Agenda of Sustainability Audit Subcommittee

Sustainability Audit Subcommittee

MINUTES

Unconfirmed Minutes of an ordinary meeting of the Sustainability Audit Subcommittee held in the Mayor's Lounge, Civic Centre, The Octagon, Dunedin on Monday 11 July 2016, commencing at 9.30am

PRESENT

Chairperson	Janet Stephenson
Deputy Chairperson
Members	David Benson-Pope	Dave Cull
	Gael Ferguson	Jinty MacTavish
		Brett Tomkins

IN ATTENDANCE

Simon Pickford (General Manager Services and Development), Nicola Pinfold (Group Manager Community and Planning), John Christie (Manager Enterprise Dunedin), Fraser Liggett (Economic Development Programme Manager), Tracey Tamakehu (Digital Services Manager), Sandy Graham (Group Manager Corporate Services).

Governance Support Officer Arlene Goss

1 Public Forum

There was no Public Forum.

2 Apologies

Moved (Mayor Dave Cull/Cr Jinty MacTavish) that the Sustainability Audit Subcommittee:

Accepts an apology for lateness from member Gael Ferguson.

MOTION CARRIED

3 Confirmation of agenda

The agenda was agreed without addition or alteration.

4 Declarations of interest

Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have. There were no declarations of interest.

5 Confirmation of Minutes

5.1 Sustainability Audit Subcommittee

meeting - 18 April 2016

Cr MacTavish asked for an update on the sustainability indicators. Nicola Pinfold will follow up. August will be the last meeting before the election. The chair would like an update on the climate adaptation work at the next meeting.

Moved that the Sustainability Audit Subcommittee (Cr Jinty MacTavish/Mayor Dave Cull):

Confirms the minutes of the Sustainability Audit Subcommittee meeting held on 18 April, 2016, as a correct record.

MOTION CARRIED

Part A Reports

6 Sustainability in Enterprise Dunedin

John Christie and Fraser Liggett joined the table to speak to their report. Their work with media was outlined. This promotes Dunedin as a place to work and live. A request was made to disseminate this more widely. They plan to educate local people on current media campaigns so there is more awareness in this area. Will also report back to council on the results.

Gael Ferguson joined the meeting at 9.43am.

Sustainability is core to our economic efforts. Discussion was held on the transition of Enterprise Dunedin from being focussed on large industry to a more refined approach in attracting business and growing the city.

Councillor MacTavish asked about the absence of the energy plan in the report. A new coordinator has just been appointed. This was included in the policy team presentation to the committee.

A question was asked on the scale of waste and markets for waste. Has there been any exploration in this area? Not just recycling but the re-use of waste. The committee suggested pulling Enterprise Dunedin together with the waste team. Enterprise Dunedin has access to funding and needs to link people with ideas into the commercial space. Also engage with employers and the Chamber of Commerce and run workshops with them to explore further.

It would be good to have more defined KPIs for Enterprise Dunedin. The current goals are not defined. John Christie said there was a discussion around the setting of the aspirational goals. They are currently identifying where to see that growth and how to achieve it.

There is a strategic focus on other cities. Council has a dedicated Project China coordinator. Looking to expand that market. There has also been recent engagement with South American visitors on education and study opportunities.

Discussion was held on creative activities in the city.

The chair asked about the impact of sea level rise on south Dunedin. How can council plan for urban renewal? What are the opportunities, both physical and in terms of investment, to provide a sustainable future for the city. She asked Enterprise Dunedin to work with other areas of council engaged on this issue.

7 Sustainability within Information Services Activities

Sandy Graham and Tracey Tamakehu joined the table. Sandy Graham outlined recent investments in information services. This includes disaster recovery and systems behind the scenes. Discussion was held on the advantages and disadvantages of a cloud-based data warehouse. Current investigations are underway. What are the data risks to the council? Risks are legal, financial and reputational.

Sandy Graham said Council is fully committed to open data. A question was asked on whether a pilot programme could be done on a set of data so the community can see where we are going. People are limited by the hardware they have out in the community. Problems with the 2GP software were discussed. Regarding e-waste, the council does not have a lot of old e-waste due to leasing and recycling old equipment to community groups and schools.

Data is crucial in helping the committee understand trends. The question of how data is used to measure sustainability indicators was considered. Work on this is currently underway.

8 Items for Consideration by the Chair

Brett Tomkins suggested at the next meeting the committee takes a look back and asks the question 'did they achieve anything?' This would guide the next council in making a decision on whether to continue with the committee.

It was suggested that those parts of council who have come and spoken to the committee be asked whether the process has been helpful. Have people gained insights and taken them back to their departments and done things differently?

Is the committee sustainable?

The committee would also like to see a number of open motions completed.

Moved that the Sustainability Audit Subcommittee (Mayor Dave Cull/Cr David Benson-Pope):

Notes both the reports considered at the meeting – Sustainability in Enterprise Dunedin and Sustainability within Information Services Activities.

MOTION CARRIED

The meeting concluded at 11.08am.

..............................................CHAIRPERSON

Sustainability Audit Subcommittee

15 August 2016

Part A Reports

Sustainability within Building Services Activity

Department: Customer and Regulatory Services

EXECUTIVE SUMMARY

1 This report details the implementation of the sustainability framework and sustainability practices within the Building Services Unit of the Dunedin City Council.

RECOMMENDATIONS

That the Subcommittee:

a) Notes the Building Services Unit Sustainability Report.

BACKGROUND

2 The Sustainability Audit Subcommittee (SASC) is working to assess the Council's progress toward embedding sustainability into the day-to-day activities of Council.

3 The reasons for embedding sustainability are articulated in both sections 10 and 14 of the Local Government Act 2002 (LGA) and the Council has further recognised sustainability as a key principle that underpins its strategic framework.

4 The Building Services Unit is responsible for ensuring that buildings are safe for the use of people through the delivery of regulatory services associated with the Building Act. This includes regulatory responsibilities under other legislation notably the Fencing of Swimming Pools Act, Health Act and the Plumbers Gasfitters and Drainlayers Act.

5 The Dunedin City Council is an accredited Building Consent Authority under the Building Act 2004. Re-accreditation was achieved in April 2016.

6 The Building Act 2004, Clause 3 requires that buildings are ‘designed, constructed, and able to be used in ways that promote sustainable development.’ The term ‘sustainable development’ is not defined in the building act but is generally taken to include the efficient use of energy and minimisation of waste.

7 Both within Building Services and in conjunction with other departments there is commitment to the LGA principle of sustainability in relation to the social, economic and cultural interests of the community.

8 The efficient and effective operation of Building Services contributes to the economic sustainability of Dunedin City.

9 This report will detail some of the key activities whereby Building Services supports the delivery of sustainable services.

DISCUSSION

10 The Council works with other agencies to set the direction for managing Dunedin’s built and natural environment. The Council has a regulatory role related to buildings and contributes directly to the Social Wellbeing Strategy’s Safe and Healthy City outcome and enhances personal safety of building users.

11 The Building Services unit also has a role to play in the economic sustainability in Dunedin City. This is achieved through efficient and effective processing of building consents which contributes to the Business Vitality outcome of the Economic Development Strategy.

Adaptability

12 The incoming work load is largely determined by economic activity and is outside the control of the Building Services unit. Recently, an increase in consent numbers has meant that a significant number of consents have not been issued within the 20 day statutory time frame. This has had a negative effect on businesses and rate payers.

13 In order to address this challenge, a number of initiatives have been undertaken within Building Services:

a) Resourcing – FTE has been increased by three in the consents processing team. Two vacancies have been filled leaving one vacancy being advertised. Recruitment for a team leader of consent processing is also underway. This role is being partially covered by a contractor in the short term. Overtime has also been undertaken with early/late starts and Saturday working. These actions have resulted in a significant reduction in the number of late consents. As of the first week in August the percentage of consents issued within timeframe was 87%. This compares with 50% in March 2016.

b) Realignment of management structure – a realignment of the management structure has created two new roles (Manager Building Solutions and Principal Advisor Building Solutions) to provide a more agile, business-focussed service.

c) Communication and working closer with business – regular updates have been provided to customers on the current status of consent processing and inspection delays. This has been through the Building Services Electronic Newsletter ‘Reinforce’ and personal letters sent to key customers.

d) Industry relationship building – a number of relationship building and information sharing meetings have been held with key stakeholders such as the Otago Master Builders Association and the Otago Chamber of Commerce. These have provided an opportunity to identify process improvements.

e) In June 2016 an external review was initiated. This review has identified a number of process improvements that will enable and support the building consents process. An internal team has been created to implement the changes which encompass three main improvement areas: better use of information tools for prioritisation and workflow management; wider extension of delegations; and increasing use of electronic applications.

f) Work has begun with the Ministry of Business, Innovation and Employment (MBIE) regional Building Performance team. This has given DCC access to the work underway by other regional building clusters including customer service benchmarks. MBIE have also offered free analytical support to undertake a benchmarking exercise.

Information Provision and Education

14 Building Services provides several ways for the public to interact to access information and services – phone, email, website and the Civic Centre Plaza walk-in area. In addition Building Inspectors are out and about the city and are often approached for information and assistance.

15 The Council website provides comprehensive information about matters related to Building Services across Council. Further value is added by the use of hyperlinks to assist the public to access other Agencies who provide building related information and/or services; e.g. BRANZ and MBIE.

16 Staff also email links to answer enquiries where previously printed material would have been posted. All of this supports the goal of sharing knowledge and information without the need for paper documents or unnecessary travel to the greatest extent possible.

17 However there is an understanding that not all of the Dunedin Community has access to a computer or the internet, and key information is also available in hard copy at the Plaza Customer Service Centre, along with personal assistance from specialist building staff where required. On request this information is posted out to customers thus saving them a trip into the city.

18 Encouraging efficient use of energy particularly via insulation for the building envelope and hot water storage. A recently appointed Eco Design advisor is located within The Customers Services Agency, it is expected that the Building Services Unit will work closely with this person in offering advice to customers on building and sustainability matters.

Accessibility

19 Service is provided during normal business hours however there is provision for staff to be called out if necessary.

20 The nature of this activity means that many of the team are frequently out of the office, accordingly, Building Services has a close working relationship with CSA to handle the large volume of enquiries/requests and transactions involved.

21 Building Control Officers often perform a supportive and educational role as they interact with the community in the course of their duty. A key part of this role is to provide advice and support in order to increase safe practices and compliance with building related legislation. They regularly pass on requests and information from the public and thus save that person a visit to our counter or the need to contact Council directly.

Preparing for the future/other ideas

22 Building Services will continue to monitor the level of staffing, processes used and advancing technology to meet the changing needs of local communities.

23 The impact of technology on sustainability has much relevance for Building Services when the points listed below are considered:

· A significant reduction in paper usage has been achieved by storing and retrieving building related information from the in-house intranet and Council’s website. The increasing trend of submitting building consent applications on line is also a major contributor to saving paper and associated consumables. Currently approximately 30% of all building consent applications are on line. It is hope that with additional advertising and communication with the industry that this percentage can be increased to the point that all applications will be electronic.

· Currently many Building Services transactions involve the mailing out of letters, renewal certificates etc. There is potential to save a lot of paper and the associated printing consumables, this possibility is currently being investigated

· A better customer experience—particularly for disabled people who currently have to physically visit the Civic Centre to complete some Building Services related transactions

· In 2015, 2^nd generation mobile devices to process site inspections were implemented. This has saved a lot of paper and time due to the efficiencies of working “live”. Previously data was entered manually by an administration team member the next day.

· Currently site inspection findings are printed and handed to the contractor / customer. This 2^nd generation system has the ability to use email instead of hardcopy which will not only save a large amount of printer consumables but provide a much more secure system as it is unlikely that the contractor will lose the email.

· Ensuring resilience of buildings for issues such as seismic resistance, structural integrity and weather tightness by ensuring that they are built appropriately for the locations in which they are constructed. This is achieved this through mechanisms like minimum floor levels; seismic zones and wind zones and ensuring that products, materials and work practices achieve appropriate levels of durability as specified by the New Zealand Building Code.

Minimisation of waste is one of the areas of the Building Act where additional work is required to encourage recycling and limit waste generation. Christchurch City and some other cities require developers to recycle waste as a condition of consent; this is currently not considered feasible in Dunedin because of relatively small volumes and lack of recipients for many recycled materials. Consideration is being given to including an advisory note with consents encouraging applicants to recycle as much as possible, particularly steel, cardboard and some other materials for which there are established markets.

Lower level wellbeing and resource use steps

24 There are a number of practical day to day steps applied in Building Services, these include:

· Promoting healthy diets & removal of snack vending machine.

· Social exercise and activities for staff.

· Focus on waste minimisation and recycling.

OPTIONS

25 Not applicable.

NEXT STEPS

26 Building Services is currently undergoing structural changes including reviewing processes and implementing changes to improve service delivery. This approach will continue and sustainability requirements will continue to be part of those assessments.

Signatories

Author:

Neil McLeod - Building Services Manager

Authoriser:

Adrian Blair - Group Manager Customer and Regulatory Services

Simon Pickford - General Manager Services and Development

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report provides information that relates to providing a public service which is considered good-quality and cost-effective through the range of sustainable approaches outlined

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☒	☐	☐
Environment Strategy	☒	☐	☐
Arts and Culture Strategy	☐	☐	☒
3 Waters Strategy	☐	☐	☒
Spatial Plan	☐	☐	☒
Integrated Transport Strategy	☐	☐	☒
Parks and Recreation Strategy	☐	☐	☒
Other strategic projects/policies/plans	☐	☐	☒

The Building Services Activity supports delivery of many elements of the strategic framework

Māori Impact Statement

There are no known impacts for tangata whenua

Sustainability

This report outlines and discusses the activities in place to promote Building Services sustainability across Council.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications.

Financial considerations

Not applicable – reporting only.

Significance

Not applicable – reporting only.

Engagement – external

There has been no external engagement in preparation of this report.

Engagement - internal

Discussions were held with other activities to seek feedback on how Building Services deliver of sustainable processes in support of their activities.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no conflicts of interest

Community Boards

Not applicable – reporting only.

Sustainability Audit Subcommittee

15 August 2016

Sustainability within Regulatory Services

Department: Customer and Regulatory Services

EXECUTIVE SUMMARY

1 This report details the implementation of the sustainability framework and sustainability practices within the Regulatory Services (Environmental Health, Alcohol Licensing, Animal and Parking Services) activity of the Dunedin City Council. Building Services is covered in a separate report.

RECOMMENDATIONS

That the Subcommittee:

a) Notes the Regulatory Services Sustainability Report.

BACKGROUND

2 The Sustainability Audit Subcommittee (SASC) is working to assess the Council's progress toward embedding sustainability into the day-to-day activities of Council.

3 The reasons for embedding sustainability are articulated in both sections 10 and 14 of the Local Government Act 2002 and the Council has further recognised sustainability as a key principle that underpins its strategic framework.

4 Parking Services is responsible for promoting desired parking behaviour to enable all road users the opportunity to access the available parking spaces, through the enforcement of parking regulations.

5 Alcohol Licensing is responsible for carrying out activities consistent with the purpose of the Sale and Supply of Alcohol Act 2012 to establish a reasonable system that will see the sale, supply and consumption of alcohol undertaken safely and responsibly. It also aims to minimise the harm caused by excessive or inappropriate consumption of alcohol. These activities include working with other regulatory bodies such as the Police and the Public Health Service, and monitoring licensees’ compliance with the conditions of their liquor licence and the requirements of the Act.

6 Under the Sale and Supply of Alcohol Act 2012 Council must appoint a District Licensing Committee (DLC) responsible for considering applications and issuing licences for the sale and supply of alcohol to the public. The DLC issues licences for the sale and supply of alcohol to the public and certifies Managers who are in control of those premises.

7 Environmental Health provides the regulatory and enforcement process to action complaints and complete health licensing and inspection services, conduct noise surveys in conjunction with the District Plan, review resource and building consent applications for the assessment of health issues and monitor for compliance.

8 Environmental Health contracts three activities, noise monitoring, the enforcement of the skateboard, and mobile trading bylaws, out to the private sector.

9 Animal Services provides the regulatory and enforcement process to ensure that all animal complaints are addressed, dog registrations and permit applications are undertaken, in order to minimise nuisance and the risk of dogs to the people of Dunedin. Key functions of the service include stock control on state highways, a comprehensive education programme targeting responsible dog ownership, administering Council’s neutering policy and the contract for the dog pound.

10 Regulatory Services supports the LGA principles of sustainability in relation to the social, economic and cultural interests of the community.

11 This report details some of the key activities whereby Regulatory Services support the delivery of sustainable services.

DISCUSSION

12 Regulatory Services provides various channels for the public to interact with Council – phone, email, social media and the Civic Centre Plaza walk-in area. In addition staff are out and about the city and are often approached for information and assistance.

13 Regulatory Services is currently in a phase of structural change and this will include a review of technologies used. In line with other departments, the objectives from adopting new technologies will be to reduce paper usage, travel time and enable staff to work “live” when out in the community as much as possible. The efficiency gains will lead to improved service delivery.

Accessibility

14 Regulatory Services provides a service during normal business hours with the following additions:

· Afterhours monitoring of the performance of licensed premises/licensees and managers.

· A six day parking service between the hours of 7.00am and 6.00pm Monday to Friday and 10.00am to 4.00pm on a Saturday.

· An afterhours noise control service and an on-call officer for public health emergencies.

· A seven-day a week animal service is in place with the extension of operating hours during the summer months.

15 The nature of each activity means that the teams are frequently out of the office, accordingly, they have a close working relationship with the Customer Service Agency (CSA) to handle the range of enquiries/requests and transactions involved.

16 Regulatory Services staff often perform a supportive and educational role as they interact with the community in the course of their duty. A key part of this role is to provide education and support in order to reduce the harm from alcohol, maintain safe food handling practices and increase responsible dog ownership and parking behaviour. They regularly pass on requests and information from the public and thus save that person a visit to our public counter or the need to contact Council directly.

Information sharing

17 Regulatory Services provides comprehensive information about all relevant services. As much as possible information is shared electronically with the aim of reducing printed material. Paper recycling is also part of the operation. The CSA performs several functions for Regulatory Services and collectively the reduction in paper use (eg; emails instead of letters) has been significant.

18 Parking Services is increasingly moving to new technologies to assist the public quickly and efficiently. Within the next few months infringement notice data in Dunedin will be transmitted in real time as notices are issued.

Adaptability

19 Regulatory Services is currently undergoing structural changes and with the recent review and rewrite of laws and bylaws pertaining to these activities has been assessing the operation to ensure that service delivery meets the various stakeholder expectations.

20 Some examples of adaptability within Regulatory Services are:

· The recent development of an interactive map as part of the new Dog Control Bylaw 2016 that enables dog owners guidance as to where the bylaw apples across the city.

· Parking Services working closely with Transportation and external agencies to assist in the implementation of projects such as electric cars and bicycles, cycle lane considerations, technology to achieve a paperless parking regime and initiatives to reduce traffic congestion and emissions.

Preparing for the future/other ideas

21 Regulatory Services will continue to monitor the level of staffing, processes used and advancing technology to meet the changing needs of local communities.

22 In the area of Parking Services there is also potential to reduce vehicle use, travel time and technician time by investing in suitable equipment. One example would be sensor parking that can transmit details of when a vehicle has occupied a space and when the period of paid parking has expired or conversely the location of available parking spaces.

23 The impact of technology on sustainability has significant relevance for Regulatory Services particularly for the points listed below:

· A significant reduction in paper usage when the technology can provide for this. Currently many Regulatory Services involve the mailing out of letters, renewal certificates etc. While some printing cannot be avoided, there is potential to save a lot of paper (and the associated printing consumables).

· A better customer experience—particularly for disabled people who currently have to physically visit the Civic Centre to complete many of the Regulatory Services related transactions

· The introduction of mobile devices will see a reduction in staff time being spent gathering printed information, enabling them to access information in the field rather than returning to the office and with fewer staff commuting to one single place of work the overall carbon footprint of Regulatory Services can be lowered significantly.

Lower level wellbeing and resource use steps

24 There are a number of practical day to day steps applied in Regulatory Services, these include:

· Promoting healthy diets and not providing snack boxes in the office.

· Social exercise and activities for staff

· Focus on waste minimisation and recycling.

OPTIONS

25 Not applicable.

NEXT STEPS

26 As Regulatory Services reviews its processes, policies and bylaw it is continuously making changes to improve service delivery. This approach will continue and sustainability requirements will continue to be part of those assessments.

27 The process to implement new technologies (mobile devices) which will lead to improvements in service will continue and sustainability requirements will be part of this development.

Signatories

Author:

Ros MacGill - Manager Compliance Solutions

Authoriser:

Adrian Blair - Group Manager Customer and Regulatory Services

Nicola Pinfold - Group Manager Community and Planning

Simon Pickford - General Manager Community Services

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report relates to providing a regulatory function and it is considered good-quality and cost-effective.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☒	☐	☐
Environment Strategy	☒	☐	☐
Arts and Culture Strategy	☐	☐	☒
3 Waters Strategy	☐	☐	☒
Spatial Plan	☐	☐	☒
Integrated Transport Strategy	☒	☐	☐
Parks and Recreation Strategy	☒	☐	☐
Other strategic projects/policies/plans	☒	☐	☐

The Regulatory Services Activity supports delivery of many elements of the strategic framework.

Māori Impact Statement

There are no known impacts for tangata whenua

Sustainability

This report outlines and discusses the activities in place to promote sustainable practices within the delivery of Regulatory Services across Council.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications.

Financial considerations

Not applicable – reporting only.

Significance

Not applicable – reporting only.

Engagement – external

There has been no external engagement in preparation of this report.

Engagement - internal

Discussions were held with other activities within Customer and Regulatory Services to seek feedback on how Regulatory Services deliver sustainable processes in support of their activities.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There is no known conflict of interest.

Community Boards

Not applicable – reporting only.

Sustainability Audit Subcommittee

15 August 2016

Copy of Council Report on DCC Emissions measurement, management and reduction - For Information Only

Department: Community and Planning

EXECUTIVE SUMMARY

1 At its meeting on 16 April 2015, the Sustainability Audit Subcommittee resolved (The Mayor/Ferguson):

"That the Subcommittee requests:

1. Regular reporting against EMRP targets and actions to Council."

2 This report provides an overview of, and attaches further detail on:

a) the Dunedin City Council’s (DCC) 2014/15 Greenhouse Gas Emissions Inventory report; and,

b) a progress update on all actions in the current Emissions Management and Reduction Plan 2015-2017 inclusive.

RECOMMENDATIONS -

That the Committee:

a) Notes this report.

BACKGROUND

3 The Certified Emissions Management and Reduction Scheme (CEMARS) is an emission measurement and management scheme run by Enviro-Mark, a subsidiary of Crown Research Institute Landcare Research. The programme provides a robust, internationally-certified method to measure, manage and reduce organisational emissions.

4 The DCC first measured its operational emissions through the CEMARS scheme in 2010. The emissions inventory was verified, but no emissions reduction plan was put in place and participation in the scheme lapsed.

5 In 2014, staff restarted this work. DCC emissions for 2013/14 were measured and an Emissions Management and Reduction Plan (EMRP) was developed. The 2013/14 inventory was established as the base year, and the first DCC EMRP (for the period 2015-17 inclusive) was approved by the Executive Leadership Team in early 2015.

6 The DCC was the second local council in New Zealand to become certified through CEMARS.

7 To comply with CEMARS membership and certification, the DCC must produce an emissions inventory every year and an updated EMRP every three years.

DISCUSSION

2014/15 Greenhouse Gas Inventory

8 To measure the DCC’s operational emissions for 2014/15 (full report Attachment A), data was collected from activities across the organisation, including: Fleet Operations, Finance, Parks and Recreation, Transport and Water and Waste. The resulting emissions inventory for 2014/15 has been audited and verified by Enviro-Mark as totalling 29,446 tCO2e – the equivalent of 240 kgCO2e per resident and 530 kgCO2e per rateable property. The largest emission sources were:

a) Landfilled waste: 21,091 tCO2e (72% of the DCC’s emissions)

b) Electricity: 5,065 tCO2e (17%)

c) LPG: 1,947 tCO2e (7%).

It is important to note that landfill emissions calculated through CEMARS are based on the Ministry for the Environment Guidance for Voluntary Greenhouse Gas Reporting (2014), which take into account known waste composition and default factors for landfill gas recovery systems. This is different to the emissions reported under the Emissions Trading Scheme which are based on a Unique Emissions Factor that takes into account known waste composition but not landfill gas recovery.

9 The total gross emissions for 2014/15 was 651.24 tCO2e or 2.8% higher than the previous year. However when comparing the increase in emissions to the increase in DCC activities (million dollar per revenue, increased by 5.2%), our 'emissions intensity' has decreased by 0.4%.

10 The differences seen in scope 1 (emissions from sources that are owned or controlled by the DCC) and 2 emissions (emissions from the generation of purchased electricity, heat and steam consumed by the DCC) between the 2013/14 and 2014/15 inventories are relatively low (2.8% and 8.5% respectively). The largest difference was seen in scope 3 (emissions that occur as a consequence of activities of the DCC that occurred from sources not owned or controlled by the DCC) emissions, which were 289.35 tCO2e or 272% higher than the previous year. Scope 3 emission sources consisted of air travel (both domestic and international), taxi use and waste landfilled from the Civic Centre. The large increase in these emissions is likely due to improvement in data quality, as the introduction of the Air NZ booking portal captured additional air travel data that was unquantifiable prior to 1 July 2014.

Emissions Reduction and Management Plan

11 Progress updates have been provided for each of the actions in the current EMRP (see Attachment B). The EMRP will be updated in 2017/18 to comply with CEMARS.

OPTIONS

12 There are no options as this report is for noting.

NEXT STEPS

13 The 2015/16 GHG emissions inventory will be compiled this year for audit and, when verified through audit, will be provided to the Council.

Signatories

Author:

Jessie Wu - Policy Advisor

Authoriser:

Maria Ioannou - Corporate Policy Manager

Nicola Pinfold - Group Manager Community and Planning

Simon Pickford - General Manager Community Services

Attachments

	Title	Page
a	2014/15 Greenhouse Gas Emissions Inventory Report	27
b	EMRP progress update June 2016	48

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report relates to providing infrastructure and public services and it is considered good-quality and cost-effective.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☒	☐	☐
Environment Strategy	☒	☐	☐
Arts and Culture Strategy	☐	☐	☒
3 Waters Strategy	☒	☐	☐
Spatial Plan	☒	☐	☐
Integrated Transport Strategy	☒	☐	☐
Parks and Recreation Strategy	☒	☐	☐
Other strategic projects/policies/plans	☒	☐	☐

The EMRP actions contribute to: the development of a low-carbon economy (Economic Development Strategy); waste minimisation goals as set out in the Waste Management and Minimisation Plan; transport resilience (Integrated Transport Strategy); heritage-re-use (Spatial Plan); and aligns with other Council directives including Invest to Save and energy management.

Māori Impact Statement

No known impacts for tangata whenua.

Sustainability

Managing and reducing operational greenhouse gas emissions will achieve sustainability goals by reducing costs and reducing the DCC’s contribution to climate change, which has local impacts.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

If investigatory actions of the EMRP result in viable business cases for investments, these will go to the Executive Leadership Team and the Council for funding.

Financial considerations

The financial implications are complex as some actions will result in substantial cost savings but will also require upfront capital outlay. The cost for CEMARS certification has been funded to date from the Climate Change and Sustainability budget but staff intend to apply to the Council for a separate budget for this work through the 2017/18 Annual Plan process as the call on the Climate Change budget for adaptation work is significant.

Significance

This report has been assessed to be of low significance.

Engagement – external

No external engagement has been carried out to date.

Engagement - internal

Relevant staff in Property, Parks and Recreation, Water and Waste, Fleet Operations and Transport provided input into the EMRP actions update.

Risks: Legal / Health and Safety etc.

No known risks.

Conflict of Interest

No known conflict of interest.

Community Boards

No known implications for Community Boards.

Sustainability Audit Subcommittee

15 August 2016

EMISSIONS MANAGEMENT AND REDUCTION ACTIONS

Actions as listed in the Emissions Management and Reduction Plan (EMRP) with an indication of the possible emission reductions and current budget/progress.

No.	Emissions Source	Action	Lead Group/Department	Completion date	Possible Emission reduction	Progress update 2016
1	All	Seek funding from Council to extend the ‘Invest to Save’ budget to 2016/17 and 2017/18 and extend focus from energy efficiency to include emission reduction projects.	Corporate Policy	2016/17	No direct reductions	‘Invest to Save’ funding continues to be available. DCC energy management portfolio transferred to Property at the beginning of 2016 and work is progressing on energy efficiency projects across DCC with consultants Smart Power. Funding candidates include Moana Pool and Tahuna Wastewater Treatment Plant. A report setting out options for significant ITS investment will be prepared for the January Annual Plan meetings.
2	All	Develop and implement a Procurement Policy that considers upfront and lifetime energy and emissions in significant procurement - including (as per WMMP) supporting resource efficiency and waste minimisation.	Corporate Policy	2014/15	No direct reductions	The DCC Procurement Policy has now been finalised and took effect from 14 December 2015. Section 5.3 of the policy states: 'Goods and services will be sustainably produced wherever possible, having regard to economic, environmental and social impacts over their life cycle.'
3	All	Consider strategic options for emissions reduction during development of the City's Environment Strategy.	Corporate Policy	2015/16	No direct reductions	The Council committed to participate in the Compact of Mayors at the end of 2015 and is working towards compliance. This has been further endorsed as an action of the Environment Strategy.
4	All	Consider strategic options for emissions sequestration within parks, particularly where other strategic goals (e.g. improving biodiversity or recreation) can be advanced.	Parks and Recreation	2015/16	No direct reductions	Changes to the NZ ETS, announced as part of central Government’s Budget 2016/17, have affected how feasible this may be and PARS are set to explore this over the next year.
5	All	Consider and prioritise energy-efficient and low-emission options when renewing or planning new infrastructure and facilities, including a Mosgiel Aquatic Facility, South Dunedin Community Complex and (as per 3 Waters Strategy) water infrastructure.	Relevant departments	Ongoing	Unknown	The Executive Leadership team is aware of this ambition and will progress as new projects come forward.
6	Construction (discrete, one-off projects)	As per Spatial Plan, minimise construction/demolition waste by establishing community facilities within heritage buildings wherever practicable (e.g South Dunedin Community Complex).	Relevant departments	Ongoing	Unknown	As above.
7	Electricity	Complete energy efficient lighting upgrade in City Library.	City Property	2014/15	Est. 54 tCO₂e / year	Work in the Library has been completed and emissions reductions verified by contractors and EECA.
8	Electricity	Upgrade efficiency of lighting system in the Civic Centre.	City Property	2015	Est. 30 tCO₂e / year	Project held over now incorporated in Property's Deferred Maintenance and Upgrading Services Infrastructure project commencing December 2016. Lighting will be addressed over the next 3 years on a floor by floor basis.
9	Electricity	Develop and implement an Energy Management Policy.	Property (previously Corporate Policy, portfolio transferred in 2016)	2015	Targets for energy-related emissions not yet set. 4,524 tCO₂e emissions from electricity and 1,870 tCO₂e from LPG in 2013/14.	The preparation of an Energy Management Plan across DCC operations commenced May 2016, with a 50% subsidy by EECA. Plan will be completed by 31 August 2016 and will cover: electricity and gas supply; major plant and mechanical projects at pools, WWS pumping systems; street lighting; and property facilities management (including and upgrades to lighting and plant and mechanical services). Detail and emissions quantities unknown as yet.
10	Electricity	Undertake energy audits of key sites beginning with Water and Waste Services sites including Tahuna Wastewater Treatment Plant.	Water & Waste Services and Corporate Policy	Commencing in 2015 for key WWS sites before extending to other groups.	1,923 tCO₂e emissions from Water Services’ energy use in 2013/14. Not possible to quantify potential reduction until investigations undertaken	Audit in the final stages of planning. See number 1 above.
11	Electricity	Replace existing street-lighting with an energy-efficient LED system.	Transportation	2017/18	Est. 209 tCO₂e / year	Options analysis is underway. A demonstration site for staff and Councilors has been installed at Lynn Street. Staff have met with the Dark Skies Advisory Panel and the Disability Issues Advisory Group to discuss the project. Recommendations have been received from the Dark Skies Advisory Panel.
12	Electricity	Build partnerships and share information with major energy-users via Dunedin Energy Accord.	Corporate Policy	Finalise accord via Energy Plan in 2015.	No direct reductions	Energy Plan coordinator appointed.
13	Fertiliser	Investigate alternative options to fertiliser use.	Parks, Recreation and Aquatics and Corporate Policy	2016/17	53 tCO₂e emissions from fertiliser in 2013/14. Not possible to quantify potential reduction until investigations undertaken.	This work has not yet been progressed but will be beginning in 2016/17.
14	Fuel	As per Integrated Transportation Strategy, implement projects to improve resilience of transport and travel activities, including travel planning and investigating ways of maximising the fuel efficiency (and low-carbon options) of the DCC vehicle fleet.	Fleet Operations/ Finance/ Transportation	2015/16	652 tCO₂e from staff vehicle use in 2013/14. Not possible to quantify potential reduction until investigations undertaken.	Cycleways being constructed or developed: part of South Dunedin Cycle Network, Peninsula, SH88, Central City including SH1, Maia – Port Chalmers. Planning starting for Central City which will include pedestrian improvements. Bus services are being supported. Cycle skills training delivered in schools. DCC electric vehicle procurement approved by the Council, although the environmental impact of this decision is currently unknown.
15	LPG	Complete feasibility study into woodchip boiler conversion at Moana Pool.	Parks, Recreation and Aquatics	2015/16	963 tCO₂e emitted from LPG at Moana Pool in 2013/14. Not possible to quantify potential reduction until investigations undertaken.	On hold.
16	Waste to landfill (City)	As per WMMP, divert waste from landfill by extending the area for the kerbside recycling collection service, including into the CBD and South Dunedin retail area.	Water & Waste Services	Staged from 2015/16	Minimal reduction in first stage	New properties are continually being added to DCC kerbside recycling collection area. There are currently 48,822 properties receiving the service with further extensions planned for the CBD, North Dunedin area and Station Apartments following the consultation with property owners and tenants.
17	Waste to landfill (City)	As per WMMP, monitor the demand for, and benefits of providing a kerbside collection service for organic waste.	Water & Waste Services	Ongoing	Not possible to quantify at this stage	Planning another Solid Waste Analysis Protocol (SWAP) audit of the Green Island landfill tip face for late 2016/early 2017. Keeping informed about waste industry development via the Waste Institute of New Zealand (WasteMINZ).
18	Waste to landfill (City)	As per WMMP, continue to develop resource recovery centres to help reduce waste to landfill.	Water & Waste Services	Ongoing	Not possible to quantify at this stage	Engaging a consultant to prepare a concept design for Waikouaiti Transfer Station and Resource Recovery Centre for further discussion with the Waikouaiti Community Board and members of the community.
19	Waste to landfill (City)	Close Waikouaiti landfill (no LFGR) and landfill waste at Green Island Landfill (LFGR).	Water & Waste Services	2016	65 tCO₂e / year.	All waste collected at Waikouaiti is now being transported to Green Island landfill for disposal. Landfill charges will reflect the cost of New Zealand Emission Unit from 1 July.
20	Waste to landfill (City)	Consider management of landfill gas when investigating and designing landfill options in readiness for the closure of Dunedin landfills.	Water & Waste Services	Ongoing prior to expiration of Green Island Landfill resource consent in 2023.	Not possible to quantify until design option stage	Investigations into applying for a Unique Emission Factor for the beneficial use of landfill gas are underway. An independent consultancy review of the Green Island gas field has identified areas for improvement that would increase the efficiency of the landfill gas field and increase gas supply to the Waste Water Treatment Plant.
21	Waste to landfill (City)	As per WMMP, use economic drivers (i.e. landfill gate charges) to minimise waste to landfill.	Water & Waste Services	Ongoing	Unknown	From 1 July 2016 categories of waste that contribute to landfill emissions will reflect the cost associated with the ETS charges. Inert materials such as clay cover and cleanfill are exempt.
22	Waste to landfill (City)	As per WMMP, encourage members of the community to practice waste minimisation through support for Enviroschools, Sustainable Living courses and other community-based initiatives.	Water & Waste Services	Ongoing	Unknown	Waste minimisation performance measures are being developed for all education programmes supported by Solid Waste. A new behavior change programme that aims to reduce the amount of food waste going to landfill, called Love Food Hate Waste officially launches on 1 June.
23	Waste to landfill (City)	As per WMMP, investigate and develop and/or deliver a 'cleaner production programme' to help businesses improve their organisational resource efficiency.	Water & Waste Services	2016-2018	Unknown	Solid Waste are in further discussion with Foodshare on a partnership agreement that would see DCC put its support behind food rescue services. The initial promotion will target food providers in the CBD in support waste minimisation and DCC recycling services in the CBD.
24	Waste to landfill (Corporate)	Investigate an all-of-Council waste management contract which allows data collection and more effective management of the corporate waste stream.	Water & Waste Services	2015	Not possible to quantify until corporate waste stream better understood	Limited progress to date.
25	Waste to landfill (Corporate)	Reduce corporate waste to landfill by completing roll out of diversion infrastructure (recycling bins, bokashi buckets etc) and provide waste minimisation education to staff.	Water & Waste Services	2016	Not possible to quantify until corporate waste stream better understood	Solid Waste staff continue to promote recycling practice whilst at work.

Sustainability Audit Subcommittee

15 August 2016

Sustainability Audit Subcommittee review - survey results

Department: Community and Planning

EXECUTIVE SUMMARY

1 This report provides the Sustainability Audit Subcommittee (SASC) with the results of two surveys reviewing SASC: one of Dunedin City Council (DCC) staff who have interacted with SASC; and, one of the members of the Sub Committee.

2 The survey is intended to inform the subcommittee’s end of term review discussion regarding how successful the subcommittee has been in achieving its purpose and the extent to which sustainability is embedded into Council activities and processes.

RECOMMENDATIONS

That the Committee:

a) Notes the survey results (to be circulated on Friday 12 August)

b) Considers the results as part of its end of term review discussion.

BACKGROUND

3 SASC was set up at the beginning of the 2013-16 Triennium with two areas of responsibility:

a) Sustainability monitoring and reporting to ensure Local Government Act requirements and alignment with Council’s strategies and sustainability framework; and,

b) Resilience planning.

4 As the end of the triennium is approaching, the Subcommittee resolved to review their activities using information gathered in two surveys: one of DCC staff that have interacted with SASC (see Attachment A for the survey); and, one of the SASC members themselves (see Attachment B for the survey).

5 The following staff were surveyed: General Manager Community Services (formerly General Manager Services and Development), General Manager Strategy and Governance (formerly General Manager Corporate Services), Group Manager Organisation Development and Performance, Director Enterprise Dunedin, Group Manager Community and Planning, Group Manager Arts and Culture, Group Manager Customer and Regulatory, Policy Manager, Economic Development Programme Manager, Digital Services Manager, and the Governance Support Officer to the Subcommittee.

6 All members of SASC were surveyed.

7 The survey ran from Tuesday 2 August to Thursday 11 August.

DISCUSSION

8 The results will be circulated on Friday 12 August in advance of the final SASC meeting.

OPTIONS9 There are no options for this report.

NEXT STEPS

10 The Subcommittee’s recommendations will feed into the committee structure review as part of the start of the new triennium.

Signatories

Author:

Maria Ioannou - Corporate Policy Manager

Authoriser:

Nicola Pinfold - Group Manager Community and Planning

Sandy Graham - General Manager Strategy and Governance

Attachments

	Title	Page
a	DCC staff survey on SASC	61
b	SASC members survey on SASC	62

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report enables democratic local decision making and action by, and on behalf of communities. This report also relates to providing a public service and it is considered good-quality and cost-effective.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☒	☐	☐
Environment Strategy	☒	☐	☐
Arts and Culture Strategy	☒	☐	☐
3 Waters Strategy	☒	☐	☐
Spatial Plan	☒	☐	☐
Integrated Transport Strategy	☒	☐	☐
Parks and Recreation Strategy	☒	☐	☐
Other strategic projects/policies/plans	☒	☐	☐

The principle of sustainability underpins all of the key strategies which make up the Council’s strategic framework.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

This report is part of the process of assessing how effective the Council has been in embedding sustainability into its processes and decision making.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no direct implications of this feedback report for the Long Term Plan, Financial or Infrastructure strategies.

Financial considerations

There are no financial implications of this report. It is noted that one of the members of the sub-committee is from outside the city which results in travel costs, met from the Civic budget.

Significance

This feedback report is assessed as being of low significance in terms of Council’s Significance and Engagement Policy.

Engagement – external

There has been no external engagement on this report, apart from the independent subcommittee members being surveyed.

Engagement - internal

The staff who were surveyed are listed in paragraph 5.

Risks: Legal / Health and Safety etc.

There are no known risks associated with this feedback report.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no implications for Community Boards arising from this feedback report.

Sustainability Audit Subcommittee

15 August 2016

Progress update on Subcommittee resolutions

Department: Community and Planning

EXECUTIVE SUMMARY

1 This report provides an update on action taken in response to resolutions passed by the Sustainability Audit Subcommittee.

RECOMMENDATIONS

That the Committee:

a) Notes the report and action taken in response to resolutions.

BACKGROUND

2 At its penultimate meeting for the triennium the Subcommittee requested a report back on any outstanding actions from their previous meetings.

DISCUSSION

3 The subcommittee’s resolutions and a staff commentary on the action taken is provided in Attachment 1.

4 All of the actions have been completed, with the exception of the report back on models for tracking progress on achieving sustainability which will be provided for consideration as part of the Long Term Plan process.

OPTIONS

5 No options.

NEXT STEPS

6 There will be a report back to Sustainability Audit Sub Committee next triennium as part of the Long Term Plan process.

Signatories

Author:	Nicola Pinfold - Group Manager Community and Planning
Authoriser:	Sandy Graham - General Manager Strategy and Governance

Attachments

	Title	Page
a	Resolutions Passed by the Sustainability Audit Subcommittee 2015/16	68

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report enables democratic local decision making and action by, and on behalf of communities, and relates to providing local infrastructure and it is considered good-quality and cost-effective.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☒	☐	☐
Environment Strategy	☒	☐	☐
Arts and Culture Strategy	☒	☐	☐
3 Waters Strategy	☒	☐	☐
Spatial Plan	☒	☐	☐
Integrated Transport Strategy	☒	☐	☐
Parks and Recreation Strategy	☒	☐	☐
Other strategic projects/policies/plans	☒	☐	☐

The actions which are the subject of this report contribute to strategic objectives set out in all of the strategies which comprise the Council’s strategic framework.

Māori Impact Statement

There are no known impacts for tangata whenua although the sustainability principle has strong alignment with the maori concepts ‘mauri’, (Core Essence and Life Force), ‘whanaungatanga’ (Participation and Membership) and ‘Whakapapa’ (Relationships and Connections).

Sustainability

Sustainability is the focus of this report.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

This update report has no direct impact on the Long Term Plan, financial strategy or Infrastructure strategy. The outstanding action on sustainability indicators is integral to the Long Term Plan and is to be progressed as part of the Long Term Plan process.

Financial considerations

This update report has no direct impact on the Long Term Plan or financial strategy.

Significance

This update report is assessed as being of low significance in terms of Council’s Significance and Engagement policy.

Engagement – external

There has been no external engagement on this report.

Engagement - internal

There has been engagement with a range of departments and with the senior leadership team as part of progressing the resolutions of the subcommittee.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

This update report has no specific implications for Community Boards.

	Title	Page
A	Minutes of Sustainability Audit Subcommittee meeting held on 11 July 2016	7