Notice of Meeting:
I hereby give notice that an ordinary meeting of the Infrastructure Services and Networks Committee will be held on:
Date: Monday 15 October 2018
Time: 1.00 pm
Venue: Edinburgh
Room, Municipal Chambers,
The Octagon, Dunedin
Sue Bidrose
Chief Executive Officer
Infrastructure Services and Networks Committee
PUBLIC AGENDA
MEMBERSHIP
Chairperson |
Kate Wilson |
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Deputy Chairperson |
Jim O'Malley |
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Members |
David Benson-Pope |
Dave Cull |
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Rachel Elder |
Christine Garey |
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Doug Hall |
Aaron Hawkins |
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Marie Laufiso |
Mike Lord |
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Damian Newell |
Chris Staynes |
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Conrad Stedman |
Lee Vandervis |
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Andrew Whiley |
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Senior Officer Leanne Mash, General Manager Infrastructure and Networks
Governance Support Officer Jenny Lapham
Jenny Lapham
Governance Support Officer
Telephone: 03 477 4000
jenny.lapham@dcc.govt.nz
Note: Reports and recommendations contained in this agenda are not to be considered as Council policy until adopted.
Infrastructure Services and Networks Committee 15 October 2018 |
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ITEM TABLE OF CONTENTS PAGE
1 Public Forum 4
2 Apologies 4
3 Confirmation of Agenda 4
4 Declaration of Interest 5
Part A Reports (Committee has power to decide these matters)
5 Waste Futures Project - Update 15
6 Draft Waste Minimisation and Management Plan and Draft Waste Assessment - Update 23
7 Proposed Consultation Dunedin City Speed Limit Bylaw Amendment 9 114
8 Resolution Reports 179
9 Items for Consideration by the Chair 185
Resolution to Exclude the Public 186
Infrastructure Services and Networks Committee 15 October 2018 |
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At the close of the agenda no requests for public forum had been received.
At the close of the agenda no apologies had been received.
Note: Any additions must be approved by resolution with an explanation as to why they cannot be delayed until a future meeting.
Infrastructure Services and Networks Committee 15 October 2018 |
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EXECUTIVE SUMMARY
1. Members are reminded of the need to stand aside from decision-making when a conflict arises between their role as an elected representative and any private or other external interest they might have.
2. Elected members are reminded to update their register of interests as soon as practicable, including amending the register at this meeting if necessary.
That the Committee: a) Notes/Amends if necessary the Elected Members' Interest Register attached as Attachment A; and b) Confirms/Amends the proposed management plan for Elected Members' Interests. |
Attachments
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Title |
Page |
⇩a |
Register of Interest |
7 |
Infrastructure Services and Networks Committee 15 October 2018 |
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Waste Futures Project - Update
Department: Waste and Environmental Solutions
EXECUTIVE SUMMARY
1 The purpose of this report is to update the Committee of the progress of the Waste Futures 2023 project.
That the Committee:
a) Notes the Waste Futures Project update report.
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BACKGROUND
2 A report to Council on 26 June 2018 informed Council of the establishment of the Waste Futures 2023 project and provided a high-level overview of the project execution plan for completion of phase one of the project.
DISCUSSION
3 As reported on 26 June 2018, a Project Execution Plan for phase one of the project had been developed, the Project Steering Group had been established consisting of the acting General Manager Infrastructure and Networks, General Manager Strategy and Governance, and General Manager Finance and Commercial, and the Project Control Group had been established. Overall project governance sits with the Council’s Infrastructure and Network Services Committee.
4 Phase one of the project is an integrated assessment of all aspects of the waste management system that are relevant to Dunedin. The project will review the strategic options available to manage solid waste using the Better Business Case framework in accordance with the New Zealand Government’s Better Business Case guidelines.
5 This process provides a best practice approach to manage risk and ensure a robust assessment of options and the financial, delivery, management and environmental issues associated with this type of project. It also ensures that the Council is well placed to seek Government investment for the project through the Provincial Growth Fund, if this is considered a viable funding source to support delivery.
6 The business case is being developed in stages, with the first stage leading to an indicative business case aimed at advising the Council of a preferred option, followed by a detailed business case aimed at a final decision on what components should comprise the entire solid waste management system operated by Council.
7 Phase one of the project consists of six concurrent and closely interrelated workstreams:
· Workstream 1: Project Management – Ongoing project management and governance of the programme, including procurement of professional services.
· Workstream 2: Feasibility Analysis – Technical feasibility analysis of Green Island and alternative landfill site at Smooth Hill, including service continuity and planning.
· Workstream 3: Options Analysis and Business Case Process – Development and analysis of waste futures options, including recommendation of preferred option and associated business case development.
· Workstream 4: Review of Waste Management and Minimisation Plan (WMMP) – Review of the Waste Management and Minimisation Plan to ensure it is aligned with, and supports, the Waste Futures project.
· Workstream 5: Review Kerbside Collection – Review collection contracts to ensure they support service continuity and are aligned with, and support, the Waste Futures project.
· Workstream 6: Communications and Engagement – Development and implementation of a communications and engagement plan that supports the Waste Futures project, including the review of the Waste Management and Minimisation Plan and review of kerbside collection services.
8 Workstream 1, Project Management, is an ongoing component of the Waste Futures project and is not covered in this update report.
9 Workstream 4, the review of the Waste Management and Minimisation Plan (WMMP) (including Waste Assessment), is covered under a separate report to the committee, and is therefore not covered in this update report.
Workstream 2: Feasibility Analysis
10 Workstream 2, the technical feasibility analysis of Green Island and alternative landfill site at Smooth Hill, began on 23 July 2018 with a feasibility study workshop and information gathering exercise. This has been followed by:
· A review of national statutes, regulations, standards, and guidelines that affect the development and operation of landfills.
· A review of existing resource consents and designations, plus regional and local planning instruments to determine the constraints on both Green Island and Smooth Hill sites.
· Site Surveys to determine the physical nature of both sites and surrounding environs, including topography and available space.
· Evaluation of current waste quantities and composition to identify the possible impacts of population and economic growth, and identify opportunities for diverting waste.
11 A second feasibility study workshop was held on 28 August 2018. The early findings of the feasibility studies to date are as follows:
· The Green Island Landfill appears to have operational capacity for an additional 10 years, which would allow sufficient time to establish an alternative waste management model
· The Green Island Landfill appears to be suitable to be reconsented
· The designated alternative site at Smooth Hill appears suitable for the construction of a waste disposal facility
· The Smooth Hill site appears to be suitable for all applicable resource consents
· More detailed work is required to confirm these early findings, along with estimates of the financial implications
12 A third and final workshop was held on 1 October 2018 to update and confirm the early findings before the final technical feasibility report is issued in mid October 2018.
Workstream 3: Options Analysis and Business Case Process
13 The Waste Futures project is following a better business case model to determine the best future waste model for Dunedin. The first stage of this process is to define the Strategic Case which sets out the case for change, including problems, benefits, and opportunities.
14 The business case process incorporates facilitated workshops, and includes input from the Stakeholder Engagement Groups identified in workstream 6 as part of the communications and engagement plan.
15 Following consultation with Councillors, the Project Steering Group developed the following initial investment objectives to provide strategic direction to the outcomes sought by the Council in relation to solid waste:
· Investment Objective 1: Identify, procure and retain sufficient Council control of the optimal solid waste solution for Dunedin City to enable us to move towards a zero-waste future
i) KPI 1: Minimisation of waste
ii) KPI 2: Minimisation of carbon dioxide emissions from waste.
· Investment Objective 2: Provide medium to long term assurance for the community to dispose of waste in a customer focused, cost effective, and environmentally safe manner
i) KPI 1: Cost effectiveness of service to rate payers
ii) KPI 2: Reduced environmental impacts as a result of waste operations
iii) KPI 3: Refuse collection and kerbside recycling meet customer expectations.
16 The first Business Case workshop was held on 23 July 2018 with DCC staff and nominated Councillors, Ministry for the Environment, and external waste management specialists. This was a facilitated problem definition workshop which used the investment objectives as a reference to identify the following three main problems:
· Problem 1: Council’s facilities for waste are no longer fit for purpose, resulting in declining Council influence and lack of surety of future solutions.
· Problem 2: Consumerism and lack of product stewardship means increasing generation of waste, resulting in higher costs to provide and maintain waste facilities, and higher carbon emissions.
· Problem 3: Waste and diverted material systems are complex and confusing for some users, resulting in contamination and lower recycling participation rates and increased disposal of waste and resources to landfill.
17 The following opportunities and benefits were also identified:
· Opportunities
i) Zero waste - A guiding principle of the DCC WMMP is to work towards zero waste. This is a visionary goal that aims to guide people towards a more sustainable lifestyle and practices.
ii) Circular economy – A circular economy is a system that aims to keep resources in use for as long as possible, extracting the maximum value from them whilst in use, then recovering and regenerating products and materials at the end of each service life.
iii) Demonstrate leadership – The DCC can demonstrate leadership across the region and New Zealand through the implementation of innovative waste minimisation and resource recovery practices and initiatives.
· Benefits
i) Minimise waste - Investing in solutions that minimise waste will help meet Council’s responsibilities under the Waste Minimisation Act and WMMP, increase the lifespan of landfill, reduce carbon emissions, and align with community expectations.
ii) Maximise recovery – Maximising material recovery will increase the volume of products that can be reused or recycled and may enhance the viability of local recycling markets, conserve raw materials, and reduce associated energy requirements and carbon emissions.
iii) Improve regulation – Consistent application of the waste levy to cover all types of landfill is likely to increase Council’s influence on the waste and diverted material market. The Local Government Waste Manifesto considers the waste levy to be the single most powerful tool available to the Government to reduce waste and improve resource efficiency and recovery.
iv) User expectations – Investing in a system that is convenient, cost effective, and applied consistently across the City will enable people to dispose of their waste and diverted materials in an environmentally sustainable manner, as well as meeting community expectations.
v) Minimise environmental impacts – A future optimised operating model for Dunedin’s waste and diverted material will contribute to reductions in greenhouse gas emissions generated from waste, as well as reducing other harmful effects from waste including leachate, noise, litter, odour, and vermin.
18 A second Better Business Case workshop was held on 13 September 2018 with DCC staff and nominated Councillors, Ministry for the Environment, Chamber of Commerce, Ngai Tahu, Otago Regional Council, and external waste management specialists.
19 The purpose of this workshop was to gather a wide range of alternatives and options to address the Problem Statements and achieve the Benefit Statements and Investment Objectives.
20 The alternatives and options developed during this workshop will be assessed against the Benefit Statement and Investment Objectives to develop a shortlist and indicative preferred option, which will be discussed and confirmed in a third and final workshop on 17 October 2018.
Workstream 5: Review Kerbside Collection
21 A Strategic Business Case report on the preferred option for further detailed Business Case analysis is expected to be presented to Council on 11 December 2018. The preferred option will then be open to public consultation in early 2019, with a final option adopted by Council in June 2019.
22 Following adoption of the preferred option, the remaining phases of the Better Business Case process will be completed. These phases consist of:
· Commercial Case
· Financial Case
· Management Case.
23 It is planned that these phases can be completed by the end of the 2019 calendar year so that the procurement process can begin in 2020. Waste and Environmental Solutions will need to ensure existing service levels are maintained until a new waste management model can be procured and introduced.
Workstream 6: Communications and Engagement
24 Staff visited residents around the existing Green Island Landfill and the designated alternative site at Smooth Hill on 20 June 2018. The purpose of these visits was to introduce the Waste Futures project to local residents, distribute an information sheet, and answer any immediate questions. For those not at home on 20 June information was either placed in letterboxes or distributed via mail.
25 On 21 June a media briefing was conducted and information regarding the project was released on social media and on the DCC website project page.
26 On 25 June the Waste Futures project was introduced to the Otago and Southland Waste Network which included representatives from Clutha District Council, Queenstown Lakes District Council, Central Otago District Council, and Waitaki District Council.
27 In addition to the above, the WMMP review and Waste Futures project have also been introduced to the following:
· Chamber of Commerce Retailers Committee and DCC Maori Participation Working Party (5 July 2018)
· Saddle Hill Community Board (12 July 2018)
· Mosgiel-Taieri Community Board (18 July 2018)
· Otago Regional Council (28 August 2018)
28 Staff across various departments in the DCC have participated in Project Control Group meetings, and several community stakeholder groups have been formed to gather input for all workstreams described above. To date the following meetings have been held:
· Tertiary Precinct Stakeholder Group (17 July 2018)
· Organics Stakeholder Group (16 July, 8 August, and 12 September 2018)
· Construction and Demolition Stakeholder Group (19 July and 22 August 2018)
· Rural Areas Stakeholder Group (24 July and 17 September 2018)
29 An attempt to establish a Central Activity Area Stakeholder Group was unsuccessful; however, an on-line survey has been created for distribution in September and October 2018 to gather feedback on existing services in the CBD and South Dunedin shopping precinct areas.
OPTIONS
30 Not applicable.
NEXT STEPS
31 A third and final facilitated Strategic Business Case workshop will be held on 17 October 2018 to develop the shortlist of options and the indicative preferred option.
32 The technical feasibility report, Strategic Business Case, shortlisted options and recommended preferred option for public consultation in 2019 will be reported to Council on 11 December 2018.
33 Following confirmation of the preferred option the remaining phases of the Better Business Case process will be completed.
Signatories
Author: |
Chris Henderson - Group Manager Waste and Environmental Solutions |
Authoriser: |
Leanne Mash - General Manager Infrastructure and Networks (Acting) Dave Tombs - General Manager Finance and Commercial |
There are no attachments for this report.
SUMMARY OF CONSIDERATIONS
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Fit with purpose of Local Government This decision/report/proposal enables democratic local decision making and action by, and on behalf of communities. This decision/report/proposal relates to providing local infrastructure and it is considered good-quality and cost-effective. This decision/report/proposal relates to providing a public service and it is considered good-quality and cost-effective. This decision/report/proposal relates to providing a regulatory function and it is considered good-quality and cost-effective. |
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Fit with strategic framework
The Waste Futures 2023 Project contributes to the Environment Strategy by enabling a robust evaluation of potential options for Dunedin City Council to continue to ensure effective reduction and management of solid waste to achieve the goals set out in its Waste Management and Minimisation Plan, with appropriate regard given to the goals of the Emissions Management and Reduction Plan.
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Māori Impact Statement Iwi have been identified as a significant stakeholder and have been engaged during the Better Business Case options development.
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Sustainability The Waste Futures 2023 Project may have significant economic and environmental implications depending on the preferred option identified.
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LTP/Annual Plan / Financial Strategy /Infrastructure Strategy The Waste Futures 2023 Project will be publicly consulted on during 2019.
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Financial considerations Will be reported on once further details are known.
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Significance Once options are determined then the significance will be assessed in terms of the Council's Significance and Engagement Policy.
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Engagement – external Significant external engagement is underway for the development of potential future operating models.
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Engagement - internal Significant internal engagement is underway for the development of potential future operating models.
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Risks: Legal / Health and Safety etc. A risk register has been developed which will allow the Project Control Group and Project Steering Group to actively manage risk associated with the Waste Futures 2023 project.
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Conflict of Interest There are no known conflicts of interest.
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Community Boards The future management of waste services will be discussed with Community Boards as part of the process.
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Infrastructure Services and Networks Committee 15 October 2018 |
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Draft Waste Minimisation and Management Plan and Draft Waste Assessment - Update
Department: Waste and Environmental Solutions
EXECUTIVE SUMMARY
1 The purpose of this report is to provide the Infrastructure Services Network Committee with a progress update on the Draft Waste Minimisation and Management Plan (WMMP) and Draft Waste Assessment.
2 The Dunedin City Council (Council) is approaching the statutory review period for its existing WMMP 2013.
3 A WMMP Steering Group was appointed in January 2018 and has progressed the Draft Waste Assessment and the WMMP Review process which is tracking concurrently with the Waste Futures Project.
4 Staff engaged stakeholders in the planning process. These stakeholders provided valuable insights on waste and resource recovery, education, and communication. Representation spanned community, industry, business, tertiary, sector groups, and other Councils.
5 The WMMP Steering Group recommends amendments be made to the current WMMP and these amendments to-date have been provided for in the attached Draft WMMP.
6 Further amendments may need to be incorporated as new information and data become available, before the Proposed WMMP and Proposed Waste Assessment are completed and reported to Council in December 2018.
That the Committee: a) Notes the Draft Waste Minimisation and Management Plan. b) Notes the Draft Waste Assessment.
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BACKGROUND
7 Central Government ratified the Waste Minimisation Act in 2008 (the Act) and the New Zealand Waste Strategy (NZWS) in 2010.
8 Council’s current WMMP was adopted in September 2013 in-line with the Act, Part 4 Responsibilities of territorial authorities in relation to waste management and minimisation.
9 A WMMP Steering Group consisting of Councillors and staff from Waste and Environmental Solutions, Policy, and Otago Regional Council were appointed in January 2018 to progress the review of Council’s current WMMP and progress the Waste Assessment.
10 Since adoption of the WMMP in 2013 there has been increased media attention and public interest in waste issues and a noticeable increase in demand for an improved level of waste and resource recovery services and facilities, most notably;
· Providing residents living in the Central Activity Area more capacity for recycling which culminated in the introduction of the city recycling hubs in May 2017.
· An increased demand for a kerbside collection service for organic waste (garden and/or food waste) which prompted an options review and a report to Council in April 2018.
· The WasteMINZ Territorial Authority Sector Group identification of national waste priorities which were presented in the Local Government Waste Management Manifesto in July 2018.
· A submission to the Minister for the Environment for the introduction of a ban on plastic shopping bags in September 2018.
DISCUSSION
11 Territorial authorities are guided by legislation, namely the NZWS and more specifically the Waste Minimisation Act 2008.
12 The NZWS has two goals;
Goal 1: Reducing the harmful effects of waste
When planning waste management and minimisation activities, local government, business and communities should assess the risk of harm to the environment and human health from waste to identify and take action on those waste of greatest concern.
Goal 2: Improving the efficiency of resource use
When planning waste management and minimisation activities, local government, business and communities should improve the efficiency of resource use to reduce the impact of the environment and human health and capitalise on potential economic benefits.
13 The purpose the Act
The purpose of this Act is to encourage waste minimisation and a decrease in waste disposal in order to-
a) Protect the environment from harm; and
b) Provide environmental, social, economic, and cultural benefits.
14 Section 42 The role of Territorial Authorises under the Act
A territorial authority must promote effective and efficient waste management and minimisation within its district.
15 The Act is specific about what needs to be contained within the WMMP as outlined in section 43.
Section 43 Waste management and minimisation plans
Waste management and minimisation plans must provide for the following:
1) For the purposes of section 42, a territorial authority must adopt a waste management and minimisation plan.
2) A waste management and minimisation plan must provide for the following:
a) objectives and policies for achieving effective and efficient waste management and minimisation with the territorial authority’s district:
b) methods for achieving effective and efficient waste management within the territorial authority’s district, including-
(i) collection, recovery, recycling, treatment, and disposal services for the district to meet its current and future waste management and minimisation needs (whether provided by the territorial authority or otherwise); and
(ii) any waste management and minimisation activities, provided, or to be provided, by the territorial authority:
c) how implementing the plan is to be funded:
d) if the territorial authority wishes to make grants or advances of money in accordance with section 47, the framework for doing so.
3) A territorial authority may amend its waste management and minimisation plan or revoke it and substitute a new plan.
4) A waste management plan adopted under Part 31 of the Local Government Act 1974 as at the commencement of this section must be treated as if it were a waste management and minimisation plan adopted under this section, and this Part applies to the plan accordingly.
16 Section 51 Requirements for waste assessment
The Act states what is required in undertaking the waste assessment.
(1) A waste assessment must contain –
a) a description of the collection, recycling, recovery, treatment, and disposal services provided within the territorial authority’s district (whether by the territorial authority or otherwise); and
b) a forecast of future demands for collection, recycling, recovery, treatment and disposal services within the district; and
c) a statement of options available to meet the forecast demands of the district with an assessment of the suitability of each option; and
d) a statement of the territorial authority’s intended role in meeting the forecast demands; and
e) a statement of the territorial authority’s proposals for meeting the forecast demands, including proposals for new of replacement infrastructure; and
f) a statement about the extent to which the proposals will –
(i) ensure that public health is adequately protected:
(ii) promote effective and efficient waste management and minimisation.
5) An assessment is not required to contain any assessment in relation to individual properties.
6) Information is required for an assessment to the extent that the territorial authority considers appropriate, having regard to –
a) the significance of the information; and
b) the costs of, and difficulty in, obtaining the information; and
c) the extent of the territorial authority’s resources; and
d) the possibility that the territorial authority may be directed under the Heath Act 1956 to provide the services referred to in that Act.
7) However, an assessment must indicate whether and, if so, to what extent, the matters referred to in subsection (3)(b) and (c) have impacted materially on the completeness of the assessment.
8) In making an assessment, the territorial authority must –
a) Use its best endeavours to make a full and balanced assessment; and
b) Consult the Medical Officer of Health.
17 The Draft Waste Assessment
The Waste Assessment process provides for situational analysis (stocktake) of waste and diverted material in the district, and a forecast of future demand to the fullest extent possible given available information and resources. The Waste Assessment informs the WMMP planning process. The Draft Waste Assessment attached to this report goes as far as the forecast of future demand. The statements have not been prepared at this time as further analysis of the options to meet future demand will take place via the Waste Futures Better Business Case analysis.
18 Green Island Landfill solid waste composition data also needs to be further updated. The data provided in this initial draft of the Waste Assessment is from landfill audits undertaken in 2012. This is because landfill audits are currently in progress. These audits are conducted using a verified auditor and the Solid Waste Analysis Protocol (SWAP) as approved by Ministry for the Environment. On completion of the SWAP landfill audits the Waste Assessment landfill composition data will be updated and any changes that may result from the findings of these audits will be incorporated in both the Proposed Waste Assessment and Proposed WMMP which will be presented to Council in December 2018.
19 Stakeholder Engagement
Stakeholders, including the district councils, Otago Regional Council and the DCC Maori Participation Working Party were engaged in the planning, and have assisted staff in identifying the demand and potential future demand for waste and resource recovery education, communication, services and facilities.
· Demand: a current or potential future need for a waste or diverted material service or other activities in a district for example; a current demand for waste disposal services, transfer station services, and landfill services.
· Future demand: may be identified in relation to construction and demolition waste and diverting more material for use as a resource (e.g. wood, plastics, steel); such a future potential demand may require additional services, which could be provided by the private sector or by the Council.
Stakeholder engagement reflected the increased demand for services and facilities with a high level of interest in waste and resource recycling being expressed by those who attended meetings. Stakeholders will continue to be engaged in the process and will also be kept informed about Waste Futures.
20 Section 50 Review of waste management and minimisation plan
(1) A territorial authority must review its waste management and minimisation plan-
a) not later than 1 July 2012; and
b) then at intervals of not more than 6 years after the last review.
(2) Before conducting a review, the territorial authority must make an assessment under section 51.
(3) If, after the review, the territorial authority considers that the plan-
a) should be amended or revoked and a new plan substituted, it must act under section 44:
b) should continue with amendment, it must use the special consultative procedure set out in section 83 of the Local Government Act 2002 and, in doing so, notify the assessment with the statement of proposal.
21 The Act requires Territorial Authorities undertake a Waste Assessment and a review of their waste management and minimisation plans at least every 6 years. The Act states the requirements that must be met in performing the review. An initial review of Council’s current WMMP 2013 has been carried out in accordance with Section 50 of the Act outlined above. It identified issues and demands and the suitability of options proposed to address them.
22 Options developed within the Waste Assessment Future Forecast of Demand were evaluated against the four wellbeings as this aligns with the purpose of the Act and, with Councils 10 Year Plan, Section 2: Strategic overview, summary of community outcomes, priorities & indicators.
23 A traffic light analysis tool was used to identify whether the option contributed, in a positive, neutral or negative way to the Vision and Goals and Guiding Principles set out in the Draft WMMP.
24 The WMMP Steering Group, comprising the acting General Manager Infrastructure and Networks, General Manager Strategy and Governance, General Manager Finance and Commercial, and the Project Control Group, agreed that the revised plan should be renamed Waste Minimisation and Management Plan to clearly communicate Council’s commitment to waste minimisation and resource recovery. The Steering Group also set the high-level vison, goals and guiding principles and progressed to the evaluation of options to meet future demand for waste and resource recovery education, services and facilities.
25 The work that has been undertaken to date has provided sufficient information and direction to prepare the initial Draft Waste Assessment and Draft Waste Management and Minimisation Plan. These documents are attached by way of a progress update.
26 Alignment with the Waste Futures Project
The Draft WMMP is supportive and inclusive of the Waste Futures project as these two planning processes are being developed concurrently. The WMMP sets the high level strategic direction which will be reviewed at least every six years. Waste Futures has a long-range view 20-40 + years and will determine the infrastructure and service level needs to meet demand which in turn this will inform future reviews of Council’s WMMP.
27 The options that are presented in both these documents will be further evaluated via the better business case process to ensure the approach being taken in the Proposed WMMP 2019, informed by the Proposed Waste Assessment and Waste Futures, is correct for Dunedin.
OPTIONS
28 As this is an update report, there are no options.
NEXT STEPS
· The next steps are as follows:
o Provide our stakeholder groups with a WMMP/Waste Futures progress update.
o Update the Waste Assessment with the more recent stakeholder feedback and verified SWAP data from the waste composition audit at Green Island land.
o Prepare the Proposed Waste Minimisation and Management Plan and Proposed Waste Assessment for Council approval in December 2018.
o Following Council approval, prepare the statements and public consultation document for consultation in early 2019.
Signatories
Author: |
Catherine Irvine - Solid Waste Manager |
Authoriser: |
Chris Henderson - Group Manager Waste and Environmental Solutions Leanne Mash - General Manager Infrastructure and Networks (Acting) |
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Title |
Page |
⇩a |
Draft Waste Minimiation and Management Plan |
31 |
⇩b |
Draft Waste Assessment |
51 |
SUMMARY OF CONSIDERATIONS
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Fit with purpose of Local Government This decision/report/proposal enables democratic local decision making and action by, and on behalf of communities. |
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Fit with strategic framework
The WMMP contributes to the Environment Strategy by promoting effective and efficient waste management and minimisation with its district, with regard given to the goals of the Emissions Management and Reduction Plan. |
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Māori Impact Statement Iwi have been identified as a significant stakeholder and have been engaged during the Better Business Caste option development which feeds into the WMMP. |
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Sustainability The WMMP will connect with the Waste Futures Project and in so doing this may have significant economic and environmental implications depending on the options that go forward. |
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LTP/Annual Plan / Financial Strategy /Infrastructure Strategy The WMMP in some form will be publicly consulted on during 2019. |
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Financial considerations The WMMP must state how the plan is to be funded. This is outlined at a policy level within the Draft document. The dollar amounts will be provided once they are known via Waste Futures. |
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Significance There is a high level of public interest in waste management and minimisation in the community given recent media reporting. The significance of options is yet to be fully assessed and therefore cannot be determined at this time. |
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Engagement – external Significant external engagement has taken place and continues to inform our planning processes. |
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Engagement - internal Significant internal engagement has taken place and continues to inform our planning processes. |
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Risks: Legal / Health and Safety etc. Staff followed strict and specific Ministry for Environment guidance in preparing the Draft Waste Assessment and Draft WMMP in accordance with the Act. |
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Conflict of Interest There are no known conflicts of interest. |
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Community Boards Future waste management and minimisation planning will be discussed with Community Boards as part of the WMMP process once more is known about future options. |
Infrastructure Services and Networks Committee 15 October 2018 |
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Table of Content – to be inserted on
completion of final Proposed WMMP
Contents
Introduction
About this document
Purpose
Scope
Legislative Context
Sustainable Development Goals
Vision
Goals
Guiding Principals
Other DCC Strategies and Plans
Implementing the Plan
Funding the Plan
Performance Indicators
Plan review periods
Things have changed since the Dunedin City Council (DCC) last prepared a strategic document for better waste management and minimisation, including the introduction of new services and facilities and, of most significance, the change in focus at a national level. |
In 2008, the Waste Minimisation Act came into law, followed by the New Zealand Waste Strategy in 2010.This legislation requires all territorial authorities to conduct a waste assessment in their districts and to review their operative Waste Management and Minimisation Plans (WMMP).
Following the review of DCC’s Waste Management and Minimisation Plan 2013, we have clarified our position and established the direction we wish to take. To set the scene the revised plan will be now be known as ‘The Waste Minimisation and Management Plan 2019’ (The Plan).
This WMMP supports a more a detailed review of our waste and diverted material services and facilities, referred to as the Waste Futures Project (Waste Futures). Its aim is to ensure a smart approach is taken in both the investigation of options, to better inform decision markers into the future, 20-40+ years and ensuring the planning processes are closely aligned and interrelated.
This Plan, was informed by a district-wide Waste Assessment in 2018. It capitalises on what we already know and do well, but also identifies priorities and addresses areas where we can improve.
The Plan also casts the net wider than DCC facilities and services, taking a whole of city approach. DCC would like to acknowledge the contributions of our WMMP stakeholder groups as they have provided valuable insight into the planning process. It presents both a challenge and opportunity in considering how we (the DCC, waste and diverted material operators, businesses, and individuals) work together.
To achieve zero waste, inclusive of a circular economy, all parties must to work together purposefully.
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The Dunedin City Council (the DCC) has prepared this Plan in accordance with its statuary obligations under the Waste Minimisation Act 2008 (WMA) and in keeping with its civic responsibilities.
The Plan includes:
Part one: - high level strategic statements, vision, goals and guiding principles - objectives, policies and methods - how the Plan will be funded, including waste levy grants - performance indicators by which to measure progress
Part two: - a summary of the Waste Assessment 2018
Appendices: - glossary - Full Waste Assessment 2018
This Plan replaces the Waste Management and Minimisation Plan 2013. |
The DCC has a responsibility under the WMA to ‘promote effective and efficient waste management and minimisation’ and, for this purpose, to ‘adopt a waste management and minimisation plan’.
The Plan has been informed by a district-wide waste assessment. The full and final waste assessment report is appended to the Plan.
As well as the waste assessment, the DCC has consulted widely with stakeholders and special interest groups to plan and prioritise actions which will progress waste minimisation efforts and make improvements to waste management practices.
The Plan is supportive of a collaborative approach which will strengthen working relationships. The position taken understands that, to achieve zero waste, all parties must work together purposefully.
This Plan will next be reviewed in five years’ time so that it aligns with DCC’s Ten Year Plan. This includes how the DCC will achieve its community funded waste and diverted material services and facilities over the LTP period.
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The Plan covers collection, recovery, recycling, treatment and disposal, services and facilities in Dunedin, including waste minimisation promotion and education, whether provided by the DCC or others.
As far as possible, the current level of waste minimisation and management activity has been assessed alongside the forecast demand for, and future provision of, services and facilities under the jurisdiction of the DCC. This includes how existing and future activities will be funded.
It provides transparency around how the Plan will be funded, allowing the allocation of waste levy grants, enabling business and community-led waste minimisation projects and initiatives to develop and evolve. DCC may also partner and/or endorse applications to the Ministry for the Environment contestable waste levy fund to further promote and develop projects of scale that have the potential to contribute significantly to building local capability or minimise the harmful effects of waste.
This Plan and any amendments resulting from future reviews will be publicly notified in accordance with the Local Government Act section 83 Special Consultative Procedure. |
The Waste Minimisation Act 2008 The purpose of the WMA, Section 3 is to encourage waste minimisation and a decrease in waste disposal in order to: a. encourage waste minimisation and a decrease in waste disposal in order to protect the environment from harm; and b. provide environmental, social, economic and cultural benefits. The WMA defines waste and diverted material as follows:
Waste a. means anything disposed of or discarded; and b. includes a type of waste that is defined by its composition or source (for example, organic waste, electronic waste, or construction and demolition waste); and c. to avoid doubt, includes any component or element of diverted material, if the component or element is disposed of or discarded. |
Diverted Material a. means anything that is no longer required for its original purpose; and, but for commercial or other waste minimisation activities, would be disposed of or discarded.
The DCC’s Plan must also have regard to the New Zealand Waste Strategy 2010 (NZWS).
The NZWS has two high level strategic goals:
Goal1: Reducing the harmful effects of waste.
Goal2: Improving the efficiency of resource use.
The NZWS recognises that in order to reach these goals, the responsibility is shared among all New Zealanders, central Government, local government (regional councils and territorial authorities), the waste industry, businesses and communities.
The NZWS provides the high level strategic direction for waste management and minimisation activities nationally, which underpins a suite of legislation, regulatory tools and best practice guidelines.
The following table shows the framework presented within the NZWS:
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New Zealand Waste Strategy 2010
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Legislation and regulatory framework
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Waste Minimisation Act 2008 |
Local Government Act 2002 |
Hazardous Substances and New Organisms Act 1996
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Climate Change Response Act 2002 |
Resource Management Act 1991 |
Other Tools |
Waste minimisation and management plans
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Bylaws |
Regulations and group standards related to waste |
Disposal facility regulations |
Natural environmental standards |
International conventions |
Waste disposal levy
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10-year plans |
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District and regional plans and resource consents
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Ministry guidelines, codes of practice, and voluntary initiatives
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Waste minimisation fund
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Product stewardship
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Other regulations
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Table 1: Toolkit for managing and minimising waste in New Zealand
In addition to the above, the DCC must also meet its obligations under the Health Act 1956 and may adopt regulatory provisions under the Litter Act 1979
Applicable United Nations Sustainable Development Goals
Practicing waste minimisation, reusing and recycling can significantly reduce the amount of waste generated and the associated costs of landfill disposal, rubbish collection services and litter control.
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To meet the demand for greater resource recovery we need to build capacity and capability in processing diverted materials to retain resources within a circular economy. This means investment in local infrastructure (refer to Waste Futures). |
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Education programmes such as Love Food Hate Waste aim to raise awareness about food waste in New Zealand by providing information and tools to assist in reducing avoidable food waste.
KiwiHarvest Dunedin is a local food rescue organisation that collect commercial quantities of good food for redistribution to those in need in our community.
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Good waste management practice means that both human health and wellbeing is protected. Observing good health and safety practices in the delivery of our services and onsite at our facilities, ensuring our contractors and the public are not put at risk. |
Empowering and enabling community waste minimisation initiatives to establish and grow means our communities become more resilient, develop skills and behaviours that are more sustainable and able to be shared elsewhere through networks. |
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This Waste Minimisation and Management Plan aligns with DCC’s Energy Plan meaning the transition to renewable energy sources will be supported. |
Every person can make a difference my making choices in their everyday lives, whether it is in in the purchase of goods and services, building or operating a business. Waste minimisation and resource efficiency are accessible inroads into becoming more sustainable. |
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This plan is supportive of DCC’s Emissions Management Reduction Plan and the target set to reduce Dunedin’s carbon emissions to net zero by 2050. |
Dunedin is actively committed to zero waste inclusive of a circular economy to enhance the health of our environment and people by 2040
Goal 1: Advocate, educate and enable waste minimisation, recycling and resource recovery
Goal 2: Encourage social enterprise and commercial development
Explanation
- build on initiatives to support circular economies
- reduce reliance on external markets for recyclable materials
- facilitate regional and national market development
Goal 3: Collect information to enable informed decision making
- support and promote the National Waste Data Framework
Goal 4: Minimise the harmful effects of waste
Explanation
- protect both public health and the environment from the adverse effects of waste through regulation, and upholding best practice standards
Goal 5: Provide infrastructure to meet goals and objectives
Zero Waste
Zero waste is an ethical, economic, efficient and visionary goal, to guide people in changing their lifestyles and practices to emulate sustainable natural cycles, where all discarded materials are designed to become resources for another use.
Zero waste means designing and managing products and processes to systematically avoid and eliminate the volume and toxicity of waste and materials, to conserve and recover all resources, and not to burn or bury them.
Implementing zero waste will eliminate all discharges to land, water or air that are a threat to planetary, human, animal or plant health.
Circular Economy
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A circular economy is an alternative to the traditional linear economy in which we keep resources in use for as long as possible, extract the maximum value from them whilst in use, then recover and regenerate products and materials at the end of each service life.
When a product is designed for the longest use possible, and can be easily repaired, remanufactured or recycled (or used, composted and nutrients returned) we consider it to have a circular life cycle.
A circular economy is fueled by renewable energy (e.g. solar, hydro, wind and tidal power, and biofuels).[1]
Leadership
The DCC will model good corporate citizenship by integrating zero waste practices into organisational culture and via supply chain management. The DCC will take a leadership role in establishing and embedding zero waste practices and systems in Dunedin.
Collaboration
To maximise the opportunities associated with the waste minimisation and resource recovery, the DCC will endorse, facilitate, or partner with community groups and organisations to support the realisation of zero waste initiatives.
Precautionary Principal
Where there is a threat of serious or irreversible damage, lack of full scientific certainty should not be a reason for postponing cost-effective measures to prevent environmental degradation or potential adverse health effects, as it relates to waste and diverted material.
The Proximity Principal
Short supply chains with few long-distance transactions promote resilience and engagement. For resource recovery, the proximity principal suggest that we seek “the highest use (for used materials and products) with the shortest possible distance”.[2]
Other DCC Strategies and Plans
The Waste Minimisation and Management Plan 2019 will deliver on the DCC’s key strategies and plans.
Te Ao Tūroa - Environment Strategy: aligns with the goals of the Environment Strategy both in the reduction of greenhouse gas emissions and DCC’s Emissions Management and Reduction Plan, minimising waste and ensuring environmental wellbeing.
Spatial Plan and the Dunedin City District Plan: as it relates to the collection, storage and transportation of waste and diverted material, and land use.
Social Wellbeing Strategy: providing support for community waste minimisation initiatives and the retention and repurposing of material resources within communities. Waste minimisation education programmes, workshops and availability of community waste levy small and project and event grants.
Transport Strategy: as it relates to the health and safety of kerbside collection service contractors and reduced emissions from collection vehicles.
Parks and Recreation Strategy: improving access to permanent and event bins for public places recycling and regulatory compliance in relation to illegal dumping and littering.
Economic Development Strategy: in building the local capability of our resource recovery sector to achieve greater material diversion and in support of businesses adopting resource efficiency programmes. Also in support of design innovation that will reduce or eliminate waste, Waste Minimisation Innovation and Development Grants (commercial sector), supporting the Energy Plan in the beneficial use of landfill gas, or waste to energy solutions.
Long Term Plan and Financial Strategy: demonstrating good corporate citizenship in practicing waste minimisation, ensuring material resources are used efficiently, reused and recycled. Support procurement practices to encourage suppliers and contractors to do the same.
Taking a holistic approach to Dunedin’s waste management and minimisation by building working relationships internally, and with other councils, private operators, businesses and the community is pivotal to the successful implementation of the Plan.
The Plan must include the DCC and others for collection, recovery, recycling, treatment and disposal facilities and services. As a result, the DCC’s role in promoting effective and efficient waste management and minimisation within Dunedin is holistic. Assessing the current and future needs for waste management and minimisation facilities and services to ensure needs are being addressed and supported at the strategic level by the Plan and by Waste Futures in proving the business case. The responsibility to better manage and minimise waste is shared by all. The DCC may be directly or indirectly involved in bringing about the change that will lead Dunedin towards zero waste. To best represent the role that the DCC has in implementing the Plan the objectives, policies and methods have been presented in three sections. |
Governance, leadership and engagement: what the DCC has direct responsibility for and control over: · planning and policy making within the DCC’s strategic framework · as regulator via Solid Waste and Trade Waste Bylaws · provider of waste and diverted material facilities and services · as corporate citizen modelling best practice · managing community needs and expectations via public consultation Education, empowerment and collaboration: assisting members of the community to increase their understanding of waste related issues and enable them to take action within their homes and community to minimise waste or to make better use of diverted material. Deign, innovation and building local capability: working collaboratively with central Government, other councils, private operators, businesses and other organisations to create opportunities and build local capability in the resource recovery sector. This section promotes the circular economy and cleaner production processes, innovation and design which will reduce the generation of waste and retain the value of material resource locally. |
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Policy |
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Method |
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Implementation Pathway |
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Objective 5: The community has access to well managed waste disposal facilities |
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Dunedin waste disposal facilities remain operational until the expiry of current consents. |
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The DCC will ensure all resource consent requirements for DCC owned operational waste facilities are complied with and kept current in line with both regional and district plans. |
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Maintain best practice
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The DCC will continue to meet its statutory obligations under the New Zealand Emissions Trading Scheme.
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Continuous improvements to mitigate landfill gas emissions |
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The DCC will investigate landfill disposal options in readiness for the closure of Dunedin landfills.
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Assess and develop options refer to Waste Futures |
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The DCC will provide transfer station facilities at Green Island, Waikouaiti and Middlemarch
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Assess other Dunedin sites for suitability refer to Waste Futures |
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The DCC will use economic drivers to minimise waste to landfill. |
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The DCC will review and set gate charges for DCC owned waste facilities annually, ensuring that the true costs associated with landfill operations, future closure and aftercare are recovered.
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Continually review and adjust landfill gate charges to reflect the true cost of landfill disposal including introducing a second weighbridge at the Green Island facility |
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Objective 6: Hazardous waste is managed in accordance with best practice |
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The DCC will continue to support national regulation for the storage, collection, treatment and disposal of hazardous waste and, where necessary, regulate to protect the environment from identified hazardous waste products or practices not currently regulated. |
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The DCC will work collaboratively with the Otago Regional Council to ensure standards for the safe treatment and disposal of hazardous waste are managed and monitored in accordance with the current legislation, regulation and best practice guidelines
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Continuous improvements to mitigate the harmful effects of waste |
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The DCC will investigate options for the collection of hazardous household waste chemicals. |
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Investigate
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Develop Options |
Embed |
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The DCC will use provisions of a Solid Waste Bylaw to ban prohibited waste from landfill disposal.
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Continually review and adjust landfill acceptance criteria in-line with New Zealand legislation, regulation and best practice standards |
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Objective 7: All operating clean sites in Dunedin have been identified and are operating in accordance with industry best practice |
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The DCC will work collaboratively with the Otago Regional Council to strengthen consent requirements for non-levied fill activity in Dunedin.
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The DCC supports a review of the Otago Regional Council’s Regional Plan Waste for Otago |
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Strengthen working relationship |
Embed |
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Policy |
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Method |
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Implementation Pathway |
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Objective 8: Dunedin communities and learning agencies are actively engaged in zero waste education and are empowered to act with local initiative |
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The DCC will ensure zero waste education is accessible and available to learning agencies and community groups. |
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The Enviroschools programme is supported and funded by both the Otago Regional Council through regional co-ordination and the DCC via local facilitation. |
Ongoing |
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DCC staff and contracted facilitators will work with community groups to deliver zero waste educational programmes.
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Ongoing |
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The DCC will ensure zero waste action is promoted within communities |
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The DCC will encourage members of the community to practice waste minimisation in their homes and neighbourhoods and support the development of community-led initiatives that make beneficial use of diverted materials locally. |
Ongoing |
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Objective 9: Dunedin businesses minimise waste, are resource efficient and demonstrate innovation which grows or attracts sustainable market opportunities to the city |
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The DCC encourages and supports businesses to minimise waste and promotes reuse, resource recovery and the circular economy. |
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The DCC will develop and/or deliver a business education programme to assist and improve organisational performance and engagement with the circular economy. |
Initiate |
Develop programme delivery model |
Embed |
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The DCC will partner with industry, businesses, and neighbouring councils to build local capacity and capability that will increase the quantity and range of diverted material that can be collected and processed in the city/region/South Island.
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The DCC will invest in infrastructure that aligns with the goals and objectives of its Waste Minimisation and Management Plan.
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Identify priorities for further investigation and development
Refer to Waste Futures |
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The DCC will assess, partner, endorse or support Waste Levy Contestable Fund applications which minimise waste and/or add value to recovered materials with the potential to create local employment opportunities.
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Advice, guidance, tools and grant funding
Identify priorities for further investigation and development
Refer to Waste Futures |
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The DCC will work collaboratively with Central Government, other Councils, industry, businesses, associations and the community to establish, encourage and support the realisation of product stewardship initiatives.
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Actively support and encourage the introduction of product stewardship initiatives |
Overview of the current funding methods
The DCC funds its waste management and minimisation facilities, services and educational programmes in a variety of ways. |
User pays charges
The full cost associated with sending waste to landfill is recovered via user pays gate charges. This means that landfill users sending waste to DCC- owned disposal facilities (inclusive of rural skip days) will pay for the loss of resources based on the amount of waste sent to landfill. This is commonly referred to as the polluter pays principle.
Landfill users are also paying for the on-going engineering, treatment and aftercare required to contain and control the environmental effects of landfill disposal such as the collection of leachate and gases, pest and odour control systems and Central Government levies and charges.
Landfill gate charges: cover the total cost of waste disposal and landfill operations at the Green Island Landfill. Waste delivered to this facility is either weighed on arrival (large vehicle loads) or based on average volume (small vehicle load to the transfer station) and charged accordingly.
Gate charges contribute a portion of the waste disposal and operational costs of the Waikouaiti and Middlemarch Transfer Stations. To recover the total costs of providing waste facilities in satellite communities, a funding contribution is required from general rates.
City rubbish collection service: the cost of purchasing the DCC’s rubbish bag covers the cost of providing a kerbside collection service for rubbish and also the costs associated with landfill disposal.
Rural skip days: are part funded by user charges based on the size of the vehicle load but also require a significant funding contribution from general rates.
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Waste Levy
Landfill gate charges are levied by the Government under Part 3 of the WMA. A portion of the levy collected is returned to the DCC to promote or achieve waste minimisation in accordance with the Plan. This is equal to 50% of the levy payment collected by the Government divided by Dunedin’s population. The waste levy received by the DCC provides funding for the following activities.
Education for Sustainability programmes: Enviroschools local facilitation, resources and the Sustainable Living programmes are partially waste levy funded.
Waste minimisation initiatives: - Educational workshops - Diverted material collection events - Promotion such as expos and advertising - Diverted material infrastructure such as public places recycling - Hazardous waste collection, treatment, diversion - Other initiatives that reduce waste or increase material diversion.
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General rates funded
General rates provide subsidised contribution to the community waste disposal facilities and rural skip day events as outlined previously. Further to this, general rates fund the following activities;
Plan delivery: DCC Waste and Environmental Solutions staff and other resources deployed to deliver the objectives of the Plan to the satisfaction of the community. Litter and public places recycling bins: contracted collection services for all litter and public places recycling bins.
Illegal dumping: contracted collection services for the retrieval of household waste illegally deposited on public land. A small portion of the cost of collection is recovered through infringement fines.
Targeted rates funded
Kerbside collection services for recycling: residents in the areas that receive the DCC’s kerbside collection service for recycling pay for the service via a targeted rate.
Revenue generated from the sale of diverted materials
Recycling rebate: a proportionate amount of funds received from the sale of recyclable material collected at kerbside by DCC contractors and from the resource recovery centres at the DCC’s facilities.
Rummage store: revenue raised from the sale of re-usable household items pays for the on-going operation and development of the Green Island Resource Recovery Centre.
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Waste Levy grants: The DCC has made available funds from its share of the waste levy for grants under section 47 of the WMA, to promote or achieve waste minimisation activities in accordance with the Plan: - Waste Minimisation Small Grants - Community Waste Minimisation Projects and Events Grant - Waste Minimisation Innovation and Development Grants Commercial Sector
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Potential Future Funding Method
Other funding avenues that could fund progress towards the Plan’s objectives.
Licensing of waste collectors and operators: the DCC will consider creating a new Solid Waste Bylaw that better aligns with current strategies, legislation (specifically the WMA) and the Plan. This includes licensing of waste collectors and operators for which the DCC will require a licensing fee. This fee would need to generate at least enough revenue to cover the costs of administration, monitoring and may be weighted to mitigate risk, providing sufficient funds to protect the environment from harm in case of negligence.
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The effectiveness of the Plan’s objectives, policies and methods will be measured and monitored against performance indicators. Performance indicators will be reviewed and reported annually via the Annual Plan. |
The methods for measuring results vary and may involve: · Actual increases or decreases in waste and diverted material quantities · Results from the Residents’ Opinion Survey (ROS) or other customer surveys · Customer feedback about specific areas of interest · Customer feedback received via evaluations forms · Results from audits and reviews
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Performance indicator
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Activity
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Reporting frequency
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The DCC achieves 100% compliance with waste facility consent conditions under the Resource Management Act 1991
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Annual Plan |
Annually |
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The composition of waste at the DCC’s Green Island waste facility reflects a decrease in waste materials targeted by waste minimisation and resource recovery programmes.
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SWAP audits |
Periodically |
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The quantity and quality of diverted material collected via the DCC’s kerbside collection service for diverted material with > 2% annual growth in diverted material sold.
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Annual Plan |
Quarterly |
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The number of customers with access to DCC diverted material facilities is increasing.
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Annual Plan |
Annually |
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Overall satisfaction with rubbish disposal services
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Resident Opinion Survey |
Annually |
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The quantity and quality of diverted material collected via the DCC’s diverted material facilities is increasing.
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Gather, collate and summarise information |
Monthly |
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Zero waste education programmes and workshops provide valuable learning opportunities to participants.
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Feedback received and summarised, increasing participation.
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Quarterly |
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Number of businesses involved in a business education programme around circular economy is increasing.
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Case studies are produced. |
Annually |
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Number of successful waste levy grant applications is increasing.
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Applicants meet set milestones |
Periodic media releases |
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This plan is subject to a maximum six-yearly review period. These reviews are a necessary requirement of the WMA but are also essential to ensure the Plan is on course and meeting the needs of the community.
Each review is preceded by a waste assessment to inform the review by highlighting areas where gains are being made and identify where more input and development is required to further progress. The DCC decides if the Plan needs to be amended, or revoked and replaced, in which case changes are notified via the special consultative procedure.
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The waste assessment process gathers all available information and data on the current and future demand for waste and diverted material facilities and services within Dunedin. This includes the DCC’s and other organisations’ activities. The waste assessment is only as good as the information and data that can be accessed and used for the purpose.
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Infrastructure Services and Networks Committee 15 October 2018 |
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Proposed Consultation Dunedin City Speed Limit Bylaw Amendment 9
Department: Transport
EXECUTIVE SUMMARY
2 The review recommends the establishment of 40 kilometres per hour (km/h) variable speed limits around 12 schools, the extension of two existing 40km/h variable speed limit school zones, and the creation of one permanent 40 km/h zone outside a school.
3 The review also recommends changes for six permanent speed limits which extends some 50 km/h and 60 km/h speed zones where urban expansion has occurred at the edge or where there has been urban infill between two existing lower speed zones.
4 Council recommends initiating the formal consultation process for an amendment to the Dunedin City Speed Limits Bylaw (Amendment 9), to provide for the proposed speed limit changes.
That the Committee: a) Approves that the Statement of Proposal for Amendment 9 to the Dunedin City Council Speed Limits Bylaw 2004 be publicly notified for consultation during the period 23 October 2018 to 20 November 2018. b) Appoints a Hearings Subcommittee of three councillors to hear and consider any submissions received and report recommendations back to the Council. |
BACKGROUND
5 The Dunedin City Speed Limits Bylaw dates from 2004, following the change in legislation giving road controlling authorities the responsibility of setting speed limits.
6 The current 40 km/h variable speed limit in school zones has been operating successfully in New Zealand since they were first installed on a trial basis in Christchurch in January 2000.
7 In April 2011, the New Zealand Transport Agency (NZTA) gave road controlling authorities more flexibility to install 40 km/h variable speed limits, and at both urban and rural schools.
8 The first 40 km/h variable speed limits in school zones in Dunedin were adopted in February 2015 as a part of the Speed Limit Bylaw Amendment 7. These schools are Carisbrook School, Kaikorai Valley College, Kings and Queens High Schools and Wakari School.
9 The NZTA Speed Management Guide (The Guide) was adopted in November 2016. The Guide provides a modern approach to speed management on New Zealand roads. It is a tool designed to assist NZTA and Road Controlling Authorities (RCAs) to better determine the road risks that will feed into the development of speed management approaches for communities.
10 The Guide is about achieving safe and appropriate speeds that reflect road function, design, safety, use, and to provide a nationally consistent approach to speed management.
11 Table 1 shows the adopted safe and appropriate speed classification method for urban roads, using the One Network Road Classification (ONRC). ONRC is a classification system which divides New Zealand’s roads into six categories based on how busy they are, whether they connect to important destinations or are the only route available. The classification of New Zealand’s roads using the ONRC was completed in 2013.
Table 1 Proposed Safe and Appropriate Speeds classification method - Urban Roads
12 Table 2 outlines where the different variable speed limits should be used.
Table 2 Variable speed limits
13 The Land Transport Rule: Setting of Speed Limits 2017 (The Rule) formalises the approach to speed management in the Guide as follows:
a) Requires NZTA to provide guidance on and information about speed management for RCAs.
b) Requires RCAs to set speed limits that are, in the RCA’s view, safe and appropriate.
c) Encourages a consistent approach to speed management throughout New Zealand.
d) Replaces the methodology of the 2003 Rule with assessment criteria and outcome statements based on the approach in the Guide for both permanent and variable speed limits.
e) Sets out the categories of speed limits that may be set in accordance with the Rule as well as the range of possible speed limits (all in multiples of 10 km/h).
f) Specifies the circumstances in which a variable speed limit may be set.
14 The Rule requires the NZTA to approve both permanent and variable speed limits before a RCA can make a bylaw to set a speed limit. For 40 km/h variable speed limits in school zones, NZTA has published a general notice in the New Zealand Gazette (the Gazette) which approves those speed limits, sets out appropriate conditions and authorises road controlling authorities to set them.
15 The five schools that currently have 40 km/h variable speed limits in school zones were adopted before the Guide was adopted.
16 At the August 2017 meeting of the Infrastructure Services and Networks Committee, the Committee adopted the Guide for implementing DCC speed limit reviews. The Committee approved the Statement of Proposal for Amendment 8 to the Dunedin City Council Speed Limits Bylaw to be publicly notified for consultation and requested Council staff to report back to the Committee regarding the adoption of consistent speed limits around schools.
17 Under the Guide, “variable speed limits signs are electronic signs that are typically activated for short periods to manage a particular risk such as during school periods. When activated, variable speed signs reduce the legal speed limit are therefore enforceable although pragmatic enforcement is encouraged”.
18 It is now easier to establish 40 km/h speed limits in residential neighbourhoods or areas of ‘high place value’ under the Guide, but engineering treatments are typically required to reduce operating speeds.
19 40 km/h speed limits outside all schools aligns with the National Policy position in the Guide and the Safer Journeys for School Guide.
20 At the August 2017 meeting, Council staff recommended postponing changes to the 40 km/h variable speed limit in the Wakari School zone.
DISCUSSION
Variable Speed Limits Around Schools
21 Council staff frequently receive requests for reduced speed limits around schools. In many cases vehicles are travelling the posted speed (50km/h default speed) but this speed feels too fast for the road environment during parts of the day.
22 NZTA supports 40 km/h variable speed limits for school zones where the road function (i.e. collector or arterial road) needs it to operate at the 50 km/h default speed limit outside school times.
23 There is interest in lowering the speed limits around schools to 30 km/h. Research has found that the relationship between vehicle speeds and injury severity is particularly critical for vulnerable road users such as pedestrians and cyclists. The Ministry of Transport (based on a Monash University report, Archer 2008) notes the probability of death for a pedestrian struck by a car at 30 km/h is 10% but at 45 km/h it increases significantly to 50%.
24 For variable speed limits, the Rule requires RCAs to:
a) Take account of submissions received during consultation;
b) Have regard to any other factor the RCA considers relevant to achieving travel speeds that are safe and appropriate on a road;
c) Aim to achieve a mean operating speed less than 10% above the speed limit.
25 For this reason, NZTA supports 40 km/h variable speeds but not 30 km/h variable speed limits around schools. They would rather see operating speed lowered through physical changes to ensure compliance.
26 Council staff will continue to advocate for variable lower speed limits around schools, however will proceed with 40 km/h variable speed limits in school zones, where possible, and coordinate with other RCAs to pursue 30 km/h around all schools.
27 To provide a consistent experience of school zones, Council recommends establishing the same hours of operation for all the 40 km/h variable speed limits in school zones. To cover the variable start and finish times and safety for the pick-up and drop off periods, we propose the hours of operations for all schools to be 8.00 am to 9.30 am and 2.00 pm – 4 .00 pm.
Central City School Cluster
28 NZTA has agreed to support and assist with funding a trial to improve road safety, particularly for pedestrians around Dunedin’s Central City School Cluster, the area made up of Otago Boys’ and Girls’ High Schools, Kavanaugh College, Arthur Street School and St Joseph’s Cathedral School. Figure 1 shows the limits of the Central City School Cluster.
Figure 1 Central City School Cluster Map
29 The proposed improvements are based on four consistent safety measures to be used on the roads around the central city schools:
a) Gateway thresholds – indicate to drivers they are entering the school cluster area, reduce speed and provide crossing opportunities.
b) Courtesy Crossing Points – improve pedestrian accessibility and safety, and reduce traffic speed.
c) Parking streets – provide designated areas for both short-term and long-term parking.
d) Speed management – reduce traffic speeds by introducing variable or permanent 40 km/h speed limits within the school cluster zone.
30 The Central City School Cluster Trial is broken up into three stages:
a) Stage 1 - gateway entry treatments with either courtesy crossings (red) or no safe crossing (yellow), Brown Street/Elm Row roundabout.
b) Stage 2 – introduce 40 km/h variable speed limit within the school cluster zone.
c) Stage 3 – advocate to introduce 30 km/h variable speed limit within the school cluster zone.
31 Traffic data will be collected at each stage to determine the degree of compliance and enable comparison of physical traffic calming works and speed. The result of this trial will lay the groundwork for best practice for future variable speed limits within school zones.
32 For Amendment 9, the proposed consultation will be for 40 km/h hour variable speed limits in the school zone defined by the Central City School Cluster.
33 A table showing all the proposed road sections included in the Central City School Cluster Zone (40 km/h variable speed limit for the school zone) is shown in Attachment A. Attachment B shows the limits of the school zone in a map.
Additional Schools
34 Council staff have developed a list of additional schools to be included in this speed management review. They are:
a) Bayfield High School
b) East Taieri School
c) Fairfield School
d) George Street Normal School
e) Kaikorai Valley College
f) Logan Park High School
g) North East Valley School Cluster (Dunedin North Intermediate/Sacred Heart School)
h) Wakari School
i) Waitati School
35 The schools have been selected based on a School Priority List (road safety history, roll and road environment), the benefit and cost savings of school clusters and buildability based of the number of roads impacted within a school zone.
36 Of the ten schools (nine speed limit changes), two of the schools (Kaikorai Valley College and Wakari School) already have 40 km/h variable speed limits in speed zones. Council is proposing extensions to these school zones to include noted crossing points, bus stops and provide more of a buffer around the school, not just for the school gate.
37 Logan Park High School has been proposed for a 40 km/h permanent speed limit for the entire length of Butts Road rather than a variable speed limit at operating times.
38 The review of the variable speed limits on the nine additional school zones has been completed. Attachment C contains a more detailed account of the review. A table of all the road sections within each of the school zones is shown in Attachment D. Attachments E through L show the maps of eight of the proposed additional school zones.
Proposed Permanent Speed Limit Changes
39 In addition to the proposed speed limit changes around schools, other road sections have been reviewed and are included in this speed limit review. All of the road sections selected are extensions of existing lower speed limits (primarily 50 km/h urban) due to urban boundary changes.
40 Eight road sections were reviewed for permanent speed limit changes. In the process of reviewing these roads sections:
a) Mount Cargill Road is recommended to be postponed. The changes proposed were minor adjustments in conjunction with the proposed 40 km/h variable speed limit around Waitati School. However, it is recommended that all of Mount Cargill Road is examined with the aim to lower the speed limit and minimise speed limit changes. It is recommended it be considered in the next speed limit review along with other rural tourist routes.
b) Puddle Alley was identified as meriting a speed limit change as it has the same attributes regarding urban boundary changes with adjoining Gladstone Road North.
c) Butts Road was identified as meriting a permanent speed limit change rather than a variable speed limit around Logan Park High School.
d) The review of speed limits on all eight roads has been completed and changes are recommended to seven of them as summarised in Table 3 below. Attachment M contains a more detailed synopsis of the review. Attachments N through R contain maps of the proposed seven permanent speed limit changes.
Table 3 Proposed Permanent Speed Limit Changes and Rationale
Ref |
Location / Road Name |
Road Section |
Speed Limit (km/h) |
|
current |
proposed |
|||
Urban development out of context in Halfway Bush - remove the 70 km/h speed zone and extent the 50 km/h urban speed zone to match urbanisation and to reducing the safety risk at the intersection with Dalziel Road. |
||||
1 |
Three Mile Hill Road |
From 293 m east of Dalziel Road (50/70 sign) to 160 m west of Dalziel Road (70/80 sign) |
70 |
50 |
Urban expansion in Fairfield - reduce speed to 50 km/h to match urbanisation and reduce safety risk at Sunnyvale Sportsground Carpark vehicle access and past Te Kura Kaupapa Maori O Otepoti |
||||
2 |
Main South Road |
260 m south of Thomson Street to Abbots Bridge |
70 |
50 |
3 |
Main Road |
Abbots Bridge to 80 m west of Howorth Road |
70 |
50 |
Urban expansion in Waldronville - extend 60 km/h to match urbanisation and provide consistency |
||||
4 |
Brighton Road |
Extend 90 m to the north (160 m north of Friendship Drive) |
80 |
60 |
Urban expansion in Wingatui/Mosgiel East - reduce speed limits to match urbanisation and provide consistency |
||||
5 |
Gladstone Road North |
From Puddle Alley to 100 m east of Wingatui Road |
70 |
50 |
6 |
Puddle Alley |
From 160 m north of Gladstone Road North to Gladstone Road North |
70 |
50 |
Logan Park High School - reduce speed limit to 40 km/h to match actual speeds (i.e. Speed humps) rather than create a variable speed limit in a school zone |
||||
7 |
Butts Road |
Ravensbourne Road to St Abbs Steps |
50 |
40 |
Consultation
41 There have been preliminary discussions with the schools proposed for 40 km/h variable speed limits in school zones. Overall, they are supportive of lower speed limits around schools.
42 The formal consultation process and key dates are listed in Table 4 below.
Table 4 Key Dates
Task |
Date |
Initiate Formal Process |
15 October 2018 (This Meeting) |
Public consultation |
23 October -20 November 2018 |
Hearings Committee convened (if required) |
December 2018 |
Council Resolution |
February 2019 |
Amendment 9 take effect |
March 2019 |
Cost
43 Preliminary signage and line marking for the Central City School Cluster Trial has been completed. The cost for subsequent physical works is already allocated within the current 2018/2019 Minor Improvement Programme with assistance from NZTA.
44 The estimated cost for the remaining eight school zones is $600,000 and will be projected over several financial years.
45 The estimated cost for changes to the remaining road sections is minimal as they will either be shifting or removing existing signage. This work will be funded under the current maintenance contract.
OPTIONS
Option One – Publicly consult on proposed Amendment 9, to incorporate proposed variable speed limit zones and permanent speed limit changes (recommended option)
46 The recommended option is to proceed with the public consultation process for the proposed variable speed limit zones and permanent speed limit changes to the following roads under the 2017 Rule and using the Speed Management Guide to meet the safe and appropriate speed for these roads:
Schools
a) Central City School Cluster (Arthur Street, Bishops Place, Brown Street, Cargill Street, Elm Row, Rattray Street, Smith Street, Tennyson Street, View Street York Place).
b) Bayfield High School (Bayfield Road, Musselburgh Rise, Rawhiti Road and Shore Street).
c) East Taieri School (Cemetery Road, Gladstone Road North).
d) Fairfield School (Fairplay Street, Main Road, Sickels Street).
e) George Street Normal School (Duke Street, George Street, Howe Street, Warrender Street).
f) Kaikorai Valley College (Bryant Street, Kaikorai Valley Road).
g) North East Valley School Cluster (Bank Street, Chacombe Avenue, Cornhill Street, Glendining Avenue, Great King Street, North Road, Opoho Road).
h) Wakari School (Helensburgh Road, Shetland Street, Mayfield Avenue, Holyrood Avenue, Ethel Street).
i) Waitati School (Harvey Street, Mt Cargill Road, Shortcut Road and Orokonui Road).
Other
j) Three Mile Hill Road, Halfway Bush.
k) Main South Road, Green Island & Main Road, Fairfield.
l) Brighton Road, Waldronville.
m) Gladstone Road North, Wingatui.
n) Puddle Alley, Wingatui.
o) Butts Road, North Dunedin.
Advantages
· Speed in affected areas will be reduced, which will improve safety for all road users.
· Speed limit changes that are recommended in this report are appropriate for the roadside environment.
· The 40 km/h variable speed limit in school zones is supported by NZTA.
· The removal of some of the 70 km/h speed zones will minimise the speed limit changes on a road. 70 km/h speed zones are being phased out.
Disadvantages
· The 40 km/h variable speed limit presents a higher risk to pedestrians than 30 km/h.
Option Two – Status Quo
47 Do not proceed with public consultation on the proposed Amendment 9 for proposed speed limit changes.
Advantages
· No cost to council for variable speed signs and construction of any build outs.
· Zero disruption to schools and residents for any changes to the road environment.
Disadvantages
· Does not help to improve safety of all road users in areas that have been identified as being at risk.
· Not changing the road environment will not improve road safety for school students and residents.
NEXT STEPS
48 If approved, the next step in the speed limit review process is public consultation for 20 working days (proposed 23 October to 20 November) followed by a public hearing in December.
49 In addition to the changes in this report staff will continue with a programme for lowering speed limits around all schools, in areas where urban boundaries have changed, and on rural tourist routes used by a variety of road users, which will result in further bylaw amendments.
Signatories
Author: |
Lisa Clifford - Senior Transportation Engineer Hjarne Poulsen - Transportation Safety Team Leader |
Authoriser: |
Richard Saunders - Group Manager Transport Leanne Mash - General Manager Infrastructure and Networks (Acting) |
|
Title |
Page |
⇩a |
Table of Roads - Central City School Cluster |
127 |
⇩b |
Map of Proposed Variable Speed Limits - Central City School Cluster |
128 |
⇩c |
Review of Proposed Additional School Zones |
129 |
⇩d |
Table of Roads - Additional School Zones |
134 |
⇩e |
Map of Proposed Variable Speed Limits - Bayfield High School |
136 |
⇩f |
Map of Proposed Variable Speed Limits - East Taieri School |
137 |
⇩g |
Map of Proposed Variable Speed Limits - Fairfield School |
138 |
⇩h |
Map of Proposed Variable Speed Limits - George Street Normal School |
139 |
⇩i |
Map of Proposed Variable Speed Limits - Kaikorai Valley College |
140 |
⇩j |
Map of Proposed Variable Speed Limits - North Eeast Valley School Cluster |
141 |
⇩k |
Map of Proposed Variable Speed Limits - Wakari School |
142 |
⇩l |
Map of Proposed Variable Speed Limit - Waitati School |
143 |
⇩m |
Review of Proposed Permanent Speed Limit Changes |
144 |
⇩n |
Map of Proposed Permanent Speed Limit- Three Mile Hill Rd |
146 |
⇩o |
Map of Proposed Permanent Speed Limit- Main Rd/Main South Rd |
147 |
⇩p |
ap of Proposed Permanent Speed Limit - Brighton Rd |
148 |
⇩q |
Map of Proposed Permanent Speed Limits - Gladstone Rd North |
149 |
⇩r |
Map of Proposed Permanent Speed Limit - Butts Rd |
150 |
⇩s |
Statement of Proposal |
151 |
SUMMARY OF CONSIDERATIONS
|
||||||||||||||||||||||||||||||||||||||||
Fit with purpose of Local Government This proposal relates to providing a regulatory function and it is considered good-quality and cost-effective, by reducing speeds and minimising infrastructure costs. |
||||||||||||||||||||||||||||||||||||||||
Fit with strategic framework
Ensuring Dunedin is a safe city which is prioritised in the Social Wellbeing Strategy, Spatial Plan and Long Term Plan as well as the Integrated Transport Strategy. Safer speeds is one of the four pillars under the Safe System approach to reduce the number of fatal and serious injury crashes occurring on Dunedin’s road network. Safe speeds and appropriate speeds not only address safety but the efficiency of the road network which contributes to the Economic Development Strategy. |
||||||||||||||||||||||||||||||||||||||||
Māori Impact Statement There are no known impacts for tangata whenua. |
||||||||||||||||||||||||||||||||||||||||
Sustainability There are no known implications for sustainability. |
||||||||||||||||||||||||||||||||||||||||
LTP/Annual Plan / Financial Strategy /Infrastructure Strategy Funding for infrastructure is included in the current ten year plan through the minor improvement programme. |
||||||||||||||||||||||||||||||||||||||||
Financial considerations The financial cost for the recommended option is approximately $600,000. This would be funded out of a combination of our existing Minor Improvement Programme budget and the current maintenance contract. |
||||||||||||||||||||||||||||||||||||||||
Significance This decision is considered low in terms of the Council’s Significance and Engagement Policy. |
||||||||||||||||||||||||||||||||||||||||
Engagement – external External engagement has occurred with the schools and some of the key stakeholders, including engagement with the Central City School Cluster catchment area; further engagement and community views will be sought as part of the engagement exercise. |
||||||||||||||||||||||||||||||||||||||||
Engagement - internal Internal engagement within the Transport Team. |
||||||||||||||||||||||||||||||||||||||||
Risks: Legal / Health and Safety etc. The proposed speed limit changes will “treat” the risk by reducing speeds to fit the road environment. |
||||||||||||||||||||||||||||||||||||||||
Conflict of Interest No conflicts of interest have been identified. |
||||||||||||||||||||||||||||||||||||||||
Community Boards All community boards will be invited to participate in the community engagement process where speed limit changes are proposed to roads within their areas. |
Infrastructure Services and Networks Committee 15 October 2018 |
|
INFRASTRUCTURE SERVICES AND NETWORKS Report Attachment A:
Table of Roads - Central City Schools Cluster
School |
Road sections of school zone |
To |
From |
Length |
40 km/h variable speed limit |
Hours of operation |
|||||
(school days only) |
|||||
Central City School Cluster (Arthur Street School, Kavanaugh College, Otago Boys High School, Otago Girls High School, & St Joseph’s Cathedral School) |
Arthur Street |
130 m south of Rattray St |
318 m north of Rattray St |
448 m |
8.00am-9.30am 2.00pm - 4.00pm |
Bishops Place |
Rattray St |
Elm Row |
120 m |
||
Brown Street |
Rattray St |
219 m south of Rattray St |
219 m |
||
Cargill Street |
Arthur St |
210 m east of Arthur St |
210 m |
||
Elm Row |
York Pl |
Bishops Place |
437 m |
||
Rattray Street |
City Rd |
482 m east of Arthur St |
482 m |
||
Smith Street |
Rattray St |
216 m north of Rattray St |
216 m |
||
Tennyson Street |
York Pl |
Smith St |
216 m |
||
Tennyson St |
Smith St |
Dowling St |
246 m |
||
View St |
Tennyson St |
8 m east of Tennyson St |
8 m |
||
York Place |
140 m west of Rattray St |
311 m east of Rattray St |
451 m |
Infrastructure Services and Networks Committee 15 October 2018 |
|
INFRASTRUCTURE SERVICES AND NETWORKS Report Attachment C:
SPEED LIMIT BYLAW AMENDMENT 9 – PROPOSED SPEED CHANGES AROUND SCHOOLS
The following schools are proposed for 40 km/h variable speed limits in school zones and to be included in Amendment 9 of the Dunedin City Speed Limit Bylaw along with the Central City School Cluster. A short summary for each school is given below.
Bayfield High School
Bayfield High School is one of the largest schools in Dunedin (enrolment 612 students) and is located on road that is busy with commuters as well as tourist traffic (route to Highcliff Road and the Otago Peninsula). It has had safety concerns at the intersection of Musselburgh Rise and Shore Street as well as on the surrounding roads. Speed humps and informal crossing points were installed in Shore Street to lower vehicle speeds and improve pedestrian safety as part of the South Dunedin Cycle Network (SDCN) Project. According to NZTA Safer Journeys Risk Assessment Tool, Shore Street is considered a High-Risk Road with Musselburgh Rise being a Medium-High Risk Road.
Why:
· Three serious and nine minor injury crashes within the proposed school zone from 2011-2015 with two injury crashes involving pedestrians.
· History of safety concerns around the school for all road users, including the school entry near the intersection.
· Musselburgh Rise is a Secondary Collector Road which is both a busy commuter and tourist route and is classified as having Medium High Personal Risk.
· Shore Street is Primary Collector Road, a busy commuter route and classified as having High Personal Risk.
· A variable speed zone is easy to create with only three main gateways and only two side streets.
What:
· Threshold/gateway treatments with variable speed signs to be installed on northern Musselburgh Rise and Shore Street approaches.
· Buildout with variable speed signs to be installed on Musselburgh Rise on southern Musselburgh Rise approach.
· Static speed zone signs to be installed on Bayfield Road and Rawhiti Street (side streets) prior to Musselburgh Rise.
East Taieri School
East Taieri School is located on the corner of Gladstone Road (a Primary Collector) and Cemetery Road (Access) with the school entrance via Cemetery Road. There is a kea crossing (school crossing) on Gladstone Road that was installed about five years ago. Council has recently made improvements to this crossing point with gateway school signs.
The area around East Taieri School is changing. There is on-going development in Cemetery Road as part of the West Mosgiel Plan Change. East Taieri School would not qualify for a variable speed limit within a school zone under the current guidelines as the main entrance is not on a high order road that needs to operate at 50 km/h outside school times.
Why:
· Gladstone Road is a wide long road which encourages higher vehicle speeds.
· The vehicle speeds past East Taieri School are very high for the environment and well over the 50 km/h default speed (85th percentile speeds= 67 km/h). The 85th percentile speeds during school times are 63-66 km/h.
· The school is located just past an industrial area so drivers are not looking for children.
· Safety concerns raised by School Principal.
· Children are being dropped off to school on Gladstone Road even without an entrance on that road so the school zone needs to include Gladstone Road.
· Gladstone Road is a Primary Collector so it needs to operate at 50 km/h outside school hours, thus East Taieri School is a good candidate for a variable speed limits within a school zone.
· A variable speed zone is easy to create with only three entries/exits into the school zone.
What:
· Create a variable speed zone during school start and end hours.
· Threshold/gateway treatments with variable speed signs to be installed on Gladstone Road approaches.
· Static speed zone signs to be installed in Cemetery Road
Fairfield School
Fairfield School is located on Main Road in Fairfield. Main Road is classified as a Primary Collector Road with Medium Personal Risk. Council is currently developing a Pick Up / Drop Off (PUDO) area at the cul-de-sac head of Sickels Street and looking to increase parking by providing angled parking in Main Road. Recent speed surveys have found 85th percentile speeds of 55.4 km/h in Main Road and an 85th percentile speed of 52.9 km/h in Old Brighton Road. Both speeds are above the posted speed but well above the appropriate speed for the surrounding road environment.
Why:
· Fairfield School sits on a Primary Collector Road
· Speeds are above 50 km/h even at school times, too high for the surrounding road environment
· One minor and one non-injury crashes within the proposed school zone form 2011-2015, one crash involving a pedestrian.
What:
· Create a variable speed zone during school start and end hours.
· Threshold/gateway treatments with buildouts and variable speed signs to be installed on Main Road approaches and Old Brighton Road.
· Two static speed zone signs to be installed on Fairplay Street.
· Pick Up/Drop Off (PUDO) area in Sickels Street.
· Angled parking on the south side of Main Road and narrowing of vehicle lanes.
George Street Normal School
George Street Normal School s located on George Street in North Dunedin. George Street is classified as an Arterial Road carrying 9,7000 vehicles per day with High Personal Risk.
The school speed zone will include both intersections north and south of George Street Normal School (George St /Duke Street and George St /Warrender St / Howe St.
Why:
· George Street is a High-Risk Road.
· There have been four serious injury and 7 minor injury crashes on George Street between Warrender Street/Howe Street intersection and Duke Street intersection from 2011-2015.
· Busy commuter route into the Central City.
· A variable speed zone is easy to create with one main road past the schools.
What:
· The school zone will be extended to include the intersection at Warrender Street/Howe Street and Duke Street.
· The school zone will include six threshold/gateway treatments with variable speed signs. They will be installed on the George Street northern and southern approaches, Duke Street western and eastern approaches, and the Warrender Street and Howe Street approaches.
Kaikorai Valley College
Kaikorai Valley College is one of the larger schools in Dunedin (enrolment of 547 students). It is located on Kaikorai Valley Road which is an Arterial Road. The school is located next to an industrial area so emphasising the change in the surrounding road environment is important for safety reasons. Currently there is a variable speed limit within the speed zone but the speed zone is planned to be expanded.
Why:
· Speeds past school are too high for the environment (85th percentile speeds on approaches are 53.6 km/h and 54.1 km/h).
· School is just outside an industrial area so drivers are not looking for children in the area.
· Recent pedestrian injury at pedestrian crossing notes safety concerns at this location.
· Kaikorai Valley Road is an Arterial Road so it needs to operate at 50 km/h outside school hours, thus Kaikorai Valley College remains a good candidate for a variable speed limits within a school zone.
· A variable speed zone is easy to create with only three entries/exits into the school zone.
What:
· Extend the existing variable speed zone both north and south on Kaikorai Valley Road.
· Threshold/gateway treatments with buildouts variable speed signs to be installed on Kaikorai Valley Road approaches.
· One variable and one static speed zone signs to be installed on Bryant Street.
Logan Park High School
Logan Park High School is another large school (enrolment is 571 students) located off Butts Road. Butts Road is a busy road for commuter and tertiary student parking as well as users of the Signal Hill Mountain Bike Track. This road used to be a rat run with higher than appropriate speeds but speed humps were installed more than 10 years ago.
Why:
· Busy road with commuter and tertiary student /staff parking
· One of the easier schools to implement with just Butts Road.
What:
· 40 km/h permanent speed limit on Butts Road (Ravenbourne Street to St Abbs Steps).
Recommendation: Based on operating speeds and feedback from NZTA, it is recommended that Butts Road become a 40 km/h permanent speed limit.
North East Valley School Cluster (Dunedin North Intermediate School/Sacred Heart School)
Dunedin North Intermediate School and Sacred Heart School are both located on North Road in North East Valley. North Road is classified as an Arterial Road carrying 6,000 vehicles per day with High Personal Risk. It is a wide road and there is a large residential catchment along North Road and within North-East Valley. There are currently school zone signs but no variable speed limit within the school zone.
Why:
· There have been four serious injury and 19 minor injury crashes on North Road between North Road/Great King Street/Opoho Road/Bank Street intersection and Baldwin Street from 2011-2015.
· North Road is an Arterial Road and is classified as having High Personal Risk.
· Busy retail centre near the schools
· Baldwin Street is a popular tourist attraction off North Road
· Northeast Valley is a large residential catchment with most of traffic into town using North Road.
· North Road is a wide long road which encourages higher vehicle speeds.
· Even with school zone signage on North Road, the 85th percentile vehicle speeds are 49-50 km/h.
· A variable speed zone is easy to create with one main road past the schools.
What:
· The school zone will be extended to include the intersection at North Road/Great King Street/Opoho Road/ Bank Street.
· The school zone will include five threshold/gateway treatments with variable speed signs. They will be installed on the North Road northern approach, Opoho and Bank Street and Great King Street approaches and Glendining Avenue.
· Static speed zone signs to be installed on Cornhill Street and Chacombe Street
(side streets within the zone).
Wakari School
Wakari School is one of the first four schools to adopt a 40 km/h variable speed limit in a school zone as part of the Dunedin City Speed Limit Bylaw Amendment 7. Under the old warrant system for determining the limits of a school zone, the school zone did not extend up Shetland Street far enough to include the pedestrian crossing and the bus stop. Changes were originally proposed as part of Amendment 8 but was postponed to review all schools for variable speed limits.
Why:
· Already selected as a school for a variable speed limit in a school zone
· The existing school zone does not extend far enough to include the school frontage, school crossing points and school bus stops.
What:
· Extend the school zone of Helensburgh Road north of Mayfield Ave move the variable speed sign)
· Extend the school zone in to Mayfield Ave and Holyrood Ave (one variable and one static speed sign)
· Extend the school zone in Shetland Street south of Ethel St (one variable speed sign) and into Ethel Street (static speed sign).
Waitati School
The Principal at Waitati School raised safety concerns back in 2015 due to the school entry being on the inside of a curve on a rural road just within the 50 km/h speed zone.
In April this year we installed 50 km/h threshold/gateway signs and gateway school signs (also painted school on the road) to alert drivers of the approaching school. A speed survey in October 2017 found the 85th percentile speed was 50 km/h, the same as the posted speed. The concern has always been that 50 km/h was too high a speed for the roadside environment.
Why:
· Speeds past school are too high for the environment (85th percentile speeds= 50 km/h).
· Safety concerns raised by School Principal and supported by the Waikouaiti Coast Community Board.
· Mount Cargill Road is a Secondary Collector Road so it needs to operate at 50 km/h outside school hours, thus Waitati School is a good candidate for a variable speed sign at school gate operating times.
· A variable speed zone is easy to create with only three entries/exits into the school zone.
What:
· Create a variable speed zone during school start and end hours.
· Threshold/gateway treatments with variable speed signs to be installed on Mount Cargill Road and Harvey Street approaches.
· Static speed zone signs to be installed on Shortcut Road.
Infrastructure Services and Networks Committee 15 October 2018 |
|
INFRASTRUCTURE SERVICES AND NETWORKS Report Attachment D:
Ref |
School Zones / Schools |
Road Section of school zone |
40 km/h variable speed limit Hours of operation (school days only) |
2 |
Bayfield High School |
Musselburgh Rise From 45m north of Tainui Rd to 20m south of Somerville St/Silverton St Extending 462m into Shore St 85m into Rawhiti St 25m into Bayfield Rd |
8.00am – 9.30am
2.00pm – 4.00pm
8.00am – 9.30am
2.00pm – 4.00pm
|
3 |
East Taieri School |
Gladstone Road South From 160m west of Cemetery Rd to 160m east of Cemetery Rd Extending 250m into Cemetery Rd |
|
4 |
Fairfield School |
Main Road From 310m west of Old Brighton Rd to 130m east of Old Brighton Rd Extending 60m into Fairplay St 260m into Old Brighton Rd 80 m into Sickels St |
|
5 |
George Street Normal School |
George Street From 70m north of Duke St to 70 m south of Howe St Extending 60 m west and 60 m in Duke St 50m into Warrender St 70m into Howe St
|
|
6 |
Kaikorai Valley College |
Kaikorai Valley Road From 290m south of Bryant St to 280m north of Bryant St Extending 55m east into Bryant St |
|
7 |
North East Valley School Cluster (Dunedin Intermediate School & Sacred Heart School) |
North Road From Opoho Rd to 35m east of Glendining Avenue Extending 70m into Bank Street 70 m into Great King St 70m into Bank St 160m into Opoho Rd 25 m into Chacombe Ave 25m into Cornhill St 25m into Glendining Ave |
|
8 |
Wakari School |
Helensburgh Road From 25m south of Shetland St to 60m north of Mayfield Ave. Extending 232m into Shetland St, 300m into Mayfield Ave 25m into Holyrood St 25m into Ethel St |
|
9 |
Waitati School |
Mt Cargill Road From Shortcut Road to 165m south of Shortcut Road Extending 35m into Harvey St 25 m into Orokonui Rd 60m into Shortcut Rd |
Infrastructure Services and Networks Committee 15 October 2018 |
|
INFRASTRUCTURE SERVICES AND NETWORKS Report Attachment M:
SPEED LIMIT BYLAW AMENDMENT 9 – PROPOSED PERMANENT SPEED LIMIT CHANGES
Along with proposed speed limit changes around schools, there are many small changes/extensions of lower speed zone needed. Many of these are due to land use changes where residential areas have grown. Below is a list of additional speed limit changes proposed and reasons for the changes.
Three Mile Hill Road, Halfway Bush
What: Removing the 70 km/h speed zone and extending the 50 km/h speed zone past the Dalziel Road intersection to the beginning of the 80 km/h speed zone.
Why:
· Ashburn Clinic has requested this change and its inclusion into the Speed Limit Bylaw changes has been postponed. Ashburn Clinic currently has one access in the 50 km/h speed zone and one in the 70 km/h speed zone.
· High crash rate at the intersection of Three Mile Hill Road and Dalziel Road. Intersection design not safe for turning movements at its current speed on 70 km/h.
· Too many speed zones in a short section of road
· Urban residential area just north of Dalziel Road is development out of sequence and suitable for a urban 50 km/h environment.
Main Road, Fairfield / Main South Road, Green Island
What: Remove the 70 km/h speed zone between the two – 50 km/h speed zones on Main Road in Fairfield.
Why:
· Growth of industrial development on the north side of Main Road and between the two 50 k speed zones
· Speed/ safety concerns raised by former Councillor Colin Weatherall regarding safety concerns at the access to Sunnyvale Park as it is currently within the 70 km/h speed zone.
· Te Kura Kaupapa Maori O Otepoti has requested traffic calming procedures to be put in place for their school due to speed/safety concerns with Main Road being 70 km/h in this location.
Brighton Road, Waldronville
What: Extend the 60 km/h speed zone to include a new subdivision just east of Friendship Drive.
Why: New subdivision sits just outside the current 60 km/h speed zone.
Mount Cargill Road
What: Extend the existing 50 km/h speed zone south to provide before entering the proposed new variable speed limit within the school zone for Waitati School.
Why: For clarity and to avoid confusion of the speed limit with a bit of separation
Recommendation: It is recommended to be postponed changes to the 50 km/h speed zone. The changes proposed are minor adjustments in conjunction with the proposed 40 km/h variable speed limit around Waitati School.
What: Extend the 50 km/h on Gladstone Road North northeast to Puddle Alley Road.
Why:
· Speed limit change has been requested by resident in this area.
· Residential growth in this area with homes close together and close to the road.
· Due to time constraints in the last speed limit bylaw amendment (Amendment 8), it was not included.
· Would be consistent with development on other sections of Gladstone Road North that are already within a 50 km/h speed zone.
Puddle Alley, Wingatui
What: Extend the 50 km/h on Puddle Alley from Gladstone Road North to 160m north of Gladstone Road.
Why:
· New development has occurred at the south end of Puddle Alley near Gladstone Road North.
· Similar to the proposed extension of 50 km/h on Gladstone Road North just east of Wingatui Road.
Butts Road, North Dunedin
Recommendation: A review of 40 km/h variable speed limit at Logan Park High School resulted in the recommendation by NZTA to propose a 40 km/h permanent speed limit for Butts Road.
Infrastructure Services and Networks Committee 15 October 2018 |
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Resolution Reports
Department: Infrastructure and Networks
EXECUTIVE SUMMARY
1 The purpose of this report is to inform the Infrastructure Services and Networks Committee on the status of resolutions that have been adopted by the Committee since October 2016.
2 Resolutions that have been completed do not form part of this report. Resolutions that were ‘noted’ or ‘for information’, with no substantive actionable outcomes will not form part of this report.
3 Resolutions with actions pending and/or underway will be included in this report, with a narrative summarising progress to date. Resolutions will continue to be included until the resolution is executed in full (substantially completed). Once this is achieved, the narrative will state ‘completed’ and the resolution will not appear on future reports.
That the Committee: a) Notes the Resolution report for the period ending 1 October 2018. |
Signatories
Authoriser: |
Leanne Mash - General Manager Infrastructure and Networks (Acting) |
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Title |
Page |
⇩a |
20181010 Resolution Report |
181 |
SUMMARY OF CONSIDERATIONS
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Fit with purpose of Local Government Reporting on progress to date on decisions made by Committee. |
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Fit with strategic framework
Various – as specified in the original reports for each resolution. |
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Māori Impact Statement There are no known implications for tangata whenua. |
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Sustainability There are no implications for sustainability |
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LTP/Annual Plan / Financial Strategy /Infrastructure Strategy No implications. |
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Financial considerations There are no financial implications. |
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Significance The report is considered to be of low significance |
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Engagement – external This report has had no external engagement |
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Engagement - internal This report has had no internal engagement |
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Risks: Legal / Health and Safety etc. There are no identified risks |
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Conflict of Interest There is no conflict of interest. |
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Community Boards There is no implication for Community Boards. |
Infrastructure Services and Networks Committee 15 October 2018 |
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Resolution to Exclude the Public
That the Infrastructure Services and Networks Committee:
Pursuant to the provisions of the Local Government Official Information and Meetings Act 1987, exclude the public from the following part of the proceedings of this meeting namely:
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.