ITEM TABLE OF CONTENTS PAGE
1 Opening 4
2 Public
Forum 4
3 Apologies 4
4 Confirmation
of Agenda 4
5 Declaration
of Interest 5
6 Confirmation
of Minutes 19
6.1 Ordinary Council meeting - 11 December
2017 19
6.2 Ordinary Council meeting - 11 December
2017 20
6.3 Ordinary Council meeting - 12 February
2018 21
Minutes
of Community Boards
7 Waikouaiti
Coast Community Board - 15 November 2017 22
8 Otago
Peninsula Community Board - 16 November 2017 23
9 Strath
Taieri Community Board - 16 November 2017 24
10 Mosgiel-Taieri
Community Board - 22 November 2017 25
11 West
Harbour Community Board - 22 November 2017 26
12 Saddle
Hill Community Board - 23 November 2017 27
Reports
13 Draft Statements
of Intent - Dunedin City Holdings Limited Group of Companies 28
14 Establishment
of a Waste Assessment and Waste Management and Minimisation Plan Steering Group 159
15 Councillor
Appointment to the Strath Taieri Community Board 166
Resolution to Exclude the Public 168
Reports
Draft Statements of Intent - Dunedin City
Holdings Limited Group of Companies
Department: DCHL
EXECUTIVE SUMMARY
1 The draft
Statements of Intent for the 2018/19 year from Dunedin City Holdings Limited
(DCHL) and its subsidiaries and associate Companies are attached.
2 The
companies are required by law to prepare a Statement of Intent on an annual
basis.
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RECOMMENDATIONS
That the Council:
a) Notes the
draft Statements of Intent for the DCHL group of companies.
b) Provides comments
(if required) on the draft Statements of Intent, by 1 May 2018.
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BACKGROUND
3 Council
Controlled Organisations (CCOs) are required to deliver draft Statements of
Intent (SOI) with financial projections to Council by 1 March each year.
4 The SOI
demonstrates accountability to CCO's shareholder(s) and the public by outlining
the company's activities and intentions for the next three financial
years. The SOI provides the basis for the accountability of the directors
to their shareholder for the performance of the organisation.
DISCUSSION
5 The draft
SOI of DCHL has been drafted to reflect the Letter of Expectation (LoE) from
the Dunedin City Council dated 27 October 2017. DCHL, as the parent
company, is continuing to work with its subsidiaries to ensure the expectations
set out in that LoE are also reflected in subsidiaries' SOIs. DCHL
anticipates further iterations of subsidiaries' SOIs in this respect.
6 Although
Aurora Energy Limited is not a CCO as defined in the Local Government Act 2002
(LGA), certain provisions of the LGA apply to the company, one of which
requires preparation of a SOI which complies with the LGA.
7 As a
shareholder of DCHL the Council may, within two months of 1 March 2018, provide
comments on the draft SOIs to the Board of DCHL and the Board of DCHL must
consider any comments. The DCHL Board must then deliver completed SOIs to
the Council on or before 30 June 2018.
8 Two
subsidiaries of DCHL have additional ultimate shareholders. Dunedin
International Airport Limited is 50% owned by the Crown, and 50% by DCHL.
Dunedin Railways Limited is owned 72.03% by DCHL, and 27.97% by the Otago
Excursion Train Trust.
9 Please
note that due to the compliance timeframes and the length of time between
preparation of these draft SOIs and the final SOIs, the forward looking
projections in the financial information presented in this report, are likely
to be at a variance with the financial information presented on or before 30
June 2018.
OPTIONS
10 Not Applicable.
NEXT STEPS
11 The Council may
provide comments on draft SOIs to the Board of DCHL by 1 May 2018.
12 A presentation of
the draft Statements of Intent to the Councillors and Board Chairs or their
representatives will be held on 17 April 2018.
13 Budget figures will
be updated prior to the adoption of the final SOIs in June 2018.
Signatories
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Author:
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Natalie Brown - Acting Group Business Manager, Dunedin
City Holdings Ltd
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Authoriser:
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Graham Crombie – Chairperson, Dunedin City Holdings
Ltd
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Attachments
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Title
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Page
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a
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Dunedin City Holdings
Limited
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31
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b
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Aurora Energy Limited
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44
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c
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City Forests Limited
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61
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d
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Delta Utility Services
Limited
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78
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e
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Dunedin City Treasury
Limited
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94
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f
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Dunedin Stadium
Property Limited
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105
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g
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Dunedin Venues Management
Limited
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116
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h
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Dunedin International
Airport Limited
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132
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i
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Dunedin Railways
Limited
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145
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SUMMARY OF CONSIDERATIONS
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Fit with purpose
of Local Government
This is a legislative requirement for Council Controlled
Organisations.
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Fit with strategic
framework
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Contributes
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Detracts
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Not applicable
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Social Wellbeing Strategy
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☒
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☐
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☐
|
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Economic Development Strategy
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☒
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☐
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☐
|
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Environment Strategy
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☒
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☐
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☐
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Arts and Culture Strategy
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☒
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☐
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☐
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3 Waters Strategy
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☐
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☐
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☒
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Spatial Plan
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☐
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☐
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☒
|
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Integrated Transport Strategy
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☐
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☐
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☒
|
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Parks and Recreation Strategy
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☐
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☐
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☒
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Other strategic projects/policies/plans
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☒
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☐
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☐
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The performance of the companies contributes to the
overall delivery of the Strategic Framework.
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Māori Impact
Statement
There are no known implications for tangata whenua.
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Sustainability
There are no implications for sustainability.
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LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
Not applicable – reporting only.
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Financial
considerations
Not applicable
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Significance
The report is considered low in terms of Council's
Significance and Engagement policy.
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Engagement –
external
There has been no external engagement outside of DCHL
Group.
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Engagement -
internal
There is a presentation to be held with the Councillors on
17 April 2018.
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Risks: Legal /
Health and Safety etc.
There are no known risks.
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Conflict of
Interest
There are no known conflicts of interest.
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Community Boards
There are no known implications for Community Boards.
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Establishment of a Waste Assessment and Waste
Management and Minimisation Plan Steering Group
Department: Waste and Environmental Solutions
EXECUTIVE SUMMARY
1 The
purpose of this report is to recommend the appointment of two Elected Members
to the Waste Assessment and Waste Management and Minimisation Plan Steering
Group.
2 Territorial
Authorities are required by the Waste Minimisation Act 2008 to undertake a
Waste Assessment (WA) every 6 years. The Waste Assessment sets the scene for
the review of the DCC’s Waste Management and Minimisation Plan 2013
(WMMP), and informs the review and the decision to either update or revoke the
current operative WMMP in preparation for the drafting of WMMP 2019.
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RECOMMENDATIONS
That the Council:
a) Appoints
Councillor Jim O’Malley (as Chair) and Councillor Damian Newall to the
Waste Assessment and Waste Management and Minimisation Plan Steering Group.
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BACKGROUND
3 Territorial
Authorities are required by the Waste Minimisation Act 2008 to undertake a
Waste Assessment (WA) every 6 years. The Waste Assessment sets the scene for
the review of the DCC’s Waste Management and Minimisation Plan 2013
(WMMP), and informs the review and the decision to update or revoke the current
operative WMMP in preparation for the drafting of WMMP 2019.
4 A
Stakeholder Engagement Plan has been prepared to support and inform the Waste
Assessment (WA) process. It identifies key staff, industry representatives,
technical advisors and active members of the community who have a significant
interest and/or influence in waste and resource recovery (including education)
both in Dunedin and the greater Otago and Southland regions.
5 The
information and working knowledge that our key stakeholders are able to provide
is valuable as the WA requires a comprehensive assessment of waste, resource
recovery and education activity in the district over and above the services and
facilities provided by Dunedin City Council (DCC).
DISCUSSION
6 
The WA is the first
step in the planning process which will be completed with Council adoption of
either a new or revised Waste Management and Minimisation Plan following
community consultation.
7 The Waste
Minimisation Act 2008 outlines what is required from the Waste Assessment under
Part 4 - Responsibilities of Territorial Authorities in relation to waste
management and minimisation, Section 51 Requirements for Waste Assessment
(outlined below):
a) A waste
assessment must contain:
i) a
description of the collection, recycling, recovery, treatment, and disposal
services provided within the territorial authority’s district ( whether
by the territorial authority or otherwise); and
ii) a forecast of
future demands for collection, recycling, recovery, treatment and disposal
services within the district; and
iii) a statement of
options available to meet the forecast demands of the district with an
assessment of the suitability of each option; and
iv) a statement of the
territorial authority’s intended role in meeting the forecast demands;
and
v) a statement of
the territorial authority’s proposals for meeting the forecast demands,
including proposals for new of replacement infrastructure; and
vi) a statement about
the extent to which the proposals will:
i. ensure
that public health is adequately protected
ii. promote
effective and efficient waste management and minimisation.
b) An assessment
is not required to contain any assessment in relation to individual properties.
c) Information is
required for an assessment to the extent that the territorial authority considers
appropriate, having regard to:
i) the
significance of the information; and
ii) the costs of,
and difficulty in, obtaining the information; and
iii) the extent of the
territorial authority’s resources; and
iv) the possibility
that the territorial authority may be directed under the Heath Act 1956 to
provide the services referred to in that Act
d) However, an
assessment must indicate whether and, if so, to what extent, the matters
referred to in subsection (3) (b) and (c) have impacted materially on the
completeness of the assessment.
e) In making an
assessment, the territorial authority must:
i) Use its
best endeavours to make a full and balanced assessment; and
ii) Consult the
Medical Officer of Health.
8 Stakeholders
in the WA and WMMP have been identified under Interest Area of the Stakeholder
Engagement Plan where their specific knowledge and professional or technical
advice and experience may contribute to the development of the WA. Interest
Areas have been described under the following categories;
a) Steering
Group: The Group Manager of Waste and Environmental Solutions (WES) and
consisting of staff; Solid Waste Manager, Waste Minimisation Officer,
Policy Advisors from both DCC and Otago Reginal Council (ORC) and two Elected
Members. The role of the Steering Group is to inform the development of both
the WA and WMMP 2019, to ensure Council’s strategic position on waste
management and minimisation in the district and greater Otago Region is clear
and to determine priorities so that a meaningful action plan and timetable can
be developed.
b) Internal
Staff: Information and guidance will be sought from other DCC/ORC
department managers and staff where synergies have been identified, e.g. litter
enforcement is of interest to not only the WES team but also Transportation,
Parks and Recreation and Environmental Health. The aim will be to encourage a
co-ordinated approach to identifying any issues and opportunities and gain
Council department buy in to the WMMP 2019.
c) Contractors:
for the purposes of the WA this stakeholder group is described as DCC current
service providers that have significant interest in waste and resource
recovery, waste minimisation, reuse, collection and transportation, recycling,
processing, health and safety and landfill disposal. They are approved
contractors/sub-contractors and may work for any one of the DCC business units.
d) Special
Interest Group - Commercial: these are private waste and resource recovery
services providers that service a residential and/or businesses customer base
for a fee. The service may be associated with consultancy, material reuse,
collection and transportation, reuse, recycling, treatment, material processing
e.g. sorting or dismantling or waste disposal such as a clean-fill activity.
e) Special
Interest Group - Community: this group may include; Community Boards,
not-for-profit organisations, social enterprise, advocacy groups, property
owners, the general public, the media, learning agencies and students with an
in interest in waste minimisation education and promotion, reuse, recycling,
resource recovery and waste disposal.
f) Other
District/Regional Councils: Queenstown Lakes District Council, Central
Otago District Council, Clutha District Council, Waitaki District Council,
Otago Regional Council, WasteNet Southland. This follows on from the section
17a review of Solid Waste and relates to WMMP planning, plus future services
and facilities.
g) Technical
Advisors: includes advice and guidance from the Waste Institute of New
Zealand, the Ministry for the Environment - Waste and Resources team,
consultancy where required e.g. kerbside organic waste collection services,
other forums e.g. Glass Packaging Forum and New Zealand Packaging Forum, and
other Councils.
h) Māori
Participation Working Party; the team want to engage iwi during the
development stages of the WA and WMMP so that Māori perspectives are
integrated. In particular in relation to land use and the potential future
management of organic waste including sludges and biosolids and community
engagement.
9 The
special consultative procedure will be followed once the Draft Waste Management
and Minimisation Plan 2019 and consultation documents have been prepared.
OPTIONS
10 Not applicable.
NEXT STEPS
11 Appointment of two
Elected Members to the Steering Group, confirm all other Steering Group members
and establish roles and workshop dates.
12 Approach ORC in regards
to establishing a Joint WMMP and a working relationship with their strategic
planning and land management team.
13 Contact other
District Councils representatives involved in the 17a Solid Waste Review to
discuss commonalities that should be represented within the WA for potential
future development and inclusion in WMMP 2019.
14 Meet and interview
commercial waste service providers and gather information that informs the
waste assessment process. Data collected may be aggregated to avoid issues of commercial
sensitivity. Data limitations will also be recorded where information is
incomplete or missing.
15 Invite Members of
the Community with a strong interest is waste, waste minimisation and resource
recovery to an open discussion about their concerns and initiatives they would
like the Steering Group to consider during the waste assessment and WMMP
process. Run a mini workshop on specific waste related interest topics, e.g.
top three priorities set by the community, for table discussion and development.
16 Technical Advisors
will be sought as and when needed and staff are also keeping a close eye on
potential legislative developments that may impact on waste management and
resource recovery services, facilities and any increase to the Waste Levy in New
Zealand.
17 Policy advice will
be taken in engaging with the Māori Participation Working Party.
Signatories
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Author:
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Chris Henderson - Group Manager Waste and Environmental
Solutions
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Authoriser:
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Leanne Mash - General Manager Infrastructure and Networks
(Acting)
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Attachments
There are no attachments for
this report.
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SUMMARY OF CONSIDERATIONS
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Fit with purpose
of Local Government
This report enables democratic local decision making and
action by, and on behalf of communities.
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Fit with strategic
framework
|
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Contributes
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Detracts
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Not applicable
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Social Wellbeing Strategy
|
☒
|
☐
|
☐
|
|
Economic Development Strategy
|
☐
|
☐
|
☒
|
|
Environment Strategy
|
☒
|
☐
|
☐
|
|
Arts and Culture Strategy
|
☐
|
☐
|
☒
|
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3 Waters Strategy
|
☐
|
☐
|
☒
|
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Spatial Plan
|
☐
|
☐
|
☒
|
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Integrated Transport Strategy
|
☐
|
☐
|
☒
|
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Parks and Recreation Strategy
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☐
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☐
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☒
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Other strategic projects/policies/plans
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☒
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☐
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☐
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The Waste and Environmental Solutions activity supports
the outcomes of a number of strategies.
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Māori Impact
Statement
This report recommends engagement with iwi during
the development stages of the Waste Assessment and Waste Management and
Minimisation Plan so that Maori perspectives are integrated.
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Sustainability
The Waste and Environmental
Solutions activity contributes positively to the environmental interests of
the community through refuse and recycling collection at the kerbside and
public places, educating and promoting environmentally sustainable behaviour
and managing landfill and transfer station facilities.
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LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
The Waste and Environmental Solutions activity is included
in the Long Term Plan.
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Financial
considerations
No financial implications.
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Significance
This decision is considered of low significance under the
Significance and Engagement Policy.
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Engagement –
external
No external engagement has been undertaken.
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Engagement -
internal
No external engagement has been undertaken.
|
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Risks: Legal /
Health and Safety etc.
There are no identified risks.
|
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Conflict of
Interest
There are no identified conflicts of interest.
|
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Community Boards
Not applicable.
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