Agenda of Council - 30 October 2018

Notice of Meeting:

I hereby give notice that an ordinary meeting of the Dunedin City Council will be held on:

Date: Tuesday 30 October 2018

Time: 1.00 pm

Venue: Council Chamber, Municipal Chambers,

The Octagon, Dunedin

Sue Bidrose

Chief Executive Officer

Council

PUBLIC AGENDA

MEMBERSHIP

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

Senior Officer Sue Bidrose, Chief Executive Officer

Governance Support Officer Lynne Adamson

Lynne Adamson

Governance Support Officer

Telephone: 03 477 4000

Lynne.Adamson@dcc.govt.nz

www.dunedin.govt.nz

Note: Reports and recommendations contained in this agenda are not to be considered as Council policy until adopted.

Council

30 October 2018

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 - 2 October 2018 19

6.2 Ordinary Council meeting - 23 October 2018 20

Minutes of Committees

7 Infrastructure Services and Networks Committee - 15 October 2018 21

8 Community and Culture Committee - 16 October 2018 22

9 Planning and Environment Committee - 16 October 2018 23

Minutes of Community Boards

10 Waikouaiti Coast Community Board - 22 August 2018 24

11 Otago Peninsula Community Board - 23 August 2018 25

12 Strath Taieri Community Board - 23 August 2018 26

13 Mosgiel-Taieri Community Board - 29 August 2018 27

14 West Harbour Community Board - 29 August 2018 28

15 Saddle Hill Community Board - 30 August 2018 29

Reports

16 Dunedin City Council Annual Report 2018 30

17 2018/19 Capital Budget 37

18 Local Alcohol Policy Adoption 44

19 Dunedin Waterfront Vision - project update 63

20 Proposed parking changes 68

21 Meeting Schedule for 2019 82

22 Appointment of Electoral Officer 86

Resolution to Exclude the Public 88

Council

30 October 2018

Reports

Dunedin City Council Annual Report 2018

Department: Finance

EXECUTIVE SUMMARY

1 This report asks the Council to approve and adopt the Annual Report for the Dunedin City Council for the financial year ended 30 June 2018.

2 At its meeting on 23 October 2018 the Audit and Risk Subcommittee meet with the Director of Audit New Zealand responsible for the audit of the Dunedin City Council Annual Report. As a result of the discussions the Subcommittee passed the following resolution:

“Moved (Susie Johnstone/Cr Doug Hall):

That the Subcommittee:

a) Recommends that Council approves and adopts the Dunedin City Council Annual Report for the year ended 30 June 2018 as presented following final clearance from Audit New Zealand

b) Recommends that the Mayor and CEO sign the Representation Letter for the year ended 30 June 2018 subject to receipt of a corresponding representation letter signed by management.

Motion carried”

3 Audit New Zealand have provided audit clearance and propose an unmodified audit report, subject to any final minor amendments.

4 The Director of Audit New Zealand responsible for the audit will attend to discuss the audit and answer any questions from Councillors.

RECOMMENDATIONS

That the Council:

a) Approves and adopts the Dunedin City Council Annual Report for the financial year ended 30 June 2018, subject to any minor editing required between adoption and final publication.

b) Authorises the Mayor and Chief Executive to sign the Statement of Responsibility on behalf of Council.

c) Authorises the Mayor and Chief Executive to sign the Letter of Representation on behalf of Council.

BACKGROUND

5 Each year the Council must prepare an annual report in accordance with section 98 of the Local Government Act 2002. Each annual report must be completed and adopted by resolution within four months after the end of the financial year to which it relates, and within one month after the adoption, the local authority must make publicly available:

· its annual report; and

· a summary of the information contained in its annual report.

DISCUSSION

6 This report is of an administrative nature and is of low significance in terms of the Council's significance and engagement policy. Therefore, it is not necessary to include a summary of considerations or options in this report.

NEXT STEPS

7 The annual report will be published and made available on the website of the Dunedin City Council following Council's authorisation and adoption of the report content.

Signatories

Author:	Gavin Logie - Financial Controller
Authoriser:	Dave Tombs - General Manager Finance and Commercial

Attachments

	Title	Page
⇩a	Representation Letter	32
⇨b	Dunedin City Council Annual Report for the year ended 30 June 2018 (Under Separate Cover)

Council

30 October 2018

2018/19 Capital Budget

Department: Finance

EXECUTIVE SUMMARY

1 Council’s 10 year plan 2018-2028 includes a Capital Budget for 2018/19.

2 The timing of many projects included in the 10 year plan was based on numerous assumptions and priorities which, over time, change. Consequently, officers may periodically seek to amend/revise the capital program as per the 10 year plan to more appropriately reflect current circumstances.

3 Officers have identified a number of projects included in future years in the 10 year plan, which would generate benefits were they to be conducted during the current financial year.

4 Conversely, three projects included in the 2018/19 capital budget have been identified that would now be more appropriately scheduled for later years.

5 A number of capital projects have been identified that are not in the 10 year plan, but which would generate benefits from being completed during 2018/19.

RECOMMENDATIONS

That the Council:

a) Approves the range of capital projects not currently part of the 2018/19 Budget, to be brought forward to the 2018/19 year as shown in Table 1.

b) Approves the deferral of a range of capital projects currently included in the 2018/19 Budget to later years, as shown in Table 2.

c) Approves the range of new capital projects to be undertaken in 2018/19, as shown in Table 3.

d) Notes the financial impact in 2018/19 of undertaking/deferring, these capital projects (being bringing forward capital expenditure from future years of $16.3m, bringing forward capital revenue from future years of $3.0m, realigning capital expenditure of $3.0m to future years, introducing new capital expenditure of $11.4m and introducing new capital income of $8.0m).

BACKGROUND

6 The 2018/19 capital budget as per the 10 year plan is $68m. Officers have identified around $16.3m of additional projects, included in later years of the 10 year plan, that could be completed during 2018/19.

7 External funding of $3m is associated with one of these projects so would also be brought forward from future years to 2018/19.

8 Officers have also identified $3m of projects included in the 2018/19 capital budget that would be more appropriately scheduled in later years.

9 Officers have also identified three capital projects, two of which have additional revenue associated with them, that are not included in the 10 year plan but which should be completed during 2018/19. The cost of these is $11.4m and associated revenue is $8m.

10 Officers recognise that these items will increase Council’s 2018/19 budgeted capital expenditure to around $93m which is considerably higher than the levels of capital expenditure achieved in recent years. Officers are confident that, in the absence of unknown future prohibitive events, this represents an achievable target.

11 Officers recognise that the changes summarised in this Report will have a negative impact on interest income and borrowing costs.

DISCUSSION

12 The following items are proposed to be “brought forward” from future years within the 10 year plan, to 2018/19:

Table 1 – Items proposed to be brought forward to 2018/19

Department and Item	Capital Expenditure Budget $m	Related Income $m
Transport - Cycleways	4.5	3.0
Bring forward $4.5m of future cycleway budget to deliver the balance of the 2017/18 urban cycleway programme which is committed. This will also bring forward $3m of associated external funding from future years into 2018/19.
Three Waters - NE Valley	3.0
Bring forward capital budget so NE Valley work can be conducted this financial year.
Property – Commercial Renewals	4.0
Bring forward Commercial Renewals budget so Edgar Centre ($2m), Mosgiel Library Roof ($0.7m) and Civic Centre Lift replacement ($0.5m in 2018/19 and $0.4m in 2019/20) work can be conducted this financial year. Also bring forward $0.8m to allow various property acquisitions to be made (some of which will be recouped when the property is subsequently sold).
Property – Central Library Refurbishment	1.3
Bring forward Central Library Refurbishment budget from 2019/20 and 2020/21 to enable work to commence this financial year.
Property – Housing Renewals	1.1
Bring forward Housing Renewals budget from 2019/20.
Reserves and Recreation Facilities – Parks and Reserves	1.7
Bring forward budget so Sports Field Lighting Poles ($0.8m), Public Toilets ($0.5m) and Beach Slip Restoration ($0.4m) work can be conducted this financial year.
Reserves and Recreation Facilities – Cemeteries and Crematorium	0.1
Bring forward budget so Cremator Refurbishment work can be conducted this financial year.
Business Information Systems – Electronic Document Management System	0.6
Part payment of new software now expected to be paid during 2018/19.
TOTAL - Projects to bring forward	16.3	3.0

Table 2 – Items proposed to be deferred to later years

Department and Item	Capital Expenditure Budget $m	Related Income $m
Property – Sammy's	(0.9)
Realign Sammy’s work budgeted for this financial year to future years.
Reserves and Recreation Facilities – Mosgiel Pool	(2.1)
Realign $2.1m (out of $3m) until 2019/20.
TOTAL – 2018/19 Projects to realign	(3.0)

New Items

13 Officers are seeking endorsement to conduct the following works, not included in the 10 year plan:

Table 3 – Proposed new capital items

Department and Item	Capital Expenditure Budget $m	Related Income $m
Transport - Emergency Repairs Expenditure/Revenue	6.7	5.1
Emergency Repairs from 2017/18 to be delivered in 2018/19
Property - Logan Park Artificial Turf/associated Revenue	3.9	2.9
Was originally planned to be spent during 2017/18 but Project not sufficiently advanced for this to occur until 2018/19.
Property - 54 Moray Place Compliance Works	0.8
Works not identified until 2018/19.
TOTALS	11.4	8.0

OPTIONS

Option One – Recommended Option – Endorse the Changes to the 2018/19 Capital Program

14 Under this option Council would approve the capital projects as summarised in this Report to be undertaken/realigned in 2018/19.

Advantages

· Approval will be granted for important infrastructure projects to proceed/be realigned in/from 2018/19.

Disadvantages

· Nil.

Option Two – Status Quo

15 Under this Option some of these projects would still have to occur so some other projects scheduled for completion in 2018/19 may have to be deferred.

Advantages

· Nil.

Disadvantages

· Non delivery of certain capital projects.

· Some capital revenue may be foregone.

· Reputational damage may occur.

NEXT STEPS

16 Once approved, these projects can formally proceed/be deferred.

Signatories

Author:	Dave Tombs - General Manager Finance and Commercial
Authoriser:	Sue Bidrose - Chief Executive Officer

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision relates largely to the timing of providing local infrastructure and is considered to be in the community’s interest.

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 range of projects covered by this Recommendation directly impacts on a number of departmental strategic plans.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

Several of these proposed changes will have a significant positive impact on the sustainability of Council assets.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Several of these proposed changes will result in the timing of when certain capital projects will be undertaken differing to the timing included in the LTP. Several of the proposed changes will make a significant positive contribution towards Council’s Infrastructure Strategy. These projects will not materially impact Council’s Financial Strategy.

Financial considerations

The Financial Considerations are addressed in the Report (and summarised within the Recommendations section of the Report). Bringing forward capital expenditure will have a negative impact of future interest income and interest costs.

Significance

This decision is considered low in terms of the Council's Significance and Engagement Policy.

Engagement – external

Officers have discussed the proposed changes with relevant vendors and are comfortable that ‘the market’ can support these projects being completed within 2018/19.

Engagement - internal

Officers and Executive Leadership Team have reviewed these proposed changes in detail.

Risks: Legal / Health and Safety etc.

There are no significant risks identified with this Recommendation.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no known implications for Community Boards.

Council

30 October 2018

Local Alcohol Policy Adoption

Department: Customer and Regulatory Services

EXECUTIVE SUMMARY

1 This report recommends that the Dunedin Local Alcohol Policy approved by the Alcohol Regulatory and Licensing Authority (the “Authority”), takes effect, in its entirety, on 1 February 2019.

2 On 1 May 2018 Council resolved to resubmit an amended Provisional Local Alcohol Policy (PLAP) after considering the appealed elements and the advice of the Authority. They further resolved that if the amended PLAP was adopted the date of effect would be five working days after the date of adoption.

3 The resubmitted PLAP was filed with the Authority on 10 October 2018. Given that all parties were in agreement on the terms the Authority considered the resubmitted PLAP in private. On 23 October 2018, ARLA issued its decision confirming that resubmitted PLAP met the requirements of the Act. Under section 87 of the Sale and Supply of Alcohol Act, the PLAP is adopted when ARLA makes its decision. Therefore, the PLAP is now adopted as Dunedin City’s Local Alcohol Policy. It is now necessary for the Council to bring the LAP into force.

4 To bring the LAP into force the Council must (a) give public notice of the adoption and (b) bring it into force on a day stated by resolution.

5 The changed maximum trading hours and the one-way door elements of the policy cannot take effect until three months after public notification. The rest of the policy can be brought into effect on any day stated by resolution. It is therefore proposed that, in order to be consistent, all elements of the policy should take effect in three months.

RECOMMENDATIONS

That the Council:

a) Decides to give the Dunedin Local Alcohol Policy effect, in its entirety, from 1 February 2019.

BACKGROUND

6 The Council publicly notified a draft Local Alcohol Policy (LAP) in mid-2014 which attracted 4,262 public and industry submissions. At the conclusion of the submissions hearings a Provisional LAP was developed and publicly notified on 6 July 2015.

7 At the end of the notification period six appeals had been lodged with the Authority with six elements in the PLAP appealed. These were: the maximum trading hours for off licence hours; the one-way door policy; the moratorium on new off-licence premises; the requirement for alcohol management plans for off-licences; the requirement for a certificate from the DCC planning department for off-licences; and the creation of a new on-licence entertainment premises in non-residential areas.

8 The appeals were heard in November and December 2016 with the Authority referring four of the appealed elements back to Council for reconsideration. The four elements were the maximum trading hours for off licence hours; the moratorium on new off-licence premises; the requirement for alcohol management plans for off-licences; and the requirement for a certificate from the DCC planning department for off-licences. The maximum trading hours for off-licence premises were amended and the other three elements were deleted from the policy because they were inconsistent with the Act.

9 Discussions were held with the various parties and the PLAP was amended appropriately and resubmitted to the Authority with a joint memorandum signed by the appellants. The Authority was able to consider the resubmitted PLAP without a public hearing and released its decision on 23 October 2018.

DISCUSSION

10 The Authority’s decision stated that it was satisfied that every element referred back to Council had been replaced by a new or amended element that was not unreasonable in light of the object of the Sale and Supply of Alcohol Act 2012 (the “Act”).

11 The Authority decision means that the Policy (Attachment A) is now adopted pursuant to section 87 of the Act. The Authority has also confirmed that the appeals are disposed of in their entirety.

12 Public notice of the policy’s adoption was made in the Otago Daily Times on Saturday 27 October 2018.

13 A summary of all LAP elements is Attachment B.

14 The main elements of the adopted LAP relate to the maximum trading hours and the introduction of a one-way door policy. These elements cannot take effect until three months after the resolution adopting the LAP i.e. after 27 January 2019.

15 The balance of the elements can take effect immediately. However, there is no significant advantage in this and it is likely to cause confusion about which aspects of the LAP are in force. Therefore, it is recommended that the policy takes effect in its entirety, on 1 February 2019.

16 The licensees who will be affected by the provisions of the policy will be contacted directly in the week beginning 5 November 2018 to advise of the changes.

17 A communications plan will include stakeholders and the community generally. Discussions have commenced with the Police, Southern District Health Board (SDHB) and the Licensing Inspectors about establishing measures to monitor the effectiveness of the policy.

OPTIONS

18 There are three options available to Council.

Option One – Recommended Option

19 Resolve that the LAP takes effect from 1 February 2019.

Advantages

· There will be no confusion about which elements of the LAP apply.

· Licensees will have time to understand and comply with all elements of the LAP.

· A communications plan to ensure the community is aware of the changes in advance can be implemented.

Disadvantages

· No disadvantages identified.

Option Two – ‘Staggered’ Implementation

20 Resolve to give the policy, except the elements relating to maximum trading hours and one-way doors, effect immediately and the excluded elements effect from 1 February 2019.

Advantages

· A gradual implementation of the LAP.

· The elements considered to be likely to have most effect would be in place at the earliest possible date.

Disadvantages

· Potential for confusion about which parts of the LAP are in force before 1 February.

· Communication of the effect of the LAP will be more complicated.

Option Three – Status Quo

21 Resolve not to give the LAP effect.

Advantages

· No further cost to Council.

Disadvantages

· Opportunities to minimise alcohol-related harm in Dunedin with a LAP are lost.

· Momentum and efforts to date may be lost.

· If Council wished to draft a LAP in the future, a potentially long and costly process may be repeated.

NEXT STEPS

22 The licensees affected by the LAP will be contacted and advised of the changes.

23 A communications plan will be implemented to ensure the community is aware of the changes.

24 Measures will be identified to assess the effectiveness of the LAP will be established in anticipation of the policy’s review within six years.

Signatories

Author:

Kevin Mechen - Secretary, District Licensing Committee

Authoriser:

Adrian Blair - Group Manager Customer and Regulatory Services

Simon Pickford - General Manager Community Services

Attachments

	Title	Page
⇩a	Local Alcohol Policy - adopted	50
⇩b	Summary of Changes	62

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

Fit with strategic framework

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

This proposal contributes to the following strategies: Social Wellbeing priorities of vibrant and cohesive communities, and healthy and safe people; Economic Development priority of a compelling destination; and Spatial Plan priorities of liveable city, and vibrant and exciting city.

Māori Impact Statement

The Maori Participation Working Party and Arai Te Uru Whare Hauroa will be notified of the LAP’s adoption.

Sustainability

The LAP aims to improve the economic and social sustainability of Dunedin by ensuring vitality in the hospitality industry.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

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

Financial considerations

There are no known financial implications.

Significance

The LAP is considered moderate significance in terms of the Council’s Significance and Engagement Policy. There is high interest from the hospitality industry and from the community generally. The LAP is consistent with current policies and strategies

Engagement – external

There has been significant external engagement leading up to the adoption of the LAP. Now that it has been adopted by the Authority there will be continued engagement to ensure its implementation is effective.

Engagement - internal

There has been on-going communication with the Regulatory teams.

Risks: Legal / Health and Safety etc.

The Authority has disposed of all appeals.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Community Boards will be advised of the adoption of the LAP.

Council

30 October 2018

Dunedin Waterfront Vision - project update

Department: Corporate Policy

EXECUTIVE SUMMARY

1 The purpose of this report is to update Council on the progress made on the implementation of the waterfront vision, including the engineering and commercial feasibility work and the development of the business case.

2 The feasibility work is now completed, and a draft business case is being developed. This will be discussed with Council and other partner organisations in confidence, prior to reporting the business case to Council in November, and seeking Council approval to submit an application for capital funding.

3 The Ministry of Business, Innovation and Employment (MBIE) has provided feedback on the feasibility and business case work to date and encouraged the Dunedin Waterfront partners to submit any application for capital funding prior to Christmas. They highlighted the importance of the focus on job creation and regional economic development, as well as the need to secure partner funding and demonstrate community support for the waterfront vision.

4 Planning is underway for a stakeholder and community engagement plan to update the community on progress in progressing the implementation of the Vision, and to test critical support from key stakeholders, prior to reporting back to Council in November on the business case and a draft Provincial Growth Fund application.

RECOMMENDATIONS

That the Council:

a) Notes the progress on the Dunedin waterfront vision and the intention to develop an application to the Provincial Growth Fund for capital funding.

BACKGROUND

5 The Dunedin waterfront vision to transform the area around the Steamer Basin and connect the city of Dunedin to the Otago Harbour, centres on the design produced by Architecture van Brandenburg and gifted to the city.

6 The Council sought funding from the Government’s Provincial Growth Fund (PGF) in May 2018 to assess the feasibility of the vision, develop a business case and, subject to the business case outcome, draft an application for capital funding. The application for feasibility funding was submitted by DCC on behalf of a partner group (the Dunedin Waterfront Partners), comprising:

· Otago Regional Council

· Port Otago Limited

· University of Otago

· Architecture van Brandenburg

· Ngāi Tahu

· Ian Taylor (Animation Research Limited)

7 The funding application was approved in July and following a procurement process, Beca Ltd and Colliers International were appointed to undertake the work. The feasibility work to inform the business case for the proposed development of the waterfront included engineering, environmental and commercial feasibility.

8 The work to understand the commercial and functional feasibility of implementing the waterfront vision has been undertaken by the consultancy team, working closely with Council staff and the Dunedin Waterfront Partners, with input and feedback from MBIE.

DISCUSSION

9 The feasibility work has now been completed and value engineering has been undertaken to improve the commercial feasibility of the project. This work has fed into the draft business case. The Dunedin Waterfront Partners met on 5 October for a progress update and confirmed their commitment to the transformational vision.

10 The feasibility study remains confidential as it is commercially sensitive while the PGF application process is being completed.

11 The draft business case (including the feasibility study) will be reported to Council at the end of November along with recommendations regarding the structure of the delivery agency to progress the implementation. The intention is to apply to the Provincial Growth Fund for capital funding before the end of the year.

12 In discussions with MBIE it was noted that any application to the PGF should include, among other things, evidence that the vision:

a. will create jobs and enhance regional development; and

b. is supported by the community.

13 The business case for job creation and regional development will form part of the submission to the PGF and council staff will work with the Dunedin Waterfront Partners, other community stakeholders and regional territorial authorities to clearly establish this.

14 Council has already received evidence of strong community support via the 10-year plan consultation and the feedback provided on the vision during the exhibition at Toitū. It is noted that it would be prudent to gather further evidence of community support and to encourage further community involvement in the implementation of the vision to support the PGF application.

15 The public exhibition at Toitū has now closed and the models have been relocated to a shopfront unit fronting the Octagon. The space will be open to the community from 30 October to encourage further community feedback on the vision, and to gather ideas on specific elements of the vision and what people would like to see in the area.

16 Members of the community will be encouraged to provide their feedback via social media to the Dunedin Harbour Vision Facebook page, or to their Council representative directly. The further feedback of the community will then form part of the PGF application which will be presented to Council for approval in November.

OPTIONS

17 There are no options contained within this report as it is for noting only.

NEXT STEPS

18 A report will be provided to Council in November presenting the findings of the feasibility work, the business case and seeking approval for an application to the PGF for capital funding for the enabling works. Council will also be provided with a further report regarding the potential structure of an Urban Development Agency to implement the waterfront vision.

Signatories

Author:

Mike Seymour - Senior Policy Analyst

Authoriser:

Nicola Pinfold - Group Manager Community and Planning

Sue Bidrose - Chief Executive Officer

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report enables democratic local decision making and action by, and on behalf of communities.

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 report in relation to the waterfront vision contributes primarily to Council’s Economic Development and Environment Strategies. The waterfront vision and waterfront connection (bridge) contribute to a wider range of strategies including Integrated Transport; Arts and Culture; Parks and Recreation and the Spatial Plan. The vision will also need to align with Second Generation District Plan.

Māori Impact Statement

Ngāi Tahu has been involved since initial discussions with Architecture Van Brandenburg regarding the vision and as ongoing key stakeholders.

Sustainability

Sustainability is a core element of the vision. The vision is designed to be long term focussed and designs allow for rising sea-level over time. The project is intended to be a good practice model of sustainable development.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The 10 Year Plan provides funding for the bridge element of the vision ($20M).

Financial considerations

No financial implications are relevant to this progress report.

Significance

The significance of this progress report is low. It is recommended that general feedback from the community is sought to support the application to the PGR as this is a requirement from MBIO.

Engagement – external

The Dunedin Waterfront Partners have been involved in discussions regarding the waterfront vision.

Council has also engaged Beca to deliver the feasibility assessment of the waterfront vision in accordance with the scope of the initial Provincial Growth Fund application. Beca have engaged Colliers to assist them with the feasibility study. Council has also engaged with the Ministry of Business, Innovation and Employment.

Engagement - internal

There has been engagement with various departments in the development of the feasibility work and business case including: Community and Planning; Enterprise Dunedin; Transportation; Ara Toi; Parks and Recreation; and In-house legal.

Risks: Legal / Health and Safety etc.

No risks arise in relation to this progress report.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

West Harbour and Otago Peninsula Community Boards have confirmed their interest in and in principle support for the waterfront vision. Community board members may be contacted by members of their constituency in relation to the implementation of the waterfront vision.

Council

30 October 2018

Proposed parking changes

Department: Transport

EXECUTIVE SUMMARY

1 This report outlines proposed changes to the Council’s parking controls and seeks Council approval to release these for public consultation. The proposed changes support the achievement of a safe and efficient transport network for all modes.

RECOMMENDATIONS

That the Council:

a) Approves the proposed parking changes described in this report for public consultation.

BACKGROUND

2 Approximately 100 changes to parking controls are currently made annually. Most arise from public requests or internal review. The vast majority are minor and respond to changes in adjacent land use.

3 Parking controls are made under the Traffic and Parking Bylaw. Under a new process, the Bylaws Subcommittee has the delegation to consider changes to parking controls, and to make recommendations to the Planning and Environment Committee, which has the delegation to approve parking controls.

4 The more substantial proposed parking changes will be periodically brought to Council for approval to consult, before public consultation and consideration by the Bylaws Subcommittee.

DISCUSSION

5 After investigation, Council staff propose the following changes to parking are released for public consultation:

· TPC1 - Changes to paid parking on the SH 1 one-way pair and nearby roads, north of the Otago Museum. The purpose is to try new approaches to parking management, encourage parking turnover, and better provide for visitors to the Otago Museum, Dunedin Hospital and the University of Otago.

· TPC2 - Changes to paid parking on Vogel Street to try new approaches to parking management, encourage parking turnover, and better provide for visitors and customers to the area.

· TPC3 - Changes to parking near Fairfield School to help lower congestion, improve safety, and complement proposed speed management changes.

· TPC4 - Removal of one parking space on Buccleugh Street to improve visibility and safety.

· TPC5 - Changes to parking in Moray Place (near Great King Street), to complement the Bus Hub.

6 These proposed changes will support the achievement of a safe and efficient transport network for all modes. The consultation material in attachments A - E describe the proposed changes in more detail.

7 If approved for public consultation these changes will be publicly advertised in the Otago Daily Times, on the Council website, and information will be delivered to properties in the affected areas. Fifteen working days will be given for public feedback.

8 The proposals (including any amendments made after public feedback), and the public feedback will then be considered by the Bylaws Subcommittee. Approved changes will be implemented through signs and road markings.

9 The Bylaws Subcommittee will also consider minor parking changes that either do not require public consultation, or for which sufficient consultation has already been undertaken. This would include parking changes made to clarify existing rules, for example installation of broken yellow lines to clarify that no vehicles may stop within 6 m of an intersection under Land Transport (Road User) Rule 2004.

OPTIONS

Option One – Approve the proposed changes for public consultation

Advantages

· Provides the opportunity to improve the safety and efficiency of the transport network.

· Improved outcome through public input.

· Transparent Council decision making process.

Disadvantages

· Public may become disengaged by ongoing and multiple consultations.

· Cost and time to Council.

Option Two – Do not approve the proposed changes for public consultation

Advantages

· Public would not experience ongoing and multiple consultations.

· Reduced cost and time to Council.

Disadvantages

· Lost opportunity to improve the safety and efficiency of the transport network.

NEXT STEPS

10 If approved, the proposed changes will be released for public consultation.

Signatories

Author:

Anja McAlevey - Senior Transportation Planner

Authoriser:

Nick Sargent - Transport Strategy Manager

Richard Saunders - Group Manager Transport

Simon Drew - General Manager Infrastructure Services

Attachments

	Title	Page
⇩a	TPC - 1 - State Highway 1 proposed parking changes	73
⇩b	TPC - 2 - Vogel Street proposed parking changes	75
⇩c	TPC - 3 - Fairfield School proposed parking changes	77
⇩d	TPC - 4 - Buccleugh Street proposed parking changes	79
⇩e	TPC - 5 - Moray Place proposed parking changes	80

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision/report/proposal enables democratic local decision making and action by, and on behalf of communities.

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	☐	☐	☒

Establishing traffic and parking controls contributes to the vision of the Integrated Transport Strategy that “Dunedin is one of the world’s great small cities, with a safe low-carbon transport system that supports a compact city with resilient centres, inclusive and healthy communities, and national and international connectivity.” Specifically, establishing and changing traffic and parking controls contributes towards this vision by supporting the achievement of a safe and efficient transport network for all modes.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

There are no implications for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications.

Financial considerations

There are no financial implications, costs for implementing the proposed changes are covered by existing budgets.

Significance

roposed changes are considered of low significance under the Council's Significance and Engagement Policy. They are minor and localised, with little impact on existing levels of service, and generally low community interest. There is high consistency with Council’s existing policy and strategy, and low impact on Council’s finances, capacity and capability.

Engagement – external

Some engagement has been undertaken during the investigations phase, see Appendices 1 to 5. Public consultation will be undertaken as described in paragraph 7.

Engagement - internal

Transport and parking services staff have been consulted.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Community Boards with proposed changes within their boundary will be notified of the proposed changes at the start of the consultation period.

Council

30 October 2018

Meeting Schedule for 2019

Department: Civic

EXECUTIVE SUMMARY

1 The purpose of this report is to seek the adoption of a meeting schedule for 2019, in accordance with Clause 19(6)(a) of Schedule 7 of the Local Government Act 2002. This Clause allows the Council to adopt a schedule of meetings to cover any future period that the local authority considers appropriate.

2 The proposed meeting schedule, appended as Attachment A, covers the period from January 2019 through to 31 October 2019. It incorporates proposed dates for the inaugural meeting of Council and the inaugural meetings of community boards following the local government elections on 12 October 2019.

RECOMMENDATIONS

That the Council:

a) Approves the proposed meeting schedule for 2019 as appended to the report or advises of alternate meeting dates.

b) Notes that the community boards will confirm their own meeting dates during their meeting round in November 2018.

BACKGROUND

3 The Council has traditionally adopted a schedule of meetings for the year ahead to provide some certainty in programming work and reporting.

4 The proposed schedule is similar to the 2018 year. Public holidays have been considered in setting the schedule, and additional meetings have been provided for as required.

5 On the information currently available, important dates in the Council's programme of business are:

· Annual Plan: Council is to consider the development of the draft Annual Plan on 26 February, with Audit and Risk scheduled for 21 February.

· Statements of Intent: Council Controlled Companies Statements of Intent are expected to be considered by the Finance and CCOs Committee on 18 June and then be adopted by Council on 25 June.

· Annual Reports (CCOs): for Council Controlled Companies are scheduled for adoption at the Council meeting of 1 October.

· Annual Report (Council) is also scheduled for consideration at the Council meeting of 8 October.

6. Committees and subcommittees not referred to within this schedule will be scheduled on an "as required" basis.

7. As this report is for administrative purposes only, options and the summary of considerations are not required.

Signatories

Author:	Sharon Bodeker - Team Leader Civic
Authoriser:	Sue Bidrose - Chief Executive Officer

Attachments

	Title	Page
⇩a	Draft meeting schedule for 2019	84

Council

30 October 2018

Appointment of Electoral Officer

Department: Civic

EXECUTIVE SUMMARY

1 Under the Local Electoral Act 2001, every local authority must at all times have an electoral officer appointed. With the passing of Pam Jordan, Council is required to appoint a new electoral officer.

2 It is recommended that Anthony Morton from Elections.com be appointed as electoral officer for the Dunedin City Council.

3 As this is an administration report, the summary of considerations is not required.

RECOMMENDATIONS

That the Council:

a) Approves the appointment of Anthony Morton as electoral officer for the Dunedin City Council.

b) Acknowledges the huge contribution that Pam Jordan made as electoral officer for the Dunedin City Council, the Otago Regional Council and the District Health Board.

BACKGROUND

4 With the sad passing of Pam Jordan, the Council now needs to appoint a new electoral officer. Pam Jordan served as electoral officer for the Dunedin City Council, Otago Regional Council and the District Health Board from 2007, and prior to this, served as the deputy electoral officer. She was hugely respected by all who knew her and worked with her.

5 Section 12 of the Local Electoral Act requires that there must at all times be an electoral officer appointed by the local authority to exercise the powers and carry out the duties conferred on the electoral officer by this Act.

6 Every electoral officer must also appoint a deputy electoral officer. In 2018, Pam Jordan as electoral officer, appointed Sharon Bodeker as deputy electoral officer. The deputy electoral officer must act as electoral officer for reasons including if the electoral officer dies and must continue to act until a new electoral officer is appointed and comes into office.

DISCUSSION

7 Pam Jordan, as electoral officer, appointed Elections.com to provide services including the processing of voting papers, electoral roll compilation, mailhouse processing, and provision of election statistics. Elections.com will continue to provide these services for the 2019 local authority elections.

8 It is recommended that Anthony Morton from Elections.com now be appointed as electoral officer for the Dunedin City Council. Mr Morton has over 40 years of local government and elections administration management experience. He has been electoral officer for eight city/district councils, one regional council, three licensing trusts and two district health boards.

9 Sharon Bodeker will continue to be the deputy electoral officer.

NEXT STEPS

10 If approved, a contract will be entered into to appoint Mr Anthony Morton as electoral officer for the Dunedin City Council.

Signatories

Author:	Sharon Bodeker - Team Leader Civic
Authoriser:	Sue Bidrose - Chief Executive Officer

Attachments

There are no attachments for this report.

Council

30 October 2018

Resolution to Exclude the Public

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

General subject of the matter to be considered	Reasons for passing this resolution in relation to each matter	Ground(s) under section 48(1) for the passing of this resolution	Reason for Confidentiality
C1 Confirmation of the Confidential Minutes of Ordinary Council meeting - 2 October 2018 - Public Excluded	S7(2)(g) The withholding of the information is necessary to maintain legal professional privilege. S7(2)(i) The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations). S7(2)(h) The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities. S7(2)(a) The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person.	.
C2 Confirmation of the Confidential Minutes of Ordinary Council meeting - 23 October 2018 - Public Excluded	S7(2)(g) The withholding of the information is necessary to maintain legal professional privilege. S7(2)(i) The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).	.
C3 Confirmation of the Confidential Minutes of Infrastructure Services and Networks Committee - 15 October 2018 - Public Excluded	S7(2)(b)(ii) The withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information. S7(2)(i) The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).	.
C4 Dunedin City Holdings Group Appointment	S7(2)(a) The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C5 Arts Representation for the Grants Subcommittee	S7(2)(a) The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.	Personal information is contained in applicants CVs..
C6 Provincial Growth Fund	S7(2)(h) The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.	The Otago Regional Economic Development Framework is currently being developed across all Otago Councils, is an early draft and subject to approval by all Councils..

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

	Title	Page
⇨a	Minutes of Ordinary Council meeting held on 2 October 2018 (Under Separate Cover)