Agenda of Council - 19 September 2016

Council

19 September 2016

Reports

South Dunedin Community Hub

Department: Services and Development

EXECUTIVE SUMMARY

1 The purpose of this report is to provide Council with the analysis of potential South Dunedin Community Hub locations and a recommendation on where the South Dunedin Community Hub should be located.

2 The report also provides Council with a summary of community feedback on the proposal for a South Dunedin Community Hub and locations that were considered.

RECOMMENDATIONS

That the Council:

a) Approves the preferred concept to develop a combined three site community hub which links 168 King Edward Street (the former BNZ), Rankeilor St car park and the Gasworks at 20 Braemar Street.

b) Authorises Property to confirm and test the location, service and facility options and to negotiate with property owners and tenants on a final location on King Edward Street.

c) Notes that a report will be provided on the outcome of the negotiations in time for consideration as part of the 2017/18 Annual Plan process.

BACKGROUND

3 A total of seven sites in South Dunedin were investigated and assessed against a range of criteria to identify preferred site/s for the South Dunedin Community Hub.

4 The preferred concept is to develop a combined three site community hub which links 168 King Edward Street (the former BNZ), Rankeilor St car park and the Gasworks at 20 Braemar Street. It is envisaged the library, service centre, meeting areas, community hot desk and public toilets are located on the King Edward Street site and additional community facilities are provided at the Gasworks Museum.

5 Community consultation on the proposal for a South Dunedin Community Hub (previously referred to as the South Dunedin Community Complex) has been more recently undertaken in a variety of formats over the year including at the South Dunedin Community Festival in 2014 and via the LTP and Annual Plan processes.

6 The community was invited to participate in an Open Day held at the Gasworks Museum on 20 August 2016, to receive information on the locations investigated and to provide feedback. The report includes a summary of feedback received on the Open Day and up to 29 August 2016.

7 The Open Day included two presentations and the opportunity for the community to obtain further information and provide feedback on the options considered. Feedback boxes and information panels were made available in the community for the week following the Open Day, with community feedback received up to 29 August 2016.

DISCUSSION

Site Assessment

8 The report from Athfield Architects and WT Partners contains an analysis of seven sites and is included as Attachment A.

9 Athfield Architects and WT Partners were engaged to investigate and assess potential locations for the proposed South Dunedin Community Hub.

10 A total of seven sites were analysed and included the following sites which had been suggested from earlier proposals and relevant Council owned property in South Dunedin. These sites were:

· Caledonian Building, The Gasworks, Rankeilor Street car park, South City Mall and 138 King Edward Street - formerly Wolfenden and Russell.

11 In visiting the area two other sites were identified:

· 168 King Edward Street – formerly BNZ and 180-190 King Edward Street – PACT.

12 The site assessment includes the community preference for a re-use development rather than the construction of a new stand-along building (with or without a retained street façade).

13 The seven sites were assessed on the following qualitative criteria:

· The architectural appropriateness of the building for the use as a civic institution and is there a heritage re-use and/or legacy opportunity.

· The sites fitness for 21st Century hub use and library brief. It also recognises the community priority of the library on a site in preference of other site uses.

· The ability to develop opportunities for partnerships with the South Dunedin Community. This considers formal co-location with other groups and informal use for groups to use the facilities.

· To provide a visible, accessible and identifiable community hub, with proximity to the South Dunedin town centre and to places of public congregation. Provide neighbourhood compatibility, connectivity and accessibility (pedestrian, school and community group, public transport, parking and site levels) with good levels of natural surveillance and safety.

· To provide onsite parking capacity and to be adjacent to public and street parking.

· Building Condition (including structure and ability to be re-used)

· Learning and Education opportunities including heritage education.

· Planning issues – the extent any Resource Consent process

· Cost – Capital

· Cost – Operation

Evaluation

14 No single site meets all the assessment criteria.

15 With the exception of the Rankeilor Street car park site all sites had buildings that could be developed into a viable community hub. The sites were differentiated on the opportunities and advantages they presented, as well as the anticipated cost of redevelopment.

16 For the King Edward Street component, two sites meet most of the assessment criteria.

a) Former BNZ site at 168 King Edward Street

b) PACT site at 180-190 King Edward Street.

17 The former BNZ site at 168 King Edward Street as the King Edward site is preferred over the 180-190 King Edward Street site because of its location beside the Lorne Street Plaza and its links to the Rankeilor St car park. This creates an important additional opportunity to optimise the community use of the plaza and for the community to interact with and around a civic building. The location also provides future opportunities for a hub that incorporates both indoor and outdoor activities that are clearly differentiated within the precinct.

18 In addition the BNZ site and Lorne St provide easy access to the Rankeilor St car park and this provides links to the Gasworks at 20 Braemar St.

19 Therefore the recommended option is to develop a community precinct over three sites, incorporating 168 King Edward Street (the former BNZ), through the Rankeilor St carpark to the Gasworks at 20 Braemar Street. The Rankeilor St site will remain a car park but provides expansion opportunities over time.

20 The library, service centre, meeting areas, community hot desk and public toilets are proposed to be located on King Edward Street with additional community facilities and spaces and the Gasworks Museum located at the Gasworks Site.

Feedback from Open Day and Community Consultation

21 Community feedback on the locations investigated for the South Dunedin Community Hub was invited at the Open Day held at the Gasworks Museum on 20 August 2016. Feedback boxes were available at Countdown supermarket, Pak’n’Save supermarket, the Council Customer Service Centre in the Civic Plaza, at the City Library and on both Bookbuses as well as the Dunedin City Council website up to 29 August 2016.

22 In summary, there was a total of 103 responses with the 77 responses at the Open Day on 20 August, and a further 26 responses received during the period following the Open Day and up to 29 August 2016.

23 Of the community feedback received at the Open Day, there was no feedback that opposed the establishment of the Community Hub or the location of the former BNZ as the proposed site for the library and some community facilities.

24 Of the 26 responses provided after the Open Day, 21 supported the preferred concept for the Community Hub and 5 responses did not support the proposal.

25 Key themes of the feedback received included:

· Accessibility of the Community Hub for people walking, travelling by bus, bicycle or mobility scooter, and motor vehicles must be considered, including concern with the availability of adequate parking.

· While the former BNZ site was preferred by most respondents due to its location and accessibility, other alternative sites were suggested by individual respondents including the former Wolfenden and Russell building, sites nearer to the Warehouse and Pak’n’Save, sites on Hillside Road and the suggestion to build the facility as a second story over the Rankeilor Street car park.

· Suggestions to include community social service office spaces within the Hub on the Community House model.

· The library component of the proposed Hub was considered to be a high priority.

· Some responses questioned the feasibility of the multi-site concept and the implications of access to both sites via Lorne Street.

· A number of responses emphasised the importance of engagement with all sectors of the community, including youth, the elderly, disabled, Maori, Pasifica, young families to ensure that the Hub met the needs of the diverse South Dunedin community.

· A number of responses emphasized the important role of the Hub to provide access to wifi, computers and the Internet, along with staff to train and assist the community in its use.

· There was some support for the PACT site as an alternative King Edward St location.

OPTIONS

Option One – Recommended Option – three site location – 168 King Edward St (former BNZ), Rankeilor St car park and the Gasworks

26 The recommended option is to progress investigations for a combined community precinct over three sites, incorporating 168 King Edward Street (the former BNZ), the Rankeilor St car park and the Gasworks at 20 Braemar Street. This recommendation is supported by the community feedback.

27 The three site location recommendation is based on the best opportunity for the South Dunedin Community precinct to:

Advantages

· Recognise and enhance the South Dunedin ‘high street’

· Connect King Edward Street to Gasworks Museum in a precinct which offers the ability to provide and differentiate activities and community spaces

· Improve the urban connections with the large format retailers and the small businesses that lie between. In particular it would allow the development of a visible path and via Lorne Street through the Rankeilor car park between the locations.

· Attract the large format retail customers into the community by developing the planned pedestrian links between the Gasworks and Countdown and via Lorne Street to King Edward Street

· Provide a quality outdoor space in the heart of South Dunedin

· Position a community facility to support and be supported by the communities existing activities

Disadvantages

· Potential for disconnection/fragmentation of services between the sites.

· The BNZ site is currently tenanted and any issues with these tenancies would need to be negotiated and resolved which may involve costs to Council.

Option Two – two site location: 180-190 King Edward St (PACT site) and the Gasworks

28 This option is to progress investigations for a combined community hub over two sites, incorporating 180-190 King Edward Street (PACT site) and the Gasworks at 20 Braemar Street. This option is not as strongly supported by the community feedback as option one. It is also not the approach recommended by the architects.

Advantages

· Recognise and enhance the South Dunedin ‘high street’

· Connect King Edward Street to Gasworks Museum

· Position a community facility to support and be supported by the communities existing activities

Disadvantages

· Potential for disconnection/fragmentation of services between the two sites.

· The site is currently tenanted and any issues with these tenancies would need to be negotiated and resolved which may involve costs to Council.

· Doesn’t easily provide for a connected precinct through lack of a visible pathway.

· Limited parking.

Option Three – Alternative Locations

29 Consider alternative locations in the wider South Dunedin area, such as McBride Street and Macandrew Road.

Advantages

· Potentially source a larger site to locate the hub onto one site.

Disadvantages

· Not take advantage of the opportunity to recognise and enhance the South Dunedin ‘high street’

· Potential to affect the economic viability of the South Dunedin ‘high street’ by removing activity and foot traffic

· Not as easily accessible for the community as not on a pedestrian route or on a bus hub route

Option Four – Status Quo

30 A status quo option has not been included for consideration as Council has confirmed its intention to establish a South Dunedin Community Hub through the 2015/16 to 2024/25 Long Term Plan.

NEXT STEPS

31 Subject to Council approval of the recommendations of this report, the anticipated next steps are:

October 2016 – June 2017

32 Staff will negotiate and confirm location options for the Community Hub. This work will also involve discussion and negotiation with both property owners and tenants.

33 In addition, staff will explore options on King Edward Street for the establishment of ‘pop up’/‘test’ facilities. These would include public access to Gig wifi, meeting space and some library functions. The purpose for establishing these ‘pop up/’test’ facilities in the short term is to respond to a community demand and to allow the community to ‘develop and build’ the final layout of the Community Hub. By using the ‘pop up’ the community will test the functions and facilities by their use and the provision of additional facilities will be driven by community demand.

34 The priority of functions and facilities provided in the ‘pop up’ will be determined by engagement with the community and considering physical location, budgets and the final location.

35 An update report will be provided to Council in early 2017 on property negotiations in time for consideration in the Annual Plan process.

July 2017 – June 2019

36 Develop detailed design and plan the construction of the South Dunedin Community Hub.

Signatories

Author:	Bernie Hawke - Group Manager Arts and Culture
Authoriser:	Simon Pickford - General Manager Community Services

Attachments

	Title	Page
a	South Dunedin Community Hub Report - Athfield Architects (Under Separate Cover)

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision relates to providing local infrastructure and a public service which are 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 proposal to develop a South Dunedin Community Hub aligns with and supports the Council Strategic Framework through the Social Wellbeing Strategy (Connected People, Vibrant and Cohesive Communities), Economic development Strategy (Business Vitality, A hub for skills and talent), Environment Strategy (Responding to environmental changes, Sustainable resource usage), Arts and Culture Strategy (Identity Pride, Access and Inclusion, Creative economy), Spatial Plan (A liveable city, An accessible and connected city, A vibrant and exciting city) and the Transportation Strategy (Resilient network).

Māori Impact Statement

Kai Tahu and Pasifica communities will be consulted on the development of the South Dunedin Community Hub. No significant impacts for Māori have been identified.

Sustainability

The development of a South Dunedin Community Hub supports sustainability through the development of more accessible Council services, through the reuse of an existing heritage facility, through environmentally sustainable design for the facility and through the anticipated favourable impact of the facility on local social and economic development.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There is a capital expenditure budget of $2.5m in 2017/18 and $2.75m in 2018/19 is included in the 2015/16 – 2024/25 Long Term Plan (LTP), funded from the sale of existing operational or investment property. Provision is also made in the LTP for additional operational costs which increase to $880k pa between the 2018/19 and 2020/21 years

Financial considerations

See above.

Significance

The development of the South Dunedin Community Hub is considered to have a moderate degree of significance regarding importance to Dunedin, community interest, consistency with existing policy and moderate to high degree of significance with regard to the impact on Council’s finances and capability as the proposal represents the development of a significant asset and an increase in the level of service.

Engagement – external

There has been external engagement with WT Partners and Athfield Architects in the investigation and assessment of potential sites. There has been external community engagement through the Open Day held at Gasworks Museum on 20 August 2016 and the opportunity to submit feedback during the period 20-29 August 2016. A total of 103 responses were received.

Engagement - internal

There has been internal engagement with on the proposal to develop a South Dunedin Community Hub with the City Property department, Community and Planning Group including City Development, Transportation Group, Parks and Recreation Group and the Arts and Culture Group.

Risks: Legal / Health and Safety etc.

There are no significant legal or health and safety risks related to the information in this report. Based on Council’s preferred direction, there may be some legal aspects to the acquisition of land and negotiation regarding existing tenancy agreements.

Conflict of Interest

There are no identified conflicts of interest regarding the information in this report.

Community Boards

There are no identified implications for Community Boards.

Council

19 September 2016

Ara Toi and City of Literature Update

Department: Services and Development

EXECUTIVE SUMMARY

1 The purpose of this report is to provide an update setting out delivery on Ara Toi Otepoti: Our Creative Future: Dunedin’s Arts and Culture Strategy during 2015/16.

RECOMMENDATIONS

That the Council:

a) Notes the Ara Toi and City of Literature Update report.

BACKGROUND

2 Ara Toi Otepoti: Our Creative Future: Dunedin’s Arts and Culture Strategy was adopted by Council in May 2015, with a total of $245,000 provided in the 2015/16 Annual Plan for implementation. Ara Toi Otepoti is one of the eight key strategies that together make up the city’s Strategic Framework. Ara Toi has strong connections with the 2013-23 Economic Development and Social Wellbeing Strategies in particular.

3 Ara Toi was developed in partnership with the community arts collective Transforming Dunedin and included extensive community consultation.

4 Ara Toi provides a framework and a direction for the development of arts and culture within Dunedin to realise the vision that ‘Dunedin is one of the world’s great small cities with arts and culture at its core’.

5 The four key strategic themes of Ara Toi are Identity Pride, Creative Economy, Access and Inclusion, and Inspired Connections. These themes collectively provide a focus for Dunedin to celebrate its creativity, to support the city’s creative sector, to enhance Dunedin’s place as a compelling destination, to include the whole community in creative activity and to connect with creative communities across New Zealand and internationally. An overview of the strategic themes comprising Ara Toi is included as Attachment A.

DISCUSSION

6 2015/16 has been a year of establishment for Ara Toi Otepoti. Delivery was fast tracked with the appointment of two fixed term staffing positions to support progress on key actions identified by the community through the development of the strategy. A detailed list of project activities undertaken is presented in Attachment B.

7 Collectively this work has been seeking to build a strong environment for Dunedin’s arts and culture.

8 While the process to achieve the City of Literature designation commenced prior to the development of Ara Toi Otepoti, this designation and the City of Literature activities are aligned with and exemplify the Ara Toi strategic themes of Inspired Connections (Networked Winner, Ambitious Partner) and Creative Economy (Promote and Profile, World Class Player).

9 Council approved a budget of $100,000 in the 2015/16 Annual Plan for the implementation of the City of Literature designation.

10 The initial focus for the City of Literature has been to develop and strengthen networks at a local, national and international level, and to engage with the community and collaborate on projects while initiating and progressing a range of initiatives such as the poems on parking meter tickets, the establishment of a Writers Recognition Working Group, partnering with the Otago Daily Times on a fictionalised short story series and the development of a funding submission to the New Zealand National Commission for UNESCO to host an international Creative Cities Symposium in Dunedin in 2017.

OPTIONS

11 There are no options as the report is for information only.

NEXT STEPS

12 A detailed work plan has been developed by staff and is being considered by the Creative Dunedin Partnership for endorsement. The work plan aligns activities proposed for 2016/17 with Ara Toi strategic themes and identifies opportunities to strengthen and develop local and national partnerships.

13 Key elements of this work plan include continuing the Urban Dream Brokerage; to research, exploring an audience development partnership model for Dunedin; developing a strategic plan for Council funding of arts and culture including access to spaces and sustainable business models and continuing the Dunedin Boosted Ambassador, Art Ache, Co.Starters, Business Vitality and Bring it Home projects.

14 Work is also underway to develop a policy, process and guidelines for arts and above ground infrastructure, and this work will come to Council later in the year.

15 There are also a number of identified actions that deliver on Ara Toi that are embedded within departmental operational activities and budgets including:

· Develop and regularly update an arts and culture image library (DCC Marketing, City Marketing/Enterprise, Arts and Culture Group, Events and Community Development)

· Delivery of the Creative City domestic campaign (Enterprise and Events and Community Development)

· Encouraging Dunedin creatives to use Behance.net (Enterprise, Events and Community Development)

16 Longer term ideas that were identified in the public consultation on Ara Toi but have not been prioritised at this point, but will be considered for 2017/18 include:

· Developing a digital incubator for young people, making use of the links to the GigCity Living Hub

· Suburban and rural touring of local content

17 A strategic plan for the Dunedin City of Literature is also under development and will be consulted with key stakeholders during 2016/17.

Signatories

Author:	Bernie Hawke - Group Manager Arts and Culture
Authoriser:	Simon Pickford - General Manager Community Services

Attachments

	Title	Page
a	Ara Toi Strategic Themes	48
b	Key Activities Ara Toi and City of Literature 2015/16	49

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision/report/proposal 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	☐	☐	☒

Ara Toi

Ara Toi is one of the eight key strategies in the strategic framework, and works in synergy with the other city strategies. The initial arts and culture actions can be expected to drive economic success and contribute to better social outcomes for the city.

City of Literature

The City of Literature supports activities that contribute to the four themes of Ara Toi and also supports other key strategies including the Social Wellbeing Strategy in promoting ‘Connected People’ and “Vibrant and Cohesive Communities’; the Economic Development Strategy by providing activities that support ‘Business vitality’, ‘Alliances for innovation’, ‘Linkages beyond our borders’ and ‘A compelling destination’.

Māori Impact Statement

Ara Toi

Ngai Tahu has been closely linked to the development of Ara Toi. Kai Tahu views will be represented during implementation through membership of the Creative Dunedin Partnership.

City of Literature

The fundamental contribution of tangata whenua to the culture of Dunedin has been recognised in the submission for Dunedin to be designated as a UNESCO City of Literature.

Sustainability

Ara Toi

The implementation of Ara Toi supports more sustainable local economic development.

City of Literature

The City of Literature is expected to contribute to increased cultural tourism and more sustainable local economic activity.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The 2016/17 Annual Plan includes funding for Ara Toi ($245,000) and the City of Literature ($135,000)

Financial considerations

This report is for information only and there are no financial implications

Significance

The information in this report has been assessed under the Council's Significance and Engagement policy as being of low significance.

Engagement – external

There has been no external engagement in the development of this report. The activities undertaken in the implementation of Ara Toi and the City of Literature have involved engagement with a broad range of external stakeholders and partners.

Engagement - internal

Council staff in the Enterprise Dunedin Group, Community and Planning Group and the Arts and Culture Group have provided input for this report.

Risks: Legal / Health and Safety etc.

There are no identified legal or health and safety risks related to the information in this report.

Conflict of Interest

No conflicts of interest have been identified regarding the information in this report.

Community Boards

Community Boards will be involved where Ara Toi and City of Literature projects are implemented in their area.

Council

19 September 2016

2015/16 Key Activities – Ara Toi Otepoti and City of Literature

An overview of budget expenditure and activities undertaken as part of the implementation of Ara Toi Otepoti and the City of Literature during 2015/16 are detailed below.

Ara Toi Otepoti - Budget

1 Following Council approval of funding for 2015/16, an initial key action was to recruit additional staff to implement Ara Toi actions. In October 2015, a full time fixed term appointment of a Community Arts Advisor was made within the Events and Community Development team. In February 2016, a part time fixed term appointment (0.5 FTE) of the Ara Toi Project Coordinator within Enterprise Dunedin was made.

2 A summary of the budget and actual expenditure on Ara Toi in 2015/16 is as follows:

Investment 2015/16

Budget

$000

Actual

$000

Variance

$000

Comments

Ara Toi (Community Arts)

Staff costs

Project & admin costs

Sub Total

$74

$101

$175

$54

$94

$148

$20

$27

Community Arts Advisor commenced October 2015

Ara Toi (Enterprise Dunedin)

Staff costs

Project costs

Sub Total

$60

$10

$70

$19

$11

$30

$41

($1)

$40

Ara Toi Project Coordinator commenced in February 2016. (Unspent salary budget not carried forward)

TOTAL

$245

$178

$67

$21,000 Carry Forward to 2016/17

3 The Ara Toi budget in the Events and Community Development team was underspent by $27k due primarily to the delayed employment of the Community Arts Advisor. A total of $21k has been carried forward to 2016/17 for the Bring It Home ($6k), Dunedin Boosted Ambassador ($5k) and Mayfair Theatre fundraising and organisational development plan ($10k) projects detailed below.

4 The Ara Toi Project Coordinator in the Enterprise Dunedin Group was appointed in late February 2016, which resulted in an underspend on staff costs for 2015/16. While additional projects were considered during Q4 to address the underspend, a carry forward was not requested due to the time available to further develop and refine possible projects.

Ara Toi Otepoti - Activities

Key Ara Toi projects undertaken in 2015/16 include:

Public Art Framework

5 The development of a public art framework for Dunedin was identified as a priority action from the public consultation on the development of Ara Toi. Work to draft a new framework for Public Art for Dunedin is almost complete and will be presented to the new Council for approval to proceed to community consultation.

6 Both Public Art Framework documents originate from, and are underpinned by the strategic framework and vision for the arts in Dunedin presented in Ara Toi Otepoti.

Urban Dream Brokerage Dunedin (http://urbandreambrokerage.org.nz/dunedin/)

7 The use of vacant commercial space to promote arts and culture was identified as a priority during the development of Ara Toi. Based on its success in Wellington, a Dunedin franchise of the Urban Dream Brokerage was established in October 2015.

8 The Dunedin Broker is working 20 hours per week and facilitated 5 projects for the use of vacant commercial space during 2015/16. These included the Wee Book Project at 187 George Street, in partnership with Oakwood Properties, Upcycles at 117 George Street, in partnership with Justin Stott; Unstitched at 19 George Street in partnership with the Dunedin City Council; Site Works 2016 at the Wall Street Mall in partnership with the Dunedin City Council; This Cloud is Queering at 177 George Street in partnership with Oakwood Properties.

Bring It Home (http://www.dunedin.govt.nz/services/dcc-funding/bring-it-home)

9 Bring It Home is a Dunedin City Council initiative to help promote music and film in Dunedin, working in partnership with New Zealand On Air. Launched in July 2016, New Music is an New Zealand On Air funding programme which supports artists to record their songs and/or music videos and then to promote them to audiences.

Dunedin Boosted Ambassador (http://www.boosted.org.nz)

10 Boosted provides an online space for artists and arts organisations to crowdfund their projects. Through Boosted, artists build their networks, increase financial support for their projects and promote themselves to new and unexplored audiences. Three public workshops to promote Boosted were delivered in 2015/16. Boosted is a platform of The Arts Foundation of New Zealand (http://www.thearts.co.nz/).

Mayfair Theatre Fundraising and Organisational Development Plan

11 The Community Arts Advisor is coordinating a project to assist the Mayfair Theatre to develop a fundraising and organisational development plan to meet its operational and capital needs. Irene Mosley of Results Consulting has been contracted to develop this plan, working with Mayfair Theatre staff, trustees, users and stakeholders. Work began in the first week of August, and is expected to be completed by early October 2016.

Creative Dunedin Partnership

12 The Creative Dunedin Partnership has met five times since November 2015 to oversee delivery of Ara Toi. Chaired by Cr Aaron Hawkins, it includes representation from Kai Tahu, Transforming Dunedin, the Otago Polytechnic, the University of Otago and the Dunedin City Council as well as the health, social and creative sectors. Recruitment of a business representative is planned.

Funding Advice

13 Since October 2015, the Community Arts Advisors have also provided support to over six hundred artists and arts organisations, including their portfolios of City Service and City Project clients, as well as clients who are seeking or have received Community Arts funding.

Business Vitality Workshops

14 The Ara Toi Project Coordinator has been working with the Otago Chamber of Commerce on a project to deliver targeted support and mentoring to artists to grow their career and business. Two new training products, Public Relations and Media training, and Self-Appraisal for Business Vitality, have been developed and delivered as part of this work.

Vocational Pathways

15 The Ara Toi Project Coordinator has been working with the Otago Polytechnic on the development and delivery of NCEA unit standards to support students to attain Creative Industries Vocational Awards. The purpose of this project is to support students to identify career pathways (including tertiary training, start-up and business development) in the creative sector.

Creative Tourism

16 The Ara Toi Project Coordinator has been facilitating a project to support working artists, the creative and visitor hosting sectors in Dunedin. The intention is to develop these services and work with the arts sector to host studio visits, tours and workshops.

17 To date, eight facilitators have been supported in the development of their business model as well as testing their assumptions and creative tourism services using the Co.Starters training programme.

Art Ache

18 Arte Ache is a project designed to increase audience numbers at events and increase sales for visual artists. Arte Ache Dunedin is based on a highly successful Auckland model and will be rolled out at the 2016 Vogel Street Party and 2017 Dunedin Fringe Festival.

Business Advice

19 Since February 2016 the Ara Toi Coordinator has provided business advice to more than ninety artists.

Film Dunedin – Film Development Plan

20 The Ara Toi Project Coordinator is also focused on redefining Dunedin as a Regional Film Office and initiatives to promote Dunedin as a Film Friendly city. This activity has been supported through the Grow Dunedin Partners for the 2016/17 year.

Joy & Jeopardy - Arts Funding Hui

21 In partnership with Otago Community Trust and Dunedin Fringe Festival, an arts funding hui was held on Saturday 27 August 2016 in Dunedin Public Art Gallery, to help Dunedin’s creative communities to seek and secure funding from a range of sources.

Central City Arts Hub

22 The Dunedin City Council has supported a central city hub for the creative community by enabling a lease agreement for the Dunedin Fringe Festival to be located in the former i-Site adjacent to the Community Gallery on Princes Street. The Dunedin Fringe Festival shares the space with other organisations such as the New Zealand Young Writers Festival, the New Zealand International Early Music Festival, Urban Dream Brokerage Dunedin and the City of Literature.

Arts and Culture What’s On Information

23 Improvements have been made to the Dunedinnz.com website to increase the visibility and profile of city events, including arts and culture activity. Enterprise Dunedin and the Events and Community Development Team are assessing proposals for further improvements.

Strategic Plan for Council Funding for Arts and Culture

24 A strategic plan for the Dunedin City Council funding of arts and culture is being supported by mapping direct investment in arts and culture across all Council departments.

Arts and Infrastructure

25 Staff are exploring ways to embed arts and culture in the development of Council above ground infrastructure, building on initiatives such as the Chorus art cabinets, GigCity projects and Poems on parking meter tickets. A policy and toolkit will be developed to enable Council departments to assess and include opportunities for arts and culture.

Assessing Opportunities for Children and Young People

26 Council staff are supporting the Dunedin Youth Council to consult with young people on their arts and culture experiences and needs.

City of Literature - Budget

27 Following Council approval to proceed with an internal governance model, an appointment was made in the full time fixed term position of Director City of Literature commencing in May 2016.

28 A summary of the budget and actual expenditure for the City of Literature in 2015/16 is as follows:

Investment 2015/16

Budget

$000

Actual

$000

Variance

$000

Comments

City of Literature

Staff costs

Project costs

$85

$15

$10

$75

$10

Director commenced in May 2016

TOTAL

$100

$15

$85

$85,000 Carry Forward to 2016/17

City of Literature - Activities

29 Key projects City of Literature projects commenced in 2015/16 include:

Poems on parking meter tickets

30 Poems by eight well-known Dunedin poets have been designed for the back of Council pay and display parking meter tickets. The ticket rolls have been printed and a trial of their use in parking meters across the city was launched on national Poetry Day 2016.

Centre for the Book Symposium

31 This annual Centre for the Book Symposium is scheduled for 27-29 October 2016 with the theme of Book and Place, selected in part to showcase the City of Literature.

Database of places of literary significance

32 A University of Otago intern is assisting with a project to develop content on places of literary significance in Dunedin for use by the City of Literature and any interested groups. The content will potentially inform literary maps, apps and cultural tourism ventures.

Serialised fictional short stories – Partnership with the Otago Daily Times

33 The Otago Daily Times plans to run, in association with the City of Literature, serialised fictional short stories of about 4,500 words in total. It is proposed that the stories will run over three weeks in the Saturday edition of the newspaper, with instalments comprising approximately 1,500 words each week.

Recognition of Writers Working Group

34 A working group of Council and literary community representatives has been convened by the Director City of Literature to identify, explore and recommend a range of possible strategies for recognising significant Dunedin writers past and present, and as well as places of literary significance in the city.

One City One Book

35 In partnership with the local branch of the New Zealand Society of Authors, a One City One Book project is being scoped. This project will publicise and promote the reading and discussion of one book across the city.

UNESCO Creative Cities Symposium Submission

36 An application for funding has been submitted by the Director City of Literature to the New Zealand National Commission for UNESCO to host an international Creative Cities Symposium in Dunedin in 2017. The Symposium will invite representatives from selected UNESCO Creative Cities and national cultural organisations to Dunedin.

Council

19 September 2016

Review Reserves Bylaw 2005

Department: Parks and Recreation

EXECUTIVE SUMMARY

1 The purpose of this report is to confirm that a review of the Dunedin City Council Reserves Bylaw 2005 is underway.

2 The Reserves Bylaw 2005 (the Bylaw) is due for review prior to 30 April 2017 in accordance with section 159 of the Local Government Act 2002 (the Act). RECOMMENDATIONS

That the Council:

a) Notes that a review of the Reserves Bylaw 2005, has commenced and is programmed to be completed before 30 April 2017.

b) Agrees that the scope of the review is to include the current bylaw clauses, together with any necessary amendments to other bylaws concerning the use of vehicles within reserves and dogs within reserves.

c) Notes that a report recommending next steps will be presented to a future Council meeting.

BACKGROUND

3 The Bylaw was last reviewed and adopted in May 2005. Section 159 of the Act requires bylaws to be reviewed every 10 years. If a review is not completed within two years of that date, the Bylaw will automatically be revoked.

4 The Bylaw was amended in 2011 as part of the creation of the Camping Control Bylaw. This amendment did not constitute a review under the Act, therefore the Bylaw must be reviewed by 30 April 2017 or it will automatically be revoked under s160A of the Act.

DISCUSSION

5 The objective of the review is to determine whether the Bylaw is the most appropriate way of addressing perceived problems created by certain activities on Council reserves. In addition, the effectiveness of the existing Bylaw can be assessed.

6 The review will consider what clauses are kept, omitted, amended or added to the existing Bylaw to make it more efficient and relevant to the communities using reserves.

OPTIONS

Option one – Review Considers All Reserve Uses (Recommended Option)

7 That the scope of the Reserves Bylaw 2005 review considers a range of activities on reserves including vehicle use and dogs within reserves along with other activities which are not currently provided for within the bylaw. Freedom camping is not proposed to be included in the scope of the review as Council staff are planning for the impacts of freedom camping to be managed within the localities affected.

Advantages

· A holistic approach to the Bylaw review will mean that issues for reserve use are considered in the context of all reserve users, so that the Council can maximise public use of these spaces.

· Any changes required to amend other bylaws to be consistent with the review outcomes can be considered within the same public consultation exercise. This is the most efficient option for engaging the public.

Disadvantages

· There are no disadvantages identified for this option.

Option Two – Review Considers Current Provisions of the Reserves Bylaw 2005 only

8 Complete review on current provisions of the Reserves Bylaw 2005 only.

Advantages

· The scale of the review would be smaller than what is required in option one, as it would be restricted to the current clauses of the Bylaw.

· The scale of the review would also be less time consuming.

Disadvantages

· The Council would need to undertake additional work to consider other related bylaws in separate consultation exercises. This would mean that the completion date of each consultation exercise would be later than in option one.

· The costs might also be higher, as there would be a duplication of resourcing if public consultation sessions are held separately.

NEXT STEPS

9 If the recommended option is adopted, on completion of the review, staff will prepare a report to advise council whether the bylaw is necessary and appropriate, and if the Bylaw should be kept, changed or revoked.

Signatories

Author:

Ashley Reid - Parks and Recreation Planner

Authoriser:

Jendi Paterson - Recreation Planning and Facilities Manager

Ruth Stokes - General Manager Infrastructure and Networks

Attachments

	Title	Page
a	2005 Reserves Bylaw	59

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision enables democratic local decision making and action by, and on behalf of communities. This decision 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 reserves bylaw contributes to the ‘healthy and safe people’ strategic direction of the Social Wellbeing Strategy and helps achieve parks and recreation objectives as an enforcement tool against unacceptable use or behaviour on reserves areas.

Māori Impact Statement

Tangata Whenua will be contacted for comment as part of the review of this bylaw.

Sustainability

There are no known implications for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

This is a legislative requirement and not specifically included in the LTP or Annual Plan.

Financial considerations

The review process can be met from within existing Parks and Recreation budgets.

Significance

The matter is considered low significance in terms of Council’s Significance and Engagement Policy, however the Local Government Act 2002 requires Council to use the Special Consultative Procedure when it is considering a proposal to include new clauses, or change or revoke the bylaw.

Engagement – external

The general public and key stakeholder groups will be invited to submit on the existing reserves bylaw as part of the pre-consultation process.

Engagement - internal

Regulatory and infrastructure departments will be involved and consulted with during the pending review as part of the consultation process.

Risks: Legal / Health and Safety etc.

There is a risk of the reserves bylaw being revoked under s160A of the Local Government Act 2002 if the bylaw review is not completed by 30 April 2017.

Conflict of Interest

No conflict of interest has been identified.

Community Boards

All Community Boards have an interest in the management of reserves in their areas. All community boards will be consulted during the bylaw review.

Council

19 September 2016

Resolution to Exclude the Public

That the Council excludes the public from the following part of the proceedings of this meeting (pursuant to the provisions of the Local Government Official Information and Meetings Act 1987) namely:

General subject of the matter to be considered	Reasons for passing this resolution in relation to each matter	Ground(s) under section 48(1) for the passing of this resolution	Reason for Confidentiality
C1 Confirmation of the Confidential Minutes of Ordinary Council meeting - 1 August 2016 - Public Excluded	S7(2)(j) The withholding of the information is necessary to prevent the disclosure or use of official information for improper gain or improper advantage.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C2 Confirmation of the Confidential Minutes of Audit and Risk Subcommittee - 28 June 2016 - Public Excluded	S7(2)(j) The withholding of the information is necessary to prevent the disclosure or use of official information for improper gain or improper advantage.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C3 Confirmation of the Confidential Minutes of Audit and Risk Subcommittee - 2 August 2016 - Public Excluded	S7(2)(j) The withholding of the information is necessary to prevent the disclosure or use of official information for improper gain or improper advantage.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C4 Annual Review - Dunedin City Council, Treasury Risk Management Policy	S7(2)(h) The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C5 Proposed Development of DCC Owned Central City Site	S7(2)(h) The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.	This report is confidential to protect Council's position in respect of the sale and development of the Moray Place and Filleul Street site..
C6 Rates Relief Grant Application	S7(2)(b)(ii) The withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C7 Heritage Rates Relief 2016/2017 Report One	S7(2)(h) The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.	Information related to investment in projects may be commercially sensitive..
C8 Lawson Street - Access Options	S7(2)(g) The withholding of the information is necessary to maintain legal professional privilege. S7(2)(i) The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.	This report is confidential because release of the information could prejudice negotiations with affected landowners. The report also provides details of Council's legal position which is privileged and will need to be relied on if negotiations fail..
C9 Emergency Management Shared Service Review Delegation	S7(2)(i) The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

This resolution is made in reliance on Section 48(1)(a) of the Local Government Official Information and Meetings Act 1987, and the particular interest or interests protected by Section 6 or Section 7 of that Act, or Section 6 or Section 7 or Section 9 of the Official Information Act 1982, as the case may require, which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public are as shown above after each item.

Mayor	Mayor Dave Cull
Deputy Mayor	Cr Chris Staynes
Members	Cr David Benson-Pope	Cr John Bezett
	Cr Hilary Calvert	Cr Doug Hall
	Cr Aaron Hawkins	Cr Mike Lord
	Cr Jinty MacTavish	Cr Andrew Noone
	Cr Neville Peat	Cr Richard Thomson
	Cr Lee Vandervis	Cr Andrew Whiley
	Cr Kate Wilson

	Title	Page
a	Minutes of Ordinary Council meeting held on 1 August 2016 (Under Separate Cover)

	Title	Page
a	Minutes of Hearings Committee held on 16 March 2016 (Under Separate Cover)

	Title	Page
a	Minutes of Hearings Committee held on 1 April 2016 (Under Separate Cover)

	Title	Page
a	Minutes of Hearings Committee held on 17 May 2016 (Under Separate Cover)

	Title	Page
a	Minutes of Hearings Committee held on 21 July 2016 (Under Separate Cover)

	Title	Page
a	Minutes of Community and Environment Committee held on 29 August 2016 (Under Separate Cover)

	Title	Page
a	Minutes of Planning and Regulatory Committee held on 30 August 2016 (Under Separate Cover)

	Title	Page
a	Minutes of Infrastructure Services Committee held on 30 August 2016 (Under Separate Cover)

	Title	Page
a	Minutes of Economic Development Committee held on 5 September 2016 (Under Separate Cover)

	Title	Page
a	Minutes of Finance Committee held on 5 September 2016 (Under Separate Cover)

	Title	Page
a	Minutes of Audit and Risk Subcommittee held on 28 June 2016 (Under Separate Cover)

	Title	Page
a	Minutes of Sustainability Audit Subcommittee held on 15 August 2016 (Under Separate Cover)

	Title	Page
a	Minutes of Grants Subcommittee held on 12 July 2016 (Under Separate Cover)

	Title	Page
a	Minutes of Waikouaiti Coast Community Board held on 10 August 2016 (Under Separate Cover)

	Title	Page
a	Minutes of Otago Peninsula Community Board held on 11 August 2016 (Under Separate Cover)

	Title	Page
a	Minutes of Strath Taieri Community Board held on 11 August 2016 (Under Separate Cover)

	Title	Page
a	Minutes of Mosgiel Taieri Community Board held on 16 August 2016 (Under Separate Cover)

	Title	Page
a	Minutes of Chalmers Community Board held on 17 August 2016 (Under Separate Cover)

	Title	Page
a	Minutes of Saddle Hill Community Board held on 18 August 2016 (Under separate cover)