three Lot Industrial Subdivision and amalgamation.  Date of
decision  07/04/21
The application sought to subdivide the property into 3 lots.  The subject site is split zoned
with approximately half of the site being zoned Rural (Primary Production), with the other half
being zoned Industrial. The intent of the subdivision was to provide for the existing industrial
business to be contained fully in the industrial zone whilst still providing an alternative access
to David Lowes Lane.  No parties were deemed affected by this proposal, the application is for
a controlled activity that meets minimum lot size requirements and as such is anticipated and
encouraged within the planning framework.
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  Consent was granted with conditions.
4.  210019-  Discretionary  Activity.    Seventy  Lot  Residential  Subdivision  to  be  undertaken  in
three stages.  Date of decision  08/04/21
The property is zoned both Residential and Industrial under the District Plan and is contained
within three existing titles. It was proposed to subdivide theproperty into 63 residential lots,
3 roads to vest, an access lot (lot 68) a balance lot of 1.62ha (lot 67) and a reserve to vest (lot
70).

The proposal is to be undertaken in three stages:  Stage 1A of the subdivision will be creating
21 residential lots, being lots 1-12 and 28-36.  Stage 1B of the subdivision will be creating an
additional 10 lots, being lots 41-50.   Stage 2 of the subdivision will be creating the final 32
lots, being lots 13-27. 37-40 and 51-63.

In terms of the subdivision that is located within the portion of the site zoned Industrial, this
will create a balance lot (Proposed Lot 67), an allotment that will contain an existing factory
(Proposed  Lot  59),  and  an  access  lot  (Proposed  Lot  68)  that  will  provide  legal  access  for
Proposed Lot 69.

Although new allotments are to be created within the industrial zone, the physical appearance
and use of land within the portion of the site zoned industrial will remain largely the same.
The exception is the construction of the new road which is to be used to access the proposed
subdivision. This road will not detract from the existing land use, and will not adversely affect
the zoning and vice versa.

No  parties  were  deemed  affected  by  this  proposal,  as  while  the  application  is  for  a
discretionary  activity  the  proposal  meets  the  controlled  activity  minimum  lot  size
requirements and as such is anticipated and encouraged within the planning framework.  The
discretionary status is triggered by a  very small portion of the site (the north eastern corner
of lot 27 and part of the reserve to vest) being identified as a flood hazards zone, no building
will be undertaken in this area and the risk is considered minimal and will be covered by a
consent notice preventing habitable structures being erected in this zone.

Council will also register consent notices on new certificates of title for lots 1, 28, 45, 63 & 27
noting that they are adjacent to the Industrial zone, owners can expect noise, dust and other
associated industrial activities to occur within this zone.

Consent was granted with conditions.

5.  210020- Controlled  Activity.  Two Lot Industrial Subdivision.  Date of decision  12/04/21
The application sought to subdivide the existing certificate of title into two fee simple Lots
being Lot 1 of 3450m² and Lot 2 of 5200m². Lot 1  will contain the existing building and Lot 2
being a vacant rear lot with new access onto Pakihi Road. The proposed areas are rounded
and subject to actual physical survey. The application meets minimum lot size requirement
and is expected and anticipated within the zone.
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Consent was granted with conditions.

6.  210021- Non Complying Activity. Five Lot Rural Subdivision.  Date of decision  16/04/21
The proposal was to subdivide the existing certificate of title into five fee simple lots, any lot
not  containing  an  existing  dwelling  would  easily  accommodate  a  building  area,  along  with
accessory  rural  buildings,  consistent  with  the  character  of  the  area.  Any  future  dwellings
would be serviced to rural standard, with electricity and phone available at the lot boundaries.
Any stormwater would be managed onsite with soak pit design forming part of any future
building consent application. All services including phone and power to the rear lot would be
located underground as is required by the Council.
The lot configurations are set out below:
Lot 1 of  0.3ha- existing dwelling and planting
Lot 2 of  1.1ha
Lot 3  of 4.1ha
Lot 4 of 4ha
Lot 5 of 6.5ha- existing dwelling and associated accessory farm buildings.
A non-complying activity, due to its nature, is the most restrictive activity for which consent
can be granted.  The consent authority is bound by s.104D(1), which states that
A consent authority may grant a consent for a non-complying activity only if it is satisfied that
either:
(a)  The adverse effects of the activity on the environment (other than any effect to which
104(3)(b) applies) will be minor; or
(b)  The application is for an activity that will not be contrary to the objectives and policies of
– both the relevant plan and the relevant proposed plan.
From the assessment carried out in granting the decision, it was concluded that the proposed
activity is able to meet both of the S104D statutory threshold requirements, and therefore is
able to be granted.
Consent was granted with conditions.

7.  210022- Controlled  Activity. Three Lot Rural Subdivision.  Date of decision  21/04/21
The application sought to subdivide the property into 3 lots, Lot 1 of 1ha and Lot 2 of 1ha and
Lot 3 of 4.05ha. No parties were deemed affected by this proposal, the application is for a
controlled activity that meets minimum lot size requirements and as such is anticipated and
encouraged within the planning framework.
  Consent was granted with conditions.
8.  210023- Controlled Activity. Three Lot Rural Subdivision.  Date of decision  30/04/21
The application sought to subdivide the property into 3 lots, Lot 1 of 1.6ha and Lot 2 of 1.6ha
and Lot 3 of 35ha. No parties were deemed affected by this proposal, the application is for a
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controlled activity that meets minimum lot size requirements and as such is anticipated and
encouraged within the planning framework.

Consent was granted with conditions.

9.  210024- Discretionary Activity.  Two Lot Rural Subdivision.  Date of decision  04/05/21
The  application  sought  a  2  lot  fee  simple  subdivision  with  proposed  amalgamations.  No
changes to the current primary production land use are proposed as part of this application,
however the application did note that proposed Lot 2 could have residential activity in the
future. The lot configurations are below:
Lot 1 of 2.2ha containing an established rural-residential dwelling. This lot contains a portion
of the Maungaraki Ridge which is identified as an Outstanding Natural Landscape. It is not
anticipated that there will be any physical changes to this lot.

Lot 2 of 194ha being a vacant lot used for traditional farming. This lot also contains a portion
of  the  Maungaraki  Ridge  which  is  identified  as  an  Outstanding  Natural  Landscape.  It  is
proposed that this lot be amalgamated with an adjacent lot. The Maungaraki Ridge is listed in
the District Plan as being an Outstanding Natural Landscape and it is important that council
consider this when assessing any subdivision or land use. The Maungaraki Ridge is a classic
limestone hill and provides a substantial backdrop to the Gladstone area that is an identifiable
feature from across the plains. There is sufficient available land on proposed Lot 2 that if a
dwelling is proposed in the future it can be located outside of the Ridge.

Consent was granted with conditions.
10.  210029- Discretionary Activity.  Two Lot Rural Subdivision.  Date of decision  21/05/21
The application sought a 2 lot subdivision of two existing titles with proposed amalgamations.
No changes to the current primary production land use on proposed lot 1 are proposed as
part of this application, the application is providing for the existing dwelling to be contained
on proposed Lot 2 to be provided its own title.

The lot configurations are below:

Lot 1 of 340ha being a vacant lot used for traditional farming. This lot also contains a portion
of  the  Maungaraki  Ridge  which  is  identified  as  an  Outstanding  Natural  Landscape.  It  is
proposed that this lot be amalgamated with an adjacent lot.
Lot 2 of 0.78ha containing an established rural-residential dwelling. This lot falls outside the
Maungaraki Ridge and it is not anticipated that there will be any physical changes to this lot.
As mentioned previously with another consent The Maungaraki Ridge is listed in the District
Plan  as  being  an  Outstanding  Natural  Landscape  and  is  located  on  proposed  lot  1.  The
Maungaraki  Ridge  is  a  classic  limestone  hill  and  provides  a  substantial  backdrop  to  the
Gladstone area that is an identifiable feature from across the plains

Consent was granted with conditions.


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7
KARAKIA WHAKAMUTUNGA
MagiQ No. - 127962
Page 57

Document Outline