Agenda of Infrastructure Services and Networks Committee

Infrastructure Services and Networks Committee

12 February 2018

Part A Reports

Property Services Activity Report for the Quarter Ending 31 December 2017

Department: Property

EXECUTIVE SUMMARY

1 This report updates the Committee on Property Services operations, maintenance and capital works, including contracted out services.

2 Highlights for the quarter include:

a) Recruitment is underway for several positions in Property Services.

b) A new work management system has been implemented.

c) Two significant maintenance contracts have been awarded.

d) The Library lift tender has been completed.

RECOMMENDATIONS

That the Committee:

a) Notes the Property Services Activity Report for the Quarter ending 31 December 2017.

BACKGROUND

3 Property Services aims to provide ‘community good’ through property assets for the city of Dunedin. Portfolios that the Property Services group manages includes: operational property, miscellaneous property, community housing and investment property.

4 The Property Services activity includes:

· Land and tenancy management

· Facilities and asset management

· Project management

· Community housing

DISCUSSION

Management of Property Services

5 The Property Services group is responsible for a wide range of Council owned properties. The group manages land and tenancy, purchasing and disposal of properties to meet the Council’s needs, facilities and asset management and management of housing.

6 The operational portfolio includes property and related land that are required for service administration and delivery purposes by the Council.

7 The miscellaneous portfolio includes a range of properties that are held for community benefit, but not directly used in the delivery of council services – for example the Dunedin Railway and Regent Theatre.

8 The community housing portfolio provides affordable housing primarily targeted at those aged 55 years and older. In addition to the community housing units, this portfolio includes a number of residential properties that have been acquired by the Council in relation to its operational activities.

9 The investment portfolio includes a number of commercial properties that are owned for the purposes of generating a financial return.

Non-financial performance

Service

10 Occupancy rates for community housing properties

11 Occupancy rate is determined by the number of current tenancy agreements for the 942 housing units owned by the Council. There are currently 7 housing units unable to be tenanted due to repair work or being out of service.

12 Housing usually remains at a high occupancy rate due to a waiting list of people looking to tenant housing units as they become available. As of the end of December there was a total of 218 people on waiting lists including:

· 105 on the Priority 1 list (over 55 years of age, and within the income and asset limit),

· 31 on the Priority 2 list (over 55 years and older),

· 57 on Priority 3 list (under 55 years of age and within the income and asset limit),

13 Occupancy rates for commercial properties

14 Occupancy rate is determined by the number of current tenancy agreements for the 91 commercial properties (from the miscellaneous and investment portfolios) owned by the Council. Occupancy rates remains below target as some property is due for sale.

15 Golden Block Ltd have transferred the management of the Penrose building from DCC Property Services to Maori Hill Properties as of the 1^st of October. This includes five commercial tenancies.

Value & Efficiency

16 Percentage of response times met for reactive property maintenance requests

17 The introduction of a basic reactive maintenance tracking system came in to effect part way through May 2017. Since then a total of 916 reactive maintenance work orders have been placed. The majority of reactive maintenance requests have come from DCC staff at the Civic Centre and include requests around issuing of new security tags and furniture for new staff.

18 A total of 338 reactive maintenance work orders were created during the 2^nd quarter of the 2017/18 year, of which 89% were completed within the required timeframes.

19 Work is currently underway to implement a full maintenance management IT system, and to define clear response time targets for new maintenance contracts. All tenants maintenance requests will go through this system from early 2018.

Major initiatives

20 Review of maintenance contracts – programme of tendering

· Grounds Housing Maintenance (contract 7304) - contract for grounds maintenance of the 90 community housing sites. Three tenders were received, with the contract awarded to SGC Services Ltd for $349,592.00 per annum with an initial term from 1 November 2017 to 30 June 2020.

· Exterior Cleaning Services (contract 7304) – contract includes building washes, roof, gutter and window cleaning for 52 DCC buildings, excluding housing. Four tenders received, with the contract awarded to Goleman Holdings Group Ltd for $180,320.00 per annum with an initial term from 15 January 2018 to 30 June 2019.

21 Sprinkler upgrade 9 Heriot Drive, Porirua (contract 7213) – The project is 67% complete with work to recommence 26 February 2018 following a 3 month project stoppage to avoid disruption to the tenant’s holiday and summer trading. The project is anticipated to be completed during April 2018.

22 Office fit-out 37 Treffers Road, Christchurch (contract 7094) – The project is 60% complete with work anticipated to be completed by the end of February 2018. The project scope has increased to include earthquake repair work to the concrete slab walls to 37 Treffers Road and the adjoining tenancy as well as roof repairs associated with deferred maintenance.

23 Programme of Building Assessments – There is a programme of building assessments being carried out which includes condition, asbestos and seismic assessments to inform future maintenance and capital works programmes.

· Condition Surveys – A programme of condition surveys of Property Services Programme Projects is now close to complete. Urgent maintenance and remediation works identified in completed surveys is being commissioned as necessary.

· Seismic Assessments – Four properties have yet to have seismic assessments undertaken. Proposals have been requested. All other buildings in the Property Services Portfolio either have completed seismic assessments or do not require them as they are not earthquake prone.

24 Civic Complex – The Better Business Case process is being used to develop the business case for refurbishment/redevelopment of the Civic Complex (Civic Centre and Library). The first workshop was held on the 19^th September and second workshop was held on the 4^th October. The draft workshop outcome report is with the Programme Team for comment before finalisation by consultant.

25 South Dunedin Hub – Following the successful opening of the pop up hub in South Dunedin, work is progressing to define the specific requirements for a permanent hub. The first stage is to engage a suitably qualified and experienced project manager to run the project on behalf of the Council. It is anticipated that a detailed scope and preferred site will be ready for approval by November 2018, noting that in the draft 10 year plan the capital funding is not available until 2020/21.

26 Edgar Centre – Onsite works to partially replace leaky/condensation susceptible skylights over hard floor court area are expected to commence late January, with completion at the end of March assuming periods of fine calm weather.

27 Lift Renewal and Portfolio Maintenance – preferred tenderer selected, initial meeting held with preferred tenderer 17 January with objective to finalise contract documents for execution by early February. Contract capex value approximately $1.7m

OPTIONS

28 As this is an update report, there are no options.

NEXT STEPS

29 Areas of focus for the next quarter will be:

a) Further recruitment in key areas of Property Services

b) Complete implementation of new IT systems.

c) Engage a suitable external project manager for the South Dunedin Hub project.

Signatories

Author:

Hayley Knight - Business Improvement Coordinator

Authoriser:

Laura McElhone - Group Manager Property Services

Leanne Mash - General Manager Infrastructure and Networks (Acting)

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision relates to providing local infrastructure that 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 Property Services activities support the outcomes of a number of strategies.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

The Property Services team actively contributes positively to the interest of the community by providing and maintaining property required for a wide range of community, housing, Council operations, arts and culture, sport, and heritage service purposes.

LTP/Annual Plan / Financial Strategy

Property Services activities are included in the Long Term Plan.

Financial considerations

The updates reported are within existing operating and capital budgets.

Significance

This decision is considered of low significance under the Significance and Engagement Policy.

Engagement - external

As an update report no external engagement has been undertaken.

Engagement – internal

As an update report no internal engagement has been undertaken.

Risks: Legal / Health and Safety / Conflict of Interest etc.

There are no identified risks.

Community Boards

Not applicable.

Infrastructure Services and Networks Committee

12 February 2018

Parks and Recreation Activity Report for Quarter Ending 31 December 2017

Department: Parks and Recreation

EXECUTIVE SUMMARY

1 This report updates the Committee on Parks & Recreation operations, maintenance and capital works, including contracted out services.

2 Highlights for the quarter include:

· The Botanical Garden retained its New Zealand Gardens Trust 6-Star assessment. It is only one of seven gardens in New Zealand to achieve this.

· St Clair Salt Water pool opened in the first week of November.

· First meeting of the Mosgiel Aquatic Facility Project Advisory Panel held on 11 December.

· Maintenance of the grass cricket wickets in the southern part of the city have been transferred to an alternative contractor for a short period to ensure high quality facilities are available to the community.

RECOMMENDATIONS

That the Committee:

a) Notes the Parks and Recreation Activity Report for the Quarter ending 31 December 2017.

BACKGROUND

3 The Parks & Recreation activity provides public access to pools, urban green space, sports fields and facilities, recreation and leisure opportunities and a botanic garden of international significance.

DISCUSSION

4 Council manages Moana Pool, Mosgiel Community Pool, Port Chalmers Community Pool, and St Clair Hot Saltwater Pool. The pools support casual swimming, professional swimming coaching, and learn-to-swim programmes.

5 Moana Pool is open year round, with additional services including: crèche, hydro slides, gym, physiotherapy, massage, and a retail shop. Mosgiel Community Pool is open seven months of the year and both Port Chalmers Community Pool and St Clair Hot Saltwater Pool are open for six months of the year. In addition, the Council provides grants for the community pool at Middlemarch, Moana Pool and a number of school pools.

6 The Botanic Garden has 19 themed-garden collections and an aviary and is graded as a Garden of International Significance by the NZ Gardens Trust.

7 Council manages a wide range of open spaces providing parks and recreation facilities, for both organised and casual use including playgrounds, sports fields, cemeteries, parks and walkways. The maintenance of these spaces is contracted out, with Council staff overseeing operations including formal and informal lease/use arrangements, and the development and implementation of policies and plans relating to parks and recreation.

Management of Parks & Recreation Services

Non-financial performance

Sports Facilities Bookings

8 Sports facilities bookings are generally following a similar seasonal pattern shown in previous years. Significant work is underway to improve data capture and booking processes, and this appears to be having an effect in the last quarter.

Aquatic Facilities

9 The increase in Community pool numbers correspond to the opening of these pools in September and October 2017. The hot summer Dunedin has been experiencing to date has contributed to the rise in pool use numbers, as well as the number of recently implemented initiatives such as BBQ and pool parties.

Volunteer Contribution

10 Since the appointment of a volunteer coordinator last year, the DCC has seen a significant rise in the outputs of our volunteer workforce. Formalised reporting of volunteer numbers has been implemented with our various volunteer groups and activities.

Customer Service Requests

11 Customer service requests in the October to December 2017 quarter followed a similar pattern to the same period in 2016. The response rate remains fairly static in the lower 60%’s.

Major Initiatives

New Contracts

12 A three year contract to support the enforcement of the Camping Control Bylaw was signed with Armourguard Ltd in December 2017.

Existing Contracts

13 City Care Ltd’s maintenance contract for the southern part of Dunedin was suspended in part in November for a period of three months. Specifically, the maintenance of the grass cricket wickets on a number of grounds did not meet contract standards and risked reputation damage to the Council if they were not remediated. Subsequently, Delta has undertaken to rehabilitate the grass wickets and maintain them during this period.

Pest Control

14 Predator Free Dunedin applied to a national funding pool for multiyear funding to set up and implement the Predator Free Dunedin project in West Harbour, Otago Peninsula and City Link. Confirmation was received that they had been shortlisted as one of seven projects being considered. The application is one of two South Island projects that have been short listed. The next stage closed on 31 January 2018.

Tracks

15 Upfront Environmental have completed a substantial amount of work to bring tracks on Parks and Recreation land up to NZ Track Standard. The following tracks have been completed: Mt Cargill Walking Track, Flag Staff Track, Logan Park link Track, Bethunes Gully Track and Broad Bay Slip track.

16 The Town Belt Education Coordinator held the inaugural Student Leadership Team workshop and teacher professional development workshop.

17 The Deputy Director General from the Department of Conservation, Dr Kay Booth, met with members of the Strategic Leadership Group to understand the model.

Volunteer Projects

18 Two volunteer projects have been developed in partnership with the Department of Conservation; War on Weeds and Trail Crew.

19 The War on Weeds programme was developed to increase public awareness and training for volunteers to control and eradicate targeted weed species as well as restoration practices. The initial sites identified are; Signal Hill, Goodwood Reserve, Harbour Cone and three Department of Conservation reserves in the Outram area.

20 The Trail Crew Programme was developed to create reliable and rewarding experiences for those walking tracks and to create a volunteer opportunity that provided a chance for people to upskill, socialise and have some great adventures. The programme provides training for volunteers to repair and maintain tracks. Trail Crew will provide maintenance of tracks for Council which are unformed legal roads and not maintained under a DCC parks contract and various Department of Conservation tracks.

21 The intention for both programmes is that the crews can work independently of a DOC or DCC staff member needing to be on site to undertake the work.

Urban Urupa Project

22 The need for an urban Urupa was identified in 2011. Staff have completed an initial scoping exercise to guide the Council’s direction on providing an urban Urupa in Dunedin for urban Maori. Staff conducted a site visit and interviews in Invercargill where an urban Urupa has recently been established.

23 A report will go to the next Maori Participation Working Party, with an initial scope for an Urban Urupa, to seek their guidance and opinion.

Review of Reserve Management Plans

24 A complete review of Council's Reserve Management Plans commenced in December 2017. The purpose of this is to develop a streamlined and succinct version of the current Reserve Management Plans.

25 Staff are concurrently working on categorising all Reserves under NZRA's “park categories and catchment hierarchy”. This will provide analysis of levels of service of reserves in different areas. This will also lay the groundwork for linking key reserves via greenways throughout the city.

Beaches and Reserve Bylaw 2017

26 An audit of the location and information on all current beach and reserve signs was undertaken by staff. This will instruct the development of new signs for the Beaches and Reserves Bylaw implementation.

Regional Lifeguard Service

27 The Regional Lifeguard Service is delivered by Surf Life Saving New Zealand (SLSNZ) on behalf of Council. Council provided funding of $116,000 for SLSNZ to provide a daily lifeguard patrol from 8am to 5pm, Monday to Friday, over the six week school holiday period. The patrols are provided at St Kilda, St Clair, Warrington and Brighton Beach.

Mosgiel Pool

28 The first advisory group meeting between the Trust and Elected members was held in December 2017.

29 Work is underway on changing designation around the site of the new aquatic centre. Engagement with the community and recreational users on this process will occur in the first quarter of 2018.

30 The Trust is working on continuing their fundraising efforts and have noted the community support is building for the project. A fundraising and marketing plan will be completed by the Trust in the first quarter of 2018.

All Weather Sports Turf

31 Football South advised that $3.065 million dollars has been raised for the all-weather turf project at Logan Park. This includes the $1 million committed by Council at the 2016/17 Annual Plan. Parks staff and Football South have been in discussions around the timing of the project, and issues around potential cost increases. These matters have yet to be finalised but may require a further report to Council later this quarter.

Freedom Camping

32 The Freedom Camping season has been busy with both Ocean View and Warrington sides popular. Enforcement action has seen 45 tickets issued in December.

Opening of Community Pools

33 A BBQ was held to celebrate the opening off the St Clair Salt Water Pool during the first weekend of October.

Botanic Garden

34 Confirmation was received that the BG retained its New Zealand Gardens Trust 6-Star assessment. It is only one of seven gardens in New Zealand to achieve this high standard.

35 The Rhododendron Day was held which celebrates Rhododendrons and includes a community market day.

36 A New Kiwi Guardian site was launched in the Botanic Garden. This is a DoC nationwide initiative which is focused on children participation.

37 The Band Rotunda renovation was completed in December 2017 in time for ‘Sunday Sounds’ to be held in the Garden.

38 Plans were put in place to display the Corpse flower in the winter gardens during late January/early February when it became clear the plant was going to flower. At time of writing, more than 15,000 people have viewed the flower.

Renewals

39 The Dunedin Botanic garden – Winter Garden, is out to tender for the refurbishment of this facility. This will involve the refurbishment of all the timber framing, internal metal structures, glass replacement where required and upgrade of the humidity control systems.

Other Projects

40 The Chingford Park stables re-roof is out to tender to replace the roof tiles which are missing and leaking. As this is a heritage building the roof will be replaced like for like maintaining the heritage status.

41 The sports grounds and community facilities booking system upgrade project has commenced and once completed will deliver an increase in process efficiency and customer service for the community.

Capital Projects

Name	Budget	Actual (to date)	Status
Logan Park Artificial Turf	$1,000,000	$0	Resource Consent has been granted
Playground improvement	$165,000	$0	Contract to be awarded
Highland Park Reserve Development	$200,000 (Development contribution)	$89,225	Construction ongoing

Asset Renewals

Name	Budget	Actual (to date)
Sims building and Tahuna Pavilion Asbestos removal	$461,852	$427,532	PARS working with Property services on technical feasibility study for SIMS building
Tahuna Park Pavilion and Grandstand Re-roof	$356,348	$321,718	Complete
Chingford Park Stables re-roof	$310.500	$0	Out to Tender
Botanic Garden (Winter Garden) refurbishment	$368,000	$0	Out to Tender

OPTIONS

42 As this is an update report, there are no options.

NEXT STEPS

43 Areas of focus for the next quarter (1 January–31 March) will be:

· Implementing the Beaches and Reserves Bylaw.

· Report to the next Maori Participation Working Party the initial scope for providing an Urban Urupa to seek their guidance for next steps.

· Implementation of the War on Weeds and Trail Crew volunteer programmes in partnership with the Department of Conservation.

· Development of a whole of site plan for Signal Hill which will incorporate its important recreation value, the need to control pests and future planting.

· A native bird rehabilitation enclosure is proposed for the aviary. This will provide a dedicated space for birds after they have undergone surgery. A permit is currently being applied for.

Signatories

Author:

Grant Redman - Commercial and Projects Manager

Authoriser:

Robert West - Group Manager Parks and Recreation

Sandy Graham - General Manager Strategy and Governance

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

This report 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 parks and recreation activity supports the outcomes of a number of strategies.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

The Parks and Recreation activity promotes the social and environmental interest of the community by providing venues and support for sporting and leisure activity and provides garden and open green space that promotes the environmental and social interests of the community.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The parks and recreation activity is included in the Long Term Plan.

Financial considerations

The updates reported are within existing operating and capital budgets.

Significance

This decision is considered of low significance under the Significance and Engagement Policy.

Engagement – external

As an update report no external engagement has been undertaken.

Engagement - internal

As an update report no external engagement has been undertaken.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Not applicable.

Infrastructure Services and Networks Committee

12 February 2018

Transport Activity Report for the Quarter Ended 31 December 2017

Department: Transport

EXECUTIVE SUMMARY

1 This report updates the Committee on Transport operations, maintenance, and capital works, including contracted out services.

2 Highlights for the quarter include:

a) Physical works to repair the road network following the July rain event are underway. The total spend is expected to exceed $10m with DCC delivering the recovery package in conjunction with NZTA.

b) A preferred tenderer was selected for the Peninsula Connection Project which is a significant milestone for the project. Negotiations are underway with this party.

c) The business case for NZTA cycleway funding was approved ensuring the DCC receives the additional 33% from the urban cycle fund. This work includes improvements a new bridge to cross the Leith and improvements in connections between the harbour and the railway station.

d) Capital renewal and minor improvement project delivery remains on track with over 80% of the 2017/18 capital renewal programme committed.

RECOMMENDATIONS

That the Committee:

a) Notes the Transport Activity Report for the Quarter ended 31 December 2017.

BACKGROUND

3 The Transport activity provides the planning, construction, maintenance, and upgrading of the transport network. The network includes:

· Roads

· Cycle ways

· Footpaths

· Bridges and retaining walls

· Street lighting

· Traffic signals

· Road marking.

4 The New Zealand Transport Agency (NZTA), the national road funding authority, provides a financial assistance subsidy for works that meet agreed criteria via the National Land Transport Programme.

DISCUSSION

Contract Management

5 The Transport Maintenance Contract was tendered in early 2016 and awarded to Downer on 1 July 2016 for three years valued at $45 million.

6 During the first year of the contract staff have worked with Downer in developing a relevant, measurable, and robust performance framework focusing on key areas as follows:

a) Service Delivery - Adherence to programme, specification, and budget

b) Value for Money – Delivering services efficiently

c) Customer Service – Improved customer experience across all aspects of the contract

d) Safety – Strict adherence to health and safety requirements and pro-active management of health and safety issues.

Service Delivery

7 Performance is measured by network audit outcomes, adherence to programme delivery, and compliance with asset data and reporting requirements.

8 The results in this area have been acceptable. The work required throughout, and following, the July rain event continues to put pressure on contracting resources and the contractor's ability to meet "business as usual" programmed works.

9 2,283 mud tanks have been cleaned this financial year to 31 December 2017. Random mud tank audits are conducted each month focusing on vulnerable areas of the network.

10 87% of mud tanks audited met contract specification requirements, versus the target of 95%. This indicates an increased volume of inspections and subsequent cleans is required to maintain these assets to target specification levels.

11 The number of mud tanks forecast to be cleaned in the financial year is less than last year due to there being only one truck on the network. Following the full clean of all tanks last year it is expected that the allocated resource will be sufficient to maintain the mud tank network to a high standard.

12 There remains a high level of confidence that the mud tank network is being maintained to a high standard and will perform as expected during a rain event. This is largely due to the high degree of managerial oversight through a robust auditing regime that provides timely visibility of performance issues that are resolved as soon as possible.

Value for Money

13 Performance is measured by inspection audits for work completed and the quality of claims.

14 The quality of completed works will continue to be monitored to ensure compliance with contract specifications. Payment is withheld for any works that do not meet the required standards. Of the audited jobs presented in the December 2017 claim 12% were identified as not obtaining the appropriate specification and payment was withheld.

15 Robust contract monitoring processes are in place to ensure payment is only being made when the work is completed to an acceptable standard and the appropriate claim has been submitted to DCC. This remains the most effective method of ensuring required specifications are understood and consistently delivered.

Customer Service

16 Performance is measured by Customer Service Agency (CSA) response times and monitoring back log requests.

17 Performance in the area has been very good with 98% of CSA requests programmed or completed on time in December, versus the targeted 95%. The largest volume of service requests in the quarter have pertained to environmental clean-ups and illegal dumping.

18 Increases in illegal dumping requests coincided with the end of the university year. Transport staff are working with Waste and Environmental Solutions staff to better prepare for this in future years.

Safety

19 Performance is measured through Traffic Management Planning (TMP) audits, Health and Safety audit results, and valid complaints from the community.

20 Results in this area have seen acceptable performance in December and very good performance in October and November.

21 Of the 20 TMP audits undertaken in the month, one non-conformance site was identified by DCC staff. This was on Riccarton Road where traffic was being diverted onto state highway without appropriate NZTA approval which the contractor rectified immediately.

22 Council has engaged the services of an independent Health and Safety adviser who is undertaking monthly health and safety site inspections. These are conducted in collaboration with Council and Downer staff.

23 The process of health and safety auditing is also designed to be a collective learning experience for the operational staff involved by raising awareness and knowledge of potential health and safety risks and appropriate process to mitigate.

24 The health and safety audit resulted in a score to the contractor of 80% with two issues identified.

a) On one site inspected there was no evidence of site inductions

b) The use of an out of date TMP handbook.

25 It is expected that the contractor will address these issues within one month.

Major initiatives

26 Peninsula Connection Safety Improvement Project – Following assessment of the tenders received a preferred contractor was selected for the project. Negotiations are required to achieve a contract value in line with existing Council budgets.

27 Subject to successful negotiations work is expected to start in the final quarter of 2017/18. This is a delay to the anticipated start date by approximately 6 months.

28 The order of construction for the project has been confirmed with work commencing at the city end of the route, due to higher volumes of traffic increasing safety benefits in these sections. Once work is underway a decision will be made about the possibility of multiple sites operating to complete other parts of the project simultaneously.

29 Urban Cycleway Programme – The NZTA business case has been approved for the Urban Cycleway programme. This programme includes a number of routes to provide better connections around the harbour and from the harbour to the city.

30 A contract for the construction of a new bridge over the Leith has been let to Edifice Contracts Ltd. Construction of the bridge is expected to be complete by 30 June 2018 at a cost of $1.1m. A drawing showing the bridge design is included as Attachment A.

31 A contract for the construction of the connections from the harbour to the railway station, and improvements to the existing shared path on Portsmouth Drive is currently out for tender and a contract is expected to be let in March. Work is expected to commence in March/April subject to the appropriate Kiwirail approvals being received.

32 Following further design work and consideration of other upcoming projects it has been decided to remove both the Albany Street and Hanover Street State highway connectors from the current cycleway package. These routes will be picked up during the design work for the Tertiary and Central City areas respectively. Design work on the connectors at Duke and Howe Streets will continue with a final decision on their construction to be made in consultation with NZTA.

33 Capital Renewals 2017/18 – The 2017/18 capital renewal programme has recently commenced. This year 70km of road will be resealed, 4km of footpaths and 4km of kerbing will be renewed. In addition a package of bridge renewals will be completed. The total budget for renewals is $12m. Approximately 80% of this renewal work has now been awarded.

34 LED Street Light Installation – Strategic Lighting Partners Ltd have been engaged to produce the business case for the LED renewal. Submission of the business case has been delayed and it is now expected to be submitted to NZTA in February.

35 Staff are engaging a project manager to oversee the project through to completion. Procurement of the luminaires, central management system and installation contract is expected to be completed by May 2018. The installation will commence as soon as possible after this.

36 July 2017 Flood Remediation – Physical work is underway at a number of sites around Dunedin. There are a number of contractors involved in the remedial works. The project is being run in collaboration with NZTA who are completing their repairs to the state highway. Repairs include both large slip sites such as the Southern Cemetery, and minor road maintenance issues such as blocked culverts.

37 The total cost of remedial work for the flood event is expected to be between $10m and $12m excluding costs associated with the replacement of the Mt Ross Bridge. NZTA cover approximately 70% of the repair costs.

38 Options for a replacement of the Mt Ross Bridge are currently being developed and a report will come to Council at a future date. All salvageable materials from the failed bridge have been retained and are available for use in a future project.

39 Minor improvement projects – A number of improvement projects were completed in the second quarter including:

· The installation of a roundabout and amenity improvements at St Clair

· Safety barrier installation on the Otago Peninsula

· Installation of speed calming measures in the tertiary precinct

· The installation of signs to improve safety information on Baldwin Street

40 Additional safety projects to be completed in the 2017/18 year include:

· Town belt traverse pedestrian safety improvements

· Installation of a package of roundabouts at the Green Island / Fairfield motorway interchange in conjunction with NZTA

· Footpath improvements in Brighton

· Additional school safety work including improvements relating to Central City Schools cluster

41 It is anticipated that by 30 June 2018 DCC will achieve a 100% spend of minor improvement funding allocated in the 15/16 – 17/18 National Land Transport Plan.

OPTIONS

42 As an update report there are no options.

NEXT STEPS

43 Areas of focus for the next quarter will be:

· Address the backlog of maintenance and renewal works associated with the July rain event.

· Commencing physical works on the Peninsula Connection project.

· Complete the DCC Transport Asset Management Plan to support NZTA's next three year funding round.

· Complete the 2017/18 renewals and minor improvement programme

· Commence procurement for the 2018/19 capital renewal programme

Signatories

Author:

Merrin McCrory - Asset and Commercial Manager, Transport

Authoriser:

Stacey Hitchcock - Business Administrator Transport

Richard Saunders - Group Manager Transport

Leanne Mash - General Manager Infrastructure and Networks (Acting)

Attachments

	Title	Page
a	Water of Leith Bridge	40

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report 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 Integrated Transport Strategy supports the outcomes of a number of strategies.

Māori Impact Statement

No known impacts.

Sustainability

The Integrated Transport Strategy supports sustainable outcomes.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The Integrated Transport Strategy is included in the long term plan.

Financial considerations

No financial implications.

Significance

This is considered to be of low significance in terms of the Council’s Significance and Engagement Policy.

Engagement – external

No external engagement.

Engagement - internal

No internal engagement.

Risks: Legal / Health and Safety etc.

No risks.

Conflict of Interest

No conflict of interest.

Community Boards

Not applicable.

Infrastructure Services and Networks Committee

12 February 2018

Waste and Environmental Solutions Activity Report for the Quarter Ending 31 December 2017

Department: Water and Waste and Waste and Environmental Solutions

EXECUTIVE SUMMARY

1 This report updates the Committee on Waste and Environmental Solutions operations, maintenance and capital works, including contracted out services.

2 Highlights for the quarter include:

· Waste Management have been running the Green Island Landfill since 1 July 2017. They have focused on making Health and Safety improvements during the start of the contract.

· The vacant Waste Minimisation Officer position has been filled by Leigh McKenzie. The Waste and Environmental Solutions Team will be fully staffed from January 2018.

· The Special Hazardous Waste review at Green Island landfill has been completed. The Landfill Engineer has taken over the responsibility of considering special and hazardous waste applications. Testing of liquid waste has commenced to confirm the unknown nature of some of the incoming loads.

· The kerbside recycling bin checking pilot programme resulted in a 3% drop in average contamination rates from 11% to 8%. Based on this success the pilot will be developed into an ongoing monitoring and education programme.

· The Waste Assessment is underway. This will inform the review of the Waste Management and Minimisation Plan under the Waste Minimisation Act, 2008.

· A waste audit was conducted in the Civic Centre during November. The data will be used to develop recommendations for further waste diversion opportunities from waste generated by staff.

· The Vogel Street and Moray Place Recycling Facilities continue to be well supported by local residents.

· The Waste and Environmental Solutions team has completed a review of the team structure, roles and responsibilities. Staff consultation on minor changes will commence in February 2018.

RECOMMENDATIONS

That the Committee:

a) Notes the Waste and Environmental Solutions Activity Report for the Quarter ended 31 December 2017.

BACKGROUND

3 The Waste and Environmental Solutions activity provides for effective collection, resource recovery and residual disposal in a way that protects public health, and minimises impact on the environment.

4 The Waste and Environmental Solutions activity includes:

· Kerbside collection of waste and recycling for most urban and city residents and small businesses.

· Disposal Facilities (landfill and transfer station) for waste and Resource Recovery Centre (recycling and reuse store) are provided for at Councils Green Island site. The Waikouaiti site has both a transfer station for waste disposal and recycling facilities. Middlemarch has a transfer station and a hosted community recycling drop off centre. Waste collected at the community transfer stations is then transferred to Green Island Landfill for landfill disposal. All recycling is sent to the Material Recovery Centre for sorting and transportation to recycling markets.

· Public place recycling infrastructure and servicing is provided on the streets in the CBD and several satellite locations in the district.

· Monitoring the state of the Council’s one active and five closed landfills in accordance with the conditions of consents.

· Education programmes promoting “rethinking, reducing, reusing and recycling”, cleaner production and sustainable business practice.

DISCUSSION

Management of Waste and Environmental Solutions services

5 Kerbside collection services (refuse and recyclables) are carried out by Enviroway Ltd in urban Dunedin. Kerbside collection services in Middlemarch are carried out by a sub-contractor to Enviroway Ltd.

6 The management and operation of the Green Island landfill is carried out by Waste Management Ltd. The transfer stations and resource recovery centres at Waikouaiti and Middlemarch are managed by Waste Management Ltd.

7 The monitoring and reporting for Councils one active and five closed landfills is carried out by GHD Ltd.

8 The collection of illegally dumped rubbish, empting of street litter bins, including recycling bins and refuse and recycling collection services in the CBD, are contracted to McCallum Street Sweeping Services Ltd.

Non-financial performance

Service

9 Number of complaints regarding missed collections after 4pm

10 October to December saw more complaints regarding missed collections compared to the same time in the previous year.

11 In October the increase in complaints was partially due to repeat complaints for the same missed collection, as well as staffing issues with EnviroWaste.

12 In November there were 11 complaints reported on one day where the Contractor had experienced a truck break-down and was still out collecting up until 7pm. However, customers had already reported that their bin had been missed.

13 In December the overall missed collections reported were down from the previous month but still up on the previous year. There was an improvement in the number of missed bags but the number of missed yellow lidded recycling bins was still high. Some of the missed collections were due to the change in collection dates around Christmas Day.

14 This measure is being reviewed as it is dependent on the time the customer reports a missed collection. Customers can become accustomed to a regular time of day when their bags/bins are collected and may call in a missed collection earlier than 4.00pm.

Value and Efficiency

15 Total waste collected and diverted.

16 Overall diverted material and contamination rates were similar to last year. There has been a small drop off in aluminium cans and cardboard and a slight increase in plastics, steel cans and glass. Contamination rates have improved from 11% to 8% on average.

Major initiatives

17 Waste Services Contracts – The Green Island Landfill and Transfer Station Management – Waste Management Ltd has brought in technical staff to review site health and safety, future landfill development and gas field management. Their industry expertise informs site development and identifies opportunities to increase operational efficiencies.

18 Waste Management Ltd has had a significant focus on improving the Health and Safety of the site. This has included improvement to the transfer station drop off (yet to be completed), improving the storage and management of chemical wastes, and changing the management of difficult to handle wastes.

19 The landfill gas collection system has been identified as a priority area for improvement and progress has been made towards enhancing performance. These initial improvements have resulted in a 50% increase in the quantity of gas being collected for beneficial use by the Green Island Wastewater Treatment Plant. A substantial amount of work has been carried out towards getting the landfill gas flare repaired and re-certified. This work is on-going.

20 Rural Transfer Stations and Rural Skip Days - Contract 7642 was awarded to Waste Management New Zealand Limited on 18 December 2017 and covers the 2017-18 and 2018-19 financial year(s) with an expected completion date (including one year right of renewal) of 30 June 2019.

21 This timeframe allows for further investigation of a collaborative contractor/community site operations model, which may be tendered with the next kerbside collection waste and recycling service contract.

22 The Waikouaiti Transfer Station and Resource Recovery Centre - Waste Management Ltd has successfully transitioned into operating the Waikouaiti and Middlemarch Transfer stations. The immediate priorities are to improve safety and operational efficiency, with initial improvements completed in the layout of the recycling area and laying a concrete pad for the transfer bins.

23 Active and Closed Landfill monitoring - The Environmental Monitoring and Reporting Contract was awarded to GHD. The first round of environmental monitoring has taken place with no breaches of consent conditions identified.

24 Special Hazardous Waste – The handling of special hazardous waste acceptance was previously undertaken by Delta. This function is now handled by staff and an independent review has been undertaken by MWH.

25 The review has provided a framework for improvement and staff are reviewing the scope for implementation. A significant amount of time and effort has already been spent advising consultants/developers/businesses and landowners about the landfill acceptance criteria and testing requirements.

26 Staff intend to work with Waste Management Ltd to improve the application process and operational management of special and hazardous wastes to landfill.

27 City Recycling Facilities – The Moray Place Recycling facility continues to be well supported by the community with a significant quantity of clean recyclables being collected from the site.

28 The recently completed Vogel Street Recycling Facility has been well supported by the community with a significant quantity of clean recyclables being collected from the site. A flyer advising residents and small businesses of the new recycling facility and how to use it was circulated in and around the Vogel Street area to promote the facility. Carrier bags for recyclables made from fully recovered materials were distributed in the area during the week commencing 9^th October and made available for collection from the Civic Centre Customer Services Agency.

29 City Cardboard Collection Kerbside –The City Custodian checks the CBD twice a week on the day following collection to ensure the streets are free from cardboard and to talk to business operators about the presentation of cardboard at kerbside. The Contract Coordinator oversees this process and where necessary intervenes if an issue has been identified in order to find an appropriate resolution. Staff have received positive feedback on how much tidier the city pavements have been since the changes to cardboard collection were introduced in May 2017.

30 City Cardboard Collection Back of House – As with kerbside there has been some tweaking of the back of house cardboard collection service with a couple of sites that faced challenges and new sites established.

31 In some areas the bins have been filling up quickly and a second collection bin needed to be supplied. In a couple of cases there has been overuse by one business which has displaced capacity for collection for other users of the facility. These issues have only occurred in a small number of locations and in most instances have been resolved. Staff have also received positive feedback from customers and the contractor about the back of house cardboard collection service.

32 Kerbside Recycling Bin Inspections - The twelve week pilot programme aimed at reducing mixed recycling bin contamination rates and minimising hazardous materials being deposited in recycling bins was completed on Friday 6th October. The programme gained good local media coverage in addition to significant social media activity and was backed up with a broad marketing campaign.

33 During the twelve week pilot programme 1185 bins were inspected once, 1023 bins were inspected twice, and 709 bins were inspected 3 times. Contaminated bins were tagged and education material was provided to the property.

34 Bins that were inspected twice displayed a 16% decrease in contamination, and bins inspected three times displayed a 25% decrease in contamination. This has resulted in a 3% drop in the overall contamination rate for kerbside recycling from 11% to 8%, and assisted with DCC receiving a rebate $18,315 for recyclable material in November.

35 Based on this success it is intended to develop an ongoing programme of biannual inspections in order to further decrease the contamination rate, minimise hazardous waste, reduce the quantity of recyclable material going to landfill, and increase the quality and quantity of recyclable material recovered for reuse.

36 Waste Minimisation Events – The Education and Promotions Officer conducted several landfill tours, provided talks on recycling and waste minimisation to special interest groups, and attended public events providing information on Council services. An open evening was held at the Green Island landfill for residents who live on the boundary of the facility. The EPO co-ordinated Intern staff to conduct the Civic Centre waste audit in November, and a waste free parenting workshop was also held in November.

37 E-waste Recycling – Negotiations with Cargill Enterprises are underway to potentially introduce a household battery recycling collection option at Green Island landfill.

38 The City Custodian has been following up on non-compliant refuse bags and mixed recycling bins and speaking to people at home about the correct use of bags and bins. Follow up of areas with non-compliance are made the following fortnight. The City Custodian is guided by the Contracts Co-ordinator to check also on any non-compliant bags or bins that are reported by the Kerbside Collections Contractor.

39 Illegal dumping hot spot areas are checked regularly as are DCC litter bins and the general tidiness of Dunedin streets in addition to other checks on DCC infrastructure e.g. bus shelters, parks bins, water network/reticulation. Any tagging or overfull bins or leaking tobies/hydrants etc. are reported back through DCC Customer Services Agency for distribution to appropriate Council departments or contractors to action.

40 Organics and Waste Reduction – A collaborative social media campaign promoting Good Food Dunedin, Love Food Hate Waste and Keep Dunedin Beautiful was launched in October and ran up until the Christmas break. This campaign promoted twelve ways to reduce household waste over the Christmas period.

41 A consultancy review of organic waste commenced in October 2017. The brief was to investigate the various options for organic waste minimisation and recovery; garden waste, food, commercial sludge and biosolids, and compostable packaging products. The report was to cover collection systems, kerbside and drop-off, technology and processing facilities, and the market opportunities for the organic product produced. The final report will be received by staff early in the New Year and will be used to inform decisions about the future management and diversion of various organic wastes.

42 Infringement Policy – a working group has been established to progress a fit for purpose Litter Infringement Policy (inclusive of illegal dumping) along with a schedule of fees and charges for adoption by Council in May 2018. The Litter Infringement Policy will;

· meet the requirements of the Litter Act 1979 and Local Government Act 2002

· enable Warranted Litter Control Officers to serve infringement notices for non-compliance, littering and illegal dumping based on positive identification of the offender and to potentially seek clean-up costs

· provide a level of co-ordination and transparency across Infrastructure and Networks teams that deal with matters related to non-compliance, littering and illegal dumping i.e. hot spots, frequency of events, repeat offenders, and total associated costs to Council.

Capital projects

Name	Budget Full Year	Actual YTD
Green Island Landfill Gas Collection	$0.00
Green Island Landfill Improvements to Final Cap	$100,000.00
Green Island Landfill Leachate Collection System	$209,700.00
Green Island Portacom Purchase	$0.00	$22,000.00
Recycling Wheelie Bins	$0.00	$300.00
Waikouaiti Transfer Station	$90,000.00
Waikouaiti Final Capping	$50,000.00
City Recycling Facilities	$0.00	$4,722.00
Green Island Landfill Renewals	$325,600.00	$33,640.00
Litter Bin Renewals	$24,700.00	$4,927.00

43 There have been three unplanned capital spends in this financial year. These are:

a) The purchase of a Portacom from Delta Ltd, which is the office at the Green Island Landfill.

b) The purchase of additional yellow-lidded mixed recycling and blue glass bins, as the stock had been depleted.

c) Final costs associated with completion of the Vogel Street recycling facility.

OPTIONS

44 As this is an update report, there are no options.

NEXT STEPS

45 Areas of focus for the next quarter will be:

· Student education during orientation week regarding kerbside collection and waste minimisation. A welcome pack has been prepared for delivery to residential properties in the campus area containing information on kerbside collection dates and services, Keep Dunedin Beautiful activities, and one free DCC rubbish bag.

· Partnering with Cargill Enterprises to promote e-waste and household recycling services and support for social enterprise in Dunedin. A launch date will be notified once negotiations have been concluded.

· Final capping of the Waikouaiti landfill, plus planning for the second stage improvements to the Waikouaiti Transfer Station, Resource Recovery Centre and Closed Landfill in collaboration with the local community. A Working Group will work alongside the team during the second stage of development.

· Four new recycling facilities for residents in the Central Business District are proposed. Two for the year 2018/19, and a further two for the year 2019/20. A similar process for the first two trial facilities will be followed.

· Planning for another Love Food Hate Waste workshop is underway. The workshop will be held in DCC Community Halls and will concentrate on preserving food in collaboration with the Good Food Dunedin network.

· Over the next 6 months 3 additional wells will be added to the Green Island landfill gas collection system and a more detailed programme for bringing additional gas wells on line is under development.

· Completion of the Waste Assessment in preparation for the review of the Waste Management and Minimisation Plan under the Waste Minimisation Act, 2008.

· Commencement of biannual kerbside recycling bin inspection programme in April 2018.

Signatories

Author:

Catherine Irvine - Solid Waste Manager

Chris Henderson - Group Manager Waste and Environmental Solutions

Leigh McKenzie - Waste Minimisation Officer, Waste and Environmental Solutions

Authoriser:

Chris Henderson - Group Manager Waste and Environmental Solutions

Leanne Mash - General Manager Infrastructure and Networks (Acting)

Attachments

There are no attachments for this report. SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision relates to providing local infrastructure that 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 Waste and Environmental Solutions activity supports the outcomes of a number of strategies.

Māori Impact Statement

There are no known impacts for tangata whenua.

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.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The Waste and Environmental Solutions activity is included in the Long Term Plan.

Financial considerations

The updates reported are within existing operating and capital budgets.

Significance

This decision is considered of low significance under the Significance and Engagement Policy.

Engagement – external

As an update report no external engagement has been undertaken.

Engagement - internal

As an update report no internal engagement has been undertaken.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no identified conflicts of interest.

Community Boards

Not applicable.

Infrastructure Services and Networks Committee

12 February 2018

Proposed review of the Trade Waste Bylaw 2008

Department: 3 Waters

EXECUTIVE SUMMARY

1 The Trade Waste Bylaw was reviewed and adopted on 30 June 2008. The Local Government Act 2002 (LGA) requires a bylaw be reviewed no later than 10 yearly. Following the review the Council must decide whether to amend, revoke, replace or retain the Bylaw. If the Trade Waste Bylaw 2008 is not reviewed it will be revoked on 30 June 2020.

2 The Trade Waste Bylaw has been critical in managing trade discharges to the wastewater system, in order to protect the system, workers and the environment. A review will ensure any bylaw remains fit for purpose, and is the most appropriate means to address the issue.

RECOMMENDATIONS

That the Committee:

a) Approves commencement of the review of the Trade Waste Bylaw 2008, under sections 159 and 160 of the Local Government Act 2002.

BACKGROUND

3 The public wastewater system serves over 40,000 properties, and comprises around 870 km of pipeline, 81 pumping stations and seven wastewater treatment plants. It is important that the Council retain control over effluents discharged into the wastewater system to:

a) Protect the health and safety of workers;

b) Protect the system from damage;

c) Protect the environment from contaminants;

d) Assist production of biosolids of an acceptable quality;

e) Assist the Council to comply with its resource consent conditions for discharge to the environment;

f) Allow for allocation of the capacity of the wastewater system; and

g) Encourage waste minimisation and a reduction in contaminants.

4 Sections 146 and 148 of the LGA expressly provide for a trade waste bylaw. The Trade Waste Bylaw 2008 allows control of all discharge from trade premises into the wastewater system. It provides a clear set of requirements for customers and has resulted in good customer understanding of the Council’s requirements, so effluent is efficiently conveyed to the treatment plants, and effectively treated. The Bylaw also provides very general control of all discharges into the stormwater network.

5 Bylaws are made under the LGA. An initial review is required after 5 years, then subsequently 10 yearly. Following a review, a bylaw may be amended, revoked, replaced or retained. If a bylaw is not reviewed, it is automatically revoked two years from the date the review was due.

DISCUSSION

6 A review is a legal requirement and provides the opportunity to consider whether the Council’s current approach remains the most appropriate means to address those issues.

7 The matters that are proposed to be in the scope of the review include:

a) Control of all discharges from trade and industrial premises to the wastewater network, including those from significant industry, food preparation premises, vehicle wash pads, service station forecourts and tankered wastes.

b) Permitted contaminant limits.

c) The trade waste registration and consenting regime.

d) Discharge sampling and monitoring programmes.

e) How breaches of the bylaw are addressed.

f) Fees and charges for trade waste discharges.

g) Management of discharges to the stormwater network.

OPTIONS

8 The Council may choose to review the Trade Waste Bylaw 2008, or not to review the Trade Waste Bylaw 2008.

Option One – Review the Trade Waste Bylaw 2008

9 Initiate review of the Trade Waste Bylaw 2008, prior to 30 June 2018.

Advantages

· The advantages, disadvantages, risks, costs and benefits of having a bylaw to regulate trade waste can be fully considered.

· Following that review, a decision to amend, revoke, or revoke and replace the Trade Waste Bylaw 2008 can be made.

Disadvantages

· Staff resources are required.

Option Two – Do not review the Trade Waste Bylaw 2008

10 Do not initiate a review of the Trade Waste Bylaw 2008.

Advantages

· No staff resources are required.

Disadvantages

· The Trade Waste Bylaw 2008 will be automatically revoked on 30 June 2020.

· The Council will have no control over discharges of trade waste to the wastewater system, putting the system, workers and the environment at risk.

· Trade waste charges, as set in the Annual Plan and totalling an estimated $250,000 per annum, will be unable to be collected.

NEXT STEPS

11 If option 1 is approved, the 3 Waters Group will review the Trade Waste Bylaw. This will include consideration of the perceived issue(s), any new issues that have arisen since 2008, the adequacy of current provisions, and whether a bylaw is the most appropriate means of addressing the issues. Public engagement is intended to commence in the early stages of the review. This will include the development of a discussion paper.

12 The Council will need to use the special consultative procedure and the statement of proposal prepared for consultation will come back to Council for approval. Following consultation, the Council will then be asked to decide whether to amend, revoke, replace or retain the Trade Waste Bylaw 2008.

13 If a decision to proceed with an amended or replacement Trade Waste Bylaw is made, the special consultative procedure must be followed.

Signatories

Author:

Karen Sannazzaro - Commercial and Regulatory Manager (Acting)

Authoriser:

Tom Dyer - Group Manager 3 Waters

Leanne Mash - General Manager Infrastructure and Networks (Acting)

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision relates to providing both a regulatory function and infrastructure, and review of the Trade Waste Bylaw 2008 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	☒	☐	☐

Initiating review of the Trade Waste Bylaw 2008 is likely to positively contribute to the Economic Development, Environment, 3 Waters and Long-Term Infrastructure Strategies.

Māori Impact Statement

There are no known impacts for tangata whenua, but these can be explored further during the engagement and consultation process.

Sustainability

Initiating review of the Trade Waste Bylaw 2008 is likely to have a positive impact on sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Initiating review of the Trade Waste Bylaw 2008 is not anticipated to have any implications on the LTP, Annual Plan, Financial Strategy or Infrastructure Strategy.

Financial considerations

Initiating review of the Trade Waste Bylaw 2008 is not anticipated to have financial implications that have not been budgeted for.

Significance

This decision to initiate review of the Trade Waste Bylaw 2008 is considered medium in terms of the Council’s Significance and Engagement Policy.

Engagement – external

There has been no external engagement regarding initiating review of the Trade Waste Bylaw 2008.

Engagement - internal

There has been no internal engagement regarding initiating review of the Trade Waste Bylaw 2008.

Risks: Legal / Health and Safety etc.

There are no identified risks regarding initiating review of the Trade Waste Bylaw 2008.

Conflict of Interest

There are no identified conflicts of interest regarding initiating review of the Trade Waste Bylaw 2008.

Community Boards

There are no identified conflicts of interest regarding initiating review of the Trade Waste Bylaw 2008.

Infrastructure Services and Networks Committee

12 February 2018

Proposed review of the Water Bylaw 2011

Department: 3 Waters

EXECUTIVE SUMMARY

1 The Water Bylaw was reviewed and adopted on 1 April 2011. The Local Government Act 2002 (LGA) requires a bylaw be reviewed no later than 10 yearly. Following the review the Council must decide whether to amend, revoke, retain or replace a Bylaw. If the Water Bylaw is not reviewed, the LGA provides that it is revoked automatically on 1 April 2023.

2 Uncertainties in the current Water Bylaw, a changing regulatory environment and changing community expectations mean commencing an early review of the Bylaw would be beneficial.

RECOMMENDATIONS

That the Committee:

a) Approves commencement of the review of the Water Bylaw 2011 under sections 159 and 160 of the Local Government Act 2002.

BACKGROUND

3 The water supply system serves over 47,000 properties, and comprises around 210 km² of catchment area, 1355 km of pipeline, 29 pumping stations and 6 water treatment plants. It is important that the Council retain control over the water supply system to:

a) Protect, promote and maintain public health and safety;

b) Protect the system from contamination and against damage, misuse or interference;

c) Enable efficient and effective management of the water supply to meet specified levels of service, and to service areas where growth is anticipated;

d) Clearly define customer and Council responsibilities;

e) Protect against water wastage; and

f) Outline offences, and remedial and enforcement actions.

4 Section 146 of the LGA expressly provides for a water supply bylaw to protect and manage the water supply system. The Water Bylaw 2011 has been critical in managing the water supply system, from the source catchments to the customer connection. It also assists the Council in meeting its obligations to provide a safe drinking water supply under the Health (Drinking Water Amendment) Act 2007.

5 Bylaws are made under the LGA. An initial review is required after 5 years, then subsequently 10 yearly. Following review, a bylaw may be amended, revoked, retained or replaced. If the bylaw is not reviewed, it is automatically revoked two years from the date the review was due.

DISCUSSION

6 A review of the Water Supply Bylaw is proposed because certain water supply matters are not well addressed by the Bylaw, the outcomes of the Havelock North Drinking Water Inquiry require consideration. There are also indications that community expectations around water supply have changed. A review will enable all of those matters to be to be considered and allow for any adjustments to be made, thereby ensuring any bylaw remains fit for purpose.

7 The matters that are proposed to be in the scope of the review include:

a) Identification of areas to which water is supplied.

b) Protection and control of water supply catchment areas, the water supply network (for both on-demand and restricted supply schemes) and management of customer connections to the network.

c) Consideration of who is the 'customer' (for charging and enforcement purposes).

d) The boundary of Council / customer responsibility, and in particular how water is supplied to rear-lot multiunit developments.

e) Management of restricted water schemes.

f) Management of boundary backflow protection.

g) How to address existing 'irregular' water connections (those historically made without the correct authorisation or configuration).

h) How breaches of the bylaw are addressed.

i) Fees and charges for the supply of water, excluding the Council's current policy that water meters will not be introduced for domestic customers.

8 It is proposed that the use of water meters on domestic connections is not included in the review. Therefore the status quo of supplying water for domestic use subject to the uniform annual rates charge will remain.

OPTIONS

9 The Council may choose to review the Water Bylaw 2011, or not to review the Water Bylaw 2011.

Option One – Review the Water Bylaw 201110 Initiate review of the Water Bylaw 2011.

Advantages

· The advantages, disadvantages, risks, costs and benefits of having a bylaw to regulate the water supply system can be fully considered.

· Following that review, a decision to amend, revoke, replace or retain the Water Bylaw 2011 can be made.

Disadvantages

· Staff resources are required.

Option Two – Do not review the Water Bylaw 2011

11 Do not initiate a review of the Water Bylaw 2011.

Advantages

· No staff resources are required.

Disadvantages

· The Water Bylaw 2011 will automatically be revoked on 1 April 2023.

· The Council will need to rely on the provisions of the LGA and Health (Drinking Water Amendment) Act 2007 to manage and protect the water supply system. This reduces certainty to both the Council and the customer, and could put the safety of the water supply system at risk. It also may mean enforcement action cannot occur as promptly as when a bylaw is in place.

NEXT STEPS

12 If option 1 is approved, the 3 Waters Group will review the Water Bylaw 2011. This will include consideration of the perceived issue(s), any new issues that have arisen since 2011, the adequacy of current provisions, and whether a bylaw is the most appropriate means of addressing the issues. Public engagement is intended to commence in the early stages of the review. This will include development of a discussion paper.

13 The Council will need to use the special consultative procedure and the statement of proposal prepared for consultation will come back to Council for approval. Following consultation, the Council will then be asked to decide whether to amend, revoke, replace or retain the Water Bylaw 2011.

14 If a decision to proceed with an amended or replacement Water Bylaw is made, the special consultative procedure must be followed.

Signatories

Author:

Karen Sannazzaro - Commercial and Regulatory Manager (Acting)

Authoriser:

Tom Dyer - Group Manager 3 Waters

Leanne Mash - General Manager Infrastructure and Networks (Acting)

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision relates to providing both a regulatory function and infrastructure, and a review of the Water Bylaw 2011 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	☒	☐	☐

Initiating review of the Water Bylaw 2011 is likely to positively contribute to the Economic Development, Environment, 3 Waters and Long-Term Infrastructure Strategies, and Spatial Plan.

Māori Impact Statement

There are no known impacts for tangata whenua, but there will be an opportunity for Runanga to comment as part of the discussion paper and the special consultative procedure.

Sustainability

Initiating review of the Water Bylaw 2011 is likely to have a positive impact on sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Initiating review of the Water Bylaw 2011 is not anticipated to have any implications on the LTP, Annual Plan, Financial Strategy or Infrastructure Strategy.

Financial considerations

Initiating review of the Water Bylaw 2011 is not anticipated to have financial implications that have not been budgeted for.

Significance

This decision to initiate review of the Water Bylaw 2011 is considered medium in terms of the Council's Significance and Engagement Policy.

Engagement – external

There has been no external engagement regarding initiating review of the Water Bylaw 2011.

Engagement – internal

There has been no internal engagement regarding initiating review of the Water Bylaw 2011.

Risks: Legal / Health and Safety etc.

There are no identified risks regarding initiating review of the Water Bylaw 2011. The report recommends following the legal procedure for reviewing a bylaw in the Local Government Act 2002.

Conflict of Interest

There are no identified conflicts of interest regarding initiating review of the Water Bylaw 2011.

Community Boards

There are no identified conflicts of interest regarding initiating review of the Water Bylaw 2011.

Infrastructure Services and Networks Committee

12 February 2018

Water Contamination Event Report - August 2017

Department: Water and Waste

EXECUTIVE SUMMARY

1 The attached incident report summarises the findings of an internal investigation into the causes of the water contamination event that resulted in a boil water notice imposed on a large portion of Dunedin’s centre city for a three-day period in August 2017.

2 The report:

a) documents events that occurred in the immediate lead-up to the contamination event,

b) documents the event response and recovery process,

c) summarises the findings of an internal investigation in the causes of the event, and,

d) gives an overview of the improvement actions programmed for completion to ensure a similar event does not occur again.

3 A detailed improvement programme is currently being developed. The programme, when fully implemented, should reduce the likelihood of a similar event in the Dunedin City Council’s water supply systems. The programme also includes measures that will improve 3 Waters ability to response to events in future. The confirmed improvement programme will be appended to the in the 3 Waters Activity Report for the quarter ending 31 March 2018.

RECOMMENDATIONS

That the Infrastructure Services and Networks Committee:

a) Notes the attached Water Contamination Event report.

Signatories

Author:

Sarah Stewart - Asset Planner

Authoriser:

Tom Dyer - Group Manager 3 Waters

Leanne Mash - General Manager Infrastructure and Networks (Acting)

Attachments

	Title	Page
a	Water Contamination Event Report - August 2017	64

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision/report/proposal relates to providing local infrastructure and it is considered good-quality and cost-effective, by documenting the outcome of an investigation into the water contamination event on 14 August 2017 and identifying the improvements programmed to ensure a similar event does not occur in future.

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	☐	☐	☒

This report contributes to the Council’s strategic priorities and plans by identifying the key causes of the water contamination event and identifying improvements to ensure a similar event does not occur in future. This report directly contributes to key strategic priorities in the 3 Waters Strategy to deliver good quality drinking water. The report also contributes to DCC’s role as a provider of clean drinking water, supporting the Social Wellbeing Strategy’s ‘Strategic Direction’ of ‘Healthy and Safe People’ and the Economic Development and Environment Strategies’ goals relating to resilience and long term sustainability.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

Improvements identified in this report will support the long-term delivery of a more resilient and sustainable 3 Waters network.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications for LTP/Annual Plan / Financial Strategy /Infrastructure Strategy.

Financial considerations

Improvements identified in this report are mostly non-capital. Proposed capital works will be accommodated within existing LTP budgets.

Significance

There is likely to be significant media attention and public interest in the attached report due to the high profile nature of the contamination event and the widespread reporting at the time of the event, however as the report is an operational incident report with no options presented, there has been no public engagement on the report’s contents.

Engagement – external

As the attached report is an operational incident report with no options presented, no there has been no public engagement completed relating to the report’s contents.

Engagement - internal

The report writers have engaged with 3 Waters staff, other DCC staff, and contractor staff as outlined in Appendix 10.1.2 of the attached report.

Risks: Legal / Health and Safety etc.

The attached report summarises the results into the causes of the water contamination event in 2017. The underlying causes identified in the report are being addressed through the development of a detailed improvement programme, which will be tabled to ISCOM at a later date. The implementation of the resulting improvement programme is expected to significantly lower the risk of a similar event occurring in future.

Conflict of Interest

The attached report includes a summary of an investigation into potential causes of the water contamination event in August 2017. The investigation was completed by the Infrastructure & Networks (I&N) Business Resilience Project Manager, who was employed as DCC’s Water Production Manager (including management of DCC’s raw water assets) until 2015. The investigator role was assigned to make use of institutional knowledge, without causing undue impact on business as usual processes during the investigation. The wider report into the contamination event (appended to this covering report) was jointly written by the 3 Waters Asset Planner and I&N Business Resilience Project Manager. Any resulting ‘conflicts of interest’ are thought to be no more than minor.

Community Boards

There are no implications for Community Boards.

Chairperson	Cr Kate Wilson
Deputy Chairperson	Cr Jim O'Malley
Members	Cr David Benson-Pope	Mayor Dave Cull
	Cr Rachel Elder	Cr Christine Garey
	Cr Doug Hall	Cr Aaron Hawkins
	Cr Marie Laufiso	Cr Mike Lord
	Cr Damian Newell	Cr Chris Staynes
	Cr Conrad Stedman	Cr Lee Vandervis
	Cr Andrew Whiley