Agenda of Infrastructure Services and Networks Committee

Infrastructure Services and Networks Committee

11 February 2019

Part A Reports

Public-private boundary on 3 Waters networks and interim stormwater management

Department: 3 Waters

1 This report identifies a need to review the boundary of public-private responsibility on all of the 3 Waters networks. This is due to regulatory and operational risks, and the practicality of implementing the DCC’s current approach with the changing expectations of the community. The review is likely to be wide-ranging and complex and may take up to two years to complete.

2 For stormwater, the DCC will need to consider an interim approach to addressing issues with private watercourses while the review is carried out. This is to reduce the potential risks to both the DCC and customers where private infrastructure cannot cope with flows, resulting in damage, and in some cases, unsafe conditions. It is proposed that the DCC resolve issues for priority watercourses through minor extensions to the stormwater network, within approved budgets.

RECOMMENDATIONS

That the Committee:

a) Notes that a review of the public-private boundary issues on each of the 3 Waters networks will be undertaken.

b) Approves the recommended interim approach to resolve priority issues caused by watercourses within approved budgets while the review is completed.

c) Notes the criteria for determining priority watercourse issues will involve a weighted-criteria analysis using the following principles:

i) Frequency and impact of flooding.

ii) Number of impacted properties.

iii) Risk to public health and safety.

iv) Contribution of DCC stormwater inputs to the issue.

v) Complexity and cost of potential solutions.

vi) Likelihood of long term successful outcome.

Background

3 The DCC provides network infrastructure for potable water, wastewater and stormwater drainage to its community to protect public health and the environment. Customers connect their private infrastructure to the DCC network. For example, a wastewater lateral is a privately owned pipe between the DCC sewer main and the dwelling it serves; often this includes a length of pipe in the road. Those customers are responsible for maintaining their private infrastructure, while the DCC is responsible for maintaining the public network.

4 Where private responsibility ends and DCC responsibility begins has long been a matter of contention in all 3 Waters networks. For example, wastewater laterals are often in poor repair and a major contributor of groundwater inflow and infiltration (I&I). Often there is no incentive for a customer to repair their private infrastructure and/or they are not equipped to manage a repair of their infrastructure that is located in the road. This results in a disparity between public expectation, DCC’s inconsistent practice of managing these issues (due to no formal policy), and holistic management of the network.

5 Issues arise when private infrastructure is not well maintained. For example I&I reduces network capacity and increases wastewater treatment costs; as groundwater is processed and discharged through the wastewater treatment plant. As Dunedin’s infrastructure ages, the frequency of private infrastructure failure and associated issues is increasing. The types of infrastructure in private ownership and the key issues that arise are given in Table 1, and further detailed in Attachment B.

Table 1: Key issues with infrastructure in private ownership

2 Stormwater / watercourses

3 Wastewater

4 Water supply

5 Infrastructure in private ownership

6 [See Attachment 1 for glossary of terms used]

· Watercourses

· Stormwater laterals

· Wastewater laterals

· Drain-in-common

· Mains in private right-of-way

· Fire protection mains

· Backflow prevention devices

7 Issues caused

· Flooding

· Property damage

· Land instability

· Public health and safety risk

· Private infrastructure owners often cannot afford or coordinate required maintenance

· Negative impacts on neighbouring properties

· Rain and groundwater inflow and infiltration

· Wastewater overflows

· Public health and safety risk

· Private infrastructure owners often cannot afford or coordinate required maintenance

· Inadequate management of risk to the drinking water supply and to customers

· Public health and safety risk

· Private infrastructure owners often cannot afford or coordinate required maintenance

6 Following flood events in recent years, 3 Waters staff were asked to investigate various complaints relating to stormwater / watercourse management across the city where private infrastructure has not coped with flows, resulting in damage, and in some cases, unsafe conditions.

7 In many circumstances, land above private watercourses has been developed, which results in an increased volume and rate of flow directed to the private watercourse. Generally, there is no formal agreement with landowners for increased stormwater discharge to their watercourses, nor arrangements to share maintenance costs. In most instances there are no practicable alternatives to using the private watercourses to manage stormwater.

8 While Council has statutory powers to require landowners adjacent to watercourses to carry out watercourse maintenance works or to intervene, the process to use those powers is not realistic.

Discussion

Public - private boundary on 3 Waters networks

9 When issues arise with private infrastructure, the DCC may be approached for assistance because there is frequently a public expectation that pipes serving numerous individuals, or located in road reserve, are the responsibility of the DCC. The issues are widespread across the city and affect numerous landowners and tenants.

10 Addressing such issues can be expensive and require the coordination of many individual private infrastructure owners. However, the DCC’s water and drainage rates do not currently make any allowance for maintaining infrastructure identified as privately owned.

11 The DCC’s current approach may not always result in the best overall outcomes for the city. Historic practice has resulted in customers apportioned certain responsibilities (such as maintaining pipes) that may be better managed by the DCC. This approach not only puts a potentially unfair burden onto customers, but increases risk to the networks and surrounding landowners.

12 The risks of the DCC’s current approach, the practicality of public management over private responsibility, and public expectation mean the issues must be further investigated. A review will avoid ad-hoc future decision making and provide clarity and consistency for customers. Further, a review is consistent with the provision of good quality infrastructure as required by section 10(1)(b) of the LGA, by ensuring efficient, effective management that is appropriate to present and anticipated future circumstances.

13 As demonstrated in Table 1, the review would cover several infrastructure types across all 3 Waters networks. Due to the complexity and scale of the issues a full review may take two years to complete. Work would likely be undertaken in three workstreams:

a) For stormwater and watercourses, timeframes would be centred around having a preferred approach to consult on in the 2021-31 Ten Year Plan.

b) For water supply, management of risk and public health and safety is a priority under the Health Act 1956, and the issues require resolution as part of the Water Bylaw review currently underway and due to conclude by June 2021.

c) For wastewater, timeframes are still to be determined.

14 The long-term cost implications of any outcomes of this review are currently unknown but are likely to be significant. The review would consider funding options.

Interim stormwater management

15 While this review occurs, the DCC will need to address issues with some private watercourses in the interim. Private landowners have raised over 250 flooding issues since 2017, many of which related to private watercourses and pose risks to people and/or property. New watercourse issues continue to be raised with the DCC as they arise.

16 Currently, 19 significant projects have been identified that relate to private watercourses. These projects require detailed assessment, design, tendering and construction. Solutions have not yet been implemented, and these projects will need to be scheduled into a 2-3 year programme of work based on priority.

17 The sections below outline the options for the management of private watercourse issues while the review takes place.

Options

18 The option of using statutory powers to require landowners to carry out maintenance work on watercourses is not considered further as this is not expected to result in improvements to the management of stormwater within the desired timeframe, or to a standard that adequately manage stormwater flows.

Option One – Take action on issues caused by priority private watercourses within approved budget (recommended)

19 Private watercourse issues will be evaluated, and engineering solutions will be designed and implemented for the highest priority sites, within approved budgets.

20 Due to short time-frames, a high number of issues and significant cost, criteria to enable consistent evaluation and prioritisation of watercourse issues is necessary. The following principles will be used in developing a more detailed weighted-criteria:

a) Frequency and impact of flooding (including impacts on *habitable floor areas* – as defined by Department of Internal Affairs).

b) Number of impacted properties.

c) Risk to public health and safety.

d) The contribution of DCC stormwater inputs to the issue.

e) Complexity and cost of potential solutions.

f) Likelihood of long term success.

* Habitable floor refers to a floor of a building including a basement, but does not include ancillary structures such as stand-alone garden sheds or garages. The degree of habitable floor flooding during a 10% AEP rainfall event is a reportable measure by the DCC to the Department of Internal Affairs (DIA).

21 New sites, as they are identified, will also be prioritised and may replace known sites if they are ranked with a higher priority. The budget will allow these sites to be appropriately assessed and then solutions developed that can be taken forward to construction.

Advantages

· Enables highest risk issues to be addressed while broader watercourse policy direction is being reviewed and set. This would result in localised benefits in the management of stormwater.

· Provides a basis for the DCC to prioritise and manage a programme of physical works.

· Provides clarity and consistency in how the DCC assesses and prioritises watercourse issues in the short term.

· Supports the provision of good quality infrastructure as required by section 10(1)(b) of the LGA by ensuring efficient, effective management that is appropriate to present and anticipated future circumstances.

Disadvantages

· Lower priority issues are unlikely to get resolved in a timely manner, or at all. Some private watercourses will continue to degrade.

· Some tenants / landowners will continue to be adversely affected and some customers will continue to be dissatisfied.

· The interim approach may be inconsistent with any potential future policy adopted by the Council. The approach may be perceived to set a precedent that the DCC should continue to extend its network to improve stormwater management where private infrastructure is failing.

· A high degree of engagement with the effected public may be required to manage expectations if only a limited short-term budget is available.

· Fixing issues in localised areas may transfer the problem to other areas. The design solution chosen will minimise this impact as far as possible and the full review will develop a full response to the management of water flows.

Option Two – Take no action on issues caused by private watercourses

22 Undertake no further work on issues caused by private watercourse until a wider policy decision is made on how to approach the public – private issue on 3 Waters infrastructure (and watercourses in particular).

Advantages

· No further additional investigation costs are incurred by the DCC, low cost in the short term.

· No precedent for the minor extension of the DCC’s stormwater network is set before a full policy review is completed.

Disadvantages

· May not support the provision 10(1)(b) of the LGA by ensuring efficient, effective management that is appropriate to present and anticipated future circumstances.

· Customer dissatisfaction will continue, and possibly increase.

· Customers that have been visited by DCC and consultants following the flooding events will be dissatisfied with no/partial action.

· The issues may not be resolved in a timely manner, or at all, with potential risks to safety and property remaining.

Next Steps

23 A review of the public-private boundary issues on each of the 3 Waters networks will commence in 2019. The approach will include:

a) For watercourses, the aim will be to present a report to Council recommending a preferred approach in mid-2020, for inclusion in the 2021-31 Ten Year Plan.

b) For water supply, the aim will be to present a report to Council recommending a preferred approach as part of the Water Bylaw review, before June 2021.

c) Determination of specific timeframes for wastewater.

d) Regular updates on progress of the review would be presented to either Council or the Infrastructure and Networks Committee.

e) Engagement with the community prior to undertaking any formal consultation requirements.

24 If the recommended option to take action on highest priority watercourse sites is approved:

a) The principles to investigate/manage watercourse issues would be used to create a more detailed weighted-criteria. The 19 significant projects currently identified would be reassessed under these criteria.

b) A programme of work would be established within approved budgets. New sites, as they are identified, will also be prioritised and may replace known sites if they are ranked with a higher priority.

c) Solutions will be developed and implemented until a comprehensive review of 3 Waters public-private boundary issues is completed and a decision on direction taken through the 2021-2031 LTP.

Signatories

Author:

Karen Sannazzaro - Regulation and Policy Team Leader

Zoe Moffat - Planning Manager

Authoriser:

Tom Dyer - Group Manager 3 Waters

Simon Drew - General Manager Infrastructure Services

Attachments

	Title	Page
⇩a	Glossary of Terms	23
⇩b	Key issues caused by infrastructure in private ownership	24

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

Fit with strategic framework

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

This decision contributes to the Council’s strategic priorities and plans by ensuring 3 Waters infrastructure is good-quality and cost-effective, and meets the needs of communities.

Māori Impact Statement

Water is of particular value to Māori and each situation prioritised for work will need to consider the appropriate consultation necessary, and will be subject to relevant planning controls.

Sustainability

There are no implications for sustainability in carrying out this review. In addressing highest priority watercourse issues there will be positive economic, social and environmental impacts for sustainability. The city’s drainage networks will be more sustainable.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

This review would be carried out within the approved budgets. Any longer-term decisions would need to be accommodated in the Council’s Financial and Infrastructure Strategies.

Financial considerations

While the report does not have immediate financial implications, the last estimate of replacement cost of private watercourses was $350M and the replacement cost of private wastewater laterals situated in the road way is around $315M.

Significance

The decisions to carry out a policy review and to address priority watercourses are considered low in terms of the Council’s Significance and Engagement Policy. The interim works programme may result in minor extensions of the Councils' network in prioritised areas and within existing budgets. While there will be localised benefits in the management of stormwater, there is no overall change to the level of service provided.

Engagement – external

There has not yet been any external engagement.

Engagement – internal

The recommendations in this report have been discussed with the Council’s Finance and Legal Teams.

Risks: Legal / Health and Safety etc.

The decision to carry out a policy review does not raise any legal or health and safety risks. Undertaking this review will ensure any risks are identified and mitigated.

In making a decision to take short-term action, some legal risks and public health and safety risks are mitigated. The impact of this programme on Council’s exposure to claims and litigation is unknown. However, it is expected that in respect of the locations where works occur, the frequency and size of any potential claims made against the Council will decrease.

Conflict of Interest

No conflict of interest has been identified.

Community Boards

There are no specific implications for Community Boards at this stage. If the decision to take action on priority watercourses is agreed, some of these watercourses may be in Community Board areas.

Infrastructure Services and Networks Committee

11 February 2019

3 Waters Activity Report for the two Quarters ending 31 December 2018

Department: 3 Waters

EXECUTIVE SUMMARY

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

2 Highlights for the two quarters include:

a) Ross Creek Reservoir Refurbishment largely complete, site open to recreational use

b) Work complete on the Kaikorai Valley Phase 3 project at School Street to reduce flood risk in the area

c) 3 Waters Asset Management Improvement Programme in place

d) North East Valley Zone D is complete and Zone B physical works have commenced.

RECOMMENDATIONS

That the Committee:

a) Notes the Three Waters Activity Report for the two Quarters starting 1 July and ending 31 December 2018.

BACKGROUND

3 The water activity delivers the effective collection, treatment and reticulation of water. The wastewater activity provides the collection, treatment and discharge of water. The stormwater activity encompasses collection and safe disposal. All three activities are managed in a way that protects public health and minimises impact on the environment.

DISCUSSION

Management of Three Waters services

4 The collection, treatment, reticulation and disposal of drinking water, wastewater and stormwater are managed directly by Council. The maintenance of the water, wastewater and stormwater pipe networks is contracted to City Care Limited.

5 The Council’s water supply service consists of four service areas: metropolitan Dunedin, and the three outlying areas of West Taieri, Outram and the Northern Schemes. These include some areas that are now fed from Mount Grand as well as the areas of Waitati, Warrington, Seacliff and Merton, Waikouaiti and Karitane, that are supplied from the Waikouaiti Water Treatment Plant.

6 The water supply network includes 21,000 hectares of water catchment; 1,386 km of pipeline; 28 pumping stations; 63 reservoirs (raw and treated) and 10 treatment plants.

7 The Council’s wastewater service consists of seven service areas including metropolitan Dunedin and six outlying areas: Green Island, Mosgiel, Middlemarch, Seacliff, Waikouaiti/Karitane and Warrington. The Metropolitan system takes the east and west harbour communities of Portobello and Port Chalmers respectively and discharges from Tahuna Wastewater Treatment Plant via the long ocean outfall. Green Island Wastewater Treatment Plant takes the treated Mosgiel effluent and discharges this along with wastes from Green Island, Abbotsford and coastal south Dunedin via the ocean outfall at Waldronville.

8 The wastewater network comprises 909 km of pipes, 87 reticulation pumping stations, 115 domestic pumping stations and seven treatment plants. The service is provided to approximately 107,000 residents and 106 trade customers.

9 The Council’s stormwater service manages the collection and disposal of stormwater to domestic and commercial residents in eight service areas, including metropolitan Dunedin and seven outlying areas: Brighton/Waldronville; Green Island; Mosgiel; Middlemarch; Outram; Port Chalmers; and Waikouaiti/Karitane and Warrington. The stormwater network comprises 372 km of pipes and 11 pumping stations.

Non-financial performance

Service

10 Figure 1: Total treated water network demand in millions m³ (production from all metro treatment plants)

11 Treated water demand for 18/19 was comparable to 16/17. In 17/18 the period from November to January was high because of hot dry weather.

12 Figure 2: Percentage response times met ≤24hours for all 3 Waters customer calls

Quarter Ending 30 September 2018	Response Times Met
Water	466/507	92%
Wastewater	106/109	97%
Stormwater	8/8	100%

Quarter Ending 31 December 2018	Response Times Met
Water	404/446	91%
Wastewater	126/138	91%
Stormwater	38/43	88%

13 The lower performance for the two quarters is due to a number of factors. These include:

· Staff turnover for the contractor.

· Response to a rainfall event in November with clean up continuing into December.

14 Figure 3: Number of customer complaints for drinking water

Customer Complaint Concerning	Number of Complaints (Quarters 1 & 2)
Continuity of supply	233
Drinking water clarity	48
Drinking water odour	3
Drinking water pressure or flow	56
Drinking water taste	2
Complaints about service	12

15 The increase in customer complaints was most significant in the continuity of supply category. This was largely driven by multiple complaints for single bursts (many neighbours calling in the same issue). Also, water pressure was changed in Mulford and Emmerson Streets in December which caused a number of bursts.

16 Figure 4: Number of wet weather wastewater overflows

17 Twenty-two overflows were recorded across six sites for Q1 and Q2. The majority of the overflows were small volumes. More significant volumes were discharged to Kaikorai Stream and Lindsay Creek from 18 through to 20 November.

Value & Efficiency

18 Figure 5: Number of water main breaks (12 month rolling average)

19 The number of water main breaks over the first two quarters of 2018/19 has decreased slightly compared to previous years.

20 Figure 6: Average duration of unplanned watermain shutdowns in minutes

21 During July, August and September there were challenging repairs in the Northern Scheme where there were repeat failures in the water main. Examples of this were in Coast and Doctors Point Roads where restricted water supply failures were due to ground movement and slips. It was agreed with the contractor that the work would be done as a low priority as customers have 24-hour water storage on site. There were also challenges with connections at the new Bus Hub site which caused longer than expected shutdowns.

22 Figure 7: Number of foul sewer blockages (12 month rolling average)

23 The number of sewer blockages has steadily decreased since July 2016. The causes of these blockages vary but are often caused by overgrown tree roots in the pipes.

24 Figure 8: Percentage wastewater discharge consent compliance.

25 Wastewater discharge compliance for Quarter 1 was 96.94%. Due to staff vacancies we have been unable to process Q2’s results.

26 Figure 9: Percentage planned maintenance completed

27 In Quarter One and Two 2,362 Plant planned maintenance work orders were issued with 2,217 completed orders, 141 unfinished orders and 4 cancelled orders within the designated timeframes.

28 In Quarter One and Two 1,789 maintenance work orders were issued to City Care. All were completed within the prescribed timeframe.

Major initiatives

29 Reid Avenue and Carlyle Road Stormwater Pump Station (SWPS) Upgrades – Detailed design is nearing completion and currently under peer review by Stantec. Resource Consent applications are yet to be completed but it is anticipated that these will be submitted in February 2019. Construction is now estimated to begin later in 2019. Construction of Carlyle Rd SWPS will follow.

30 Portable diesel pumps are in use at Reid Ave during heavy rain events. Replacement pumps at Carlyle Rd are going to tender in late January. This project is estimated to be two years away from completion.

31 Coastal Erosion – Staff continue to monitor the performance of the geotextile tubes at St Clair which is being assisted by the recently established Ocean Beach Coastal Monitoring Programme. Additional coastal monitoring at Ocean Beach is set to begin in 2019, supporting planning work around future management options for the area. In the winter of 2018 the geotextile structure at St Clair incurred minor damage, triggering the installation of a series of posts, used to strengthen the structure. The dune notching programme at St Kilda Beach continues to be successful, with plans to build on the project in early 2019. Council staff, coastal consultants and the Karitane community are looking at ways to re-establish the Karitane Sand Spit to better protect the coastal road and properties.

32 Kaikorai Valley Phase 3 – School Street physical works are nearing completion and expected to be complete early February. The remaining stages of the Kaikorai Valley renewals package remains on hold while hydraulic modelling is undertaken to re-visit previous design assumptions.

33 Ross Creek Refurbishment Project – On Friday 21 December 2018 the Dam was officially reopened to the public. Downer is planned to disestablish from site in February.

34 The reservoir level was raised to the first step of the recommissioning plan in mid-November. It is planned to hold this level until the end of February.

35 3 Waters Switchboard Upgrades – This project will upgrade a number of electrical switchboards to ensure the health and safety risk associated with old electrical infrastructure is minimised. Works at Mosgiel, Green Island and Tahuna Wastewater Treatment Plants have been completed. Work at the Mt Grand and Southern Water Treatment Plants are nearing completion (should be completed by February). Further work packages are under preparation for other more remote 3 Waters sites.

36 North East Valley 3 Waters Service Renewals – this project is an estimated $13M, four stage 3 waters renewals project to address old infrastructure in the North-East Valley and Opoho areas. The first stage is completed. The second stage is currently under construction and is due for completion in April 2019. Tenders for the third stage closed in January and we expect to award in March 2019 for completion early 2020. The final stage is in preparation for tender.

37 Top 5 Capital Projects summary

Name	Project Budget	Project Actual to Date As per 31 Dec 2018
Ross Creek Reservoir	$10,847k	$7,910k
Switchboard Upgrades	$2,200k	$1,939k
Kaikorai Valley 3	Forecast Estimated Budget $7,200k	$1,185k
North East Valley	Forecast Estimated Budget $13,000k	$2,869k
Mosgiel SWPSs Renewals	Forecast Estimated Budget $9,066k	$424k

OPTIONS

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

NEXT STEPS

39 Areas of focus for the next quarter will be:

a) Continued delivery of the 2018/19 capital programme.

b) Planning for the 2019/20 capital programme.

c) Design and consenting of new screened overflow facilities in Kaikorai Valley to temporarily reduce wet weather wastewater network overflow in South Dunedin.

d) Implementation of 3 Waters Asset Management Improvement Programme.

e) Review and subsequent improvement of environmental performance.

f) Understanding and engaging with the Central Government 3 Waters Review.

g) Preparing and implementing changes to comply with minor changes to the Drinking Water Standards.

Signatories

Author:	Tom Dyer - Group Manager 3 Waters
Authoriser:	Simon Drew - General Manager Infrastructure Services

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision relates to providing local infrastructure that is considered good-quality and cost-effective.

Fit with strategic framework

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

The Three waters activities support the outcomes of a number of strategies.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

The 3 Waters activity contributes positively to the interests of the community by ensuring the provision of safe drinking water, and the safe and sustainable disposal of wastewater and stormwater.

LTP/Annual Plan / Financial Strategy

The 3 Waters Activities are included in the Long Term Plan.

Financial considerations

The updates reported are within existing operating and capital budgets.

Significance

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

Engagement - external

As an update report no external engagement has been undertaken.

Engagement – internal

As an update report no internal engagement has been undertaken.

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

There are no identified risks.

Community Boards

Any issues are discussed with the appropriate Community Board.

Infrastructure Services and Networks Committee

11 February 2019

Parks and Recreation Activity Report for the two quarters ending 31 December 2018

Department: Parks and Recreation

EXECUTIVE SUMMARY

1 This report updates Committee on Parks and Recreation operations, maintenance and capital works, including contracted out services, for the period 1 July 2018 – 31 December 2018.

2 Highlights for the two quarters include:

a) Artificial Turf Logan Park construction began in October, and build is expected to be completed on schedule at the end of March. Parks and Recreation Operations and Sportsfield booking staff are now focused on ensuring the new turf is incorporated into the bookings process.

b) A third and final consultation with the community was held on Labour Day 26 October 2018 regarding Te Rauone, to present a design concept for the reserve redevelopment and groins. We are awaiting final costings which will be reviewed in February 2019. A project plan will then be developed to enable work to begin.

c) Mosgiel Pool development designation was notified on 10 November 2018 and submissions closed on the 7 December 2018. An independent commissioner has been appointed to preside over the hearings scheduled for 18-20 February 2019.

d) Winter Gardens refurbishment work is expected to be completed by the end of January/early February 2019. Weather related delays were experienced during Spring which has pushed completion back by 6-8 weeks.

e) Parks and Recreation and Regulatory staff have been working closely through the summer period to manage the freedom camping season across the city. The trial inner city freedom camping site opened at Thomas Burns Street in early November, and has been very popular, with very few issues arising.

f) Botanic Garden Collections Supervisor Barbara Wheeler has been named as one of six successful applicants for the Longwood Gardens Fellows programme 2019. The prestigious Fellows programme is for a period of 13 months, and is managed and sponsored by Longwood Gardens near Philadelphia in United States.

RECOMMENDATIONS

That the Committee:

a) Notes the Parks and Recreation Activity Report for the quarter ending 31 December 2018.

BACKGROUND

8 The Parks and Recreation activity provides public access to pools, urban green space, sports fields and facilities, recreation and leisure opportunities and a Botanic Garden of international significance.

DISCUSSION

9 Parks and Recreation manage Moana Pool, Mosgiel Community Pool, Port Chalmers Community Pool and St Clair Hot Salt Water Pool. The pools support casual swimming, professional swim coaching and learn to swim programmes.

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

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

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

13 PARKS AND RECREATION

14 Mosgiel Pool development – The designation was notified on 10 November 2018 and submissions closed on 7 December 2018. An independent commissioner has been appointed to preside over the hearings scheduled for 18-20 February 2019. 22 submissions were received, 12 in support, one neutral and nine in opposition. Six submitters wish to be heard at the hearing, four are opposed and two are in support.

15 Te Rauone – The third and final consultation with the community was held on Labour Day, Monday 26 October at Otakou to present the design concept for the reserve redevelopment and groins. We are now awaiting final costings which will be reviewed in February 2019. Project plan will then be developed to enable work to begin.

16 Predator Free Dunedin – Funding from Predator Free 2050 was officially announced on 3 October 2018 by Minister Eugene Sage at the Otago Museum. Parks and Recreation staff have been working with Department of Conservation staff and Predator Free Dunedin to finalise an implementation plan for the Urban Linkage portion of the Dunedin Predator Free project. The plan will be completed in January 2019.

17 Tracks – An intern has been employed over the summer to audit walking tracks on the Otago Peninsula. This was completed by the end of December, and efforts are now focused on gathering data for as many of the remaining tracks in the city that can be completed prior to the intern’s contract ending. This information will provide good baseline data to develop a work programme for tracks maintenance for 2019-2020, and inform the work in February 2019 to create a Tracks, level of Provision Project Plan.

23 Freedom Camping – Parks and Recreation and Regulatory staff have been working closely through the summer period to manage the freedom camping season across the city. The trial inner city freedom camping site opened at Thomas Burns Street in early November, and has been very popular, with very few issues arising. The trial site was opened to take pressure off Warrington, Ocean View, and Brighton, and data on camper numbers is showing that this is working, with numbers at Warrington and Brighton lower than in previous years. Other initiatives such as joint DCC/DoC rangers, more toilets and waste management, and increased security, are also contributing to better management of Freedom Camping this season.

24 Tomahawk / Ocean Grove - Parks and Property held a successful drop in session at the Ocean Grove Recreation Hall in October to present plans for the DCC owned facilities in the Ocean Grove/Tomahawk community. Property Department and Community Development are now leading discussions with the community regarding facilities, and Parks and Recreation will focus on options for the old Tomahawk School site once the buildings have been demolished (expected before March 2019).

25 Logan Park Artificial Turf - Construction began in October 2018, and the build is expected to be completed on schedule at the end of March 2019. Parks and Recreation Operations and Sportsfield booking staff are now focused on ensuring the new turf is incorporated into the bookings process.

26 Playground condition assessment - Completed in late September 2018. This has allowed Parks and Recreation staff to plan and implement a remedial scope of work and contract for the 2018-19 and 2019-2020 period.

27 Second Beach Track - resource consent has been granted. Work began in January 2019 and is expected to be completed by May 2019.

29 Broad Bay Pontoon – Renovated pontoon reinstated on site with extra pontoon spare from the boat harbour, to assist coastguard with keeping its vessel in the water over summer.

30 Tree planting – More than 2,000 native trees have been planted at Waikouaiti and Signal Hill as part of the Matariki planting project funded by Ministry of Primary Industries (MPI). The planting involved 300 volunteers, which included 200 primary school pupils and university students. Parks and Recreation awarded a one-year Tree Planting and Maintenance Contract which has resulted in more than 100 street trees planted.

31 Green Island Playground – This was a community funded project led by the Greater Green Island Community Network. The DCC contributed $18k towards construction of the playground, which opened in December.

32 Port Chalmers Toilet – New toilet was opened for use on 21 December 2019. The new toilet was to meet the increased demand due to the number of visitors visiting the Port and City arriving on Cruise ships. The number of visitors has increased from 165,000 passenger numbers and 89 Cruise ships in the 2016-17 season to an estimated 250,000 and 117 cruise ship visits in the 2018-19 season. The toilet has been used approximately 3,500 times in its first month. The old toilet removed from Port Chalmers will be refurbished and re-located to a site in Fairfield.

33 Sportsfield Booking – Good progress on the development of a new Sportsfield booking system has been made in the last quarter. This is a joint Parks and Recreation and BIS project, and will allow for the community to view and book DCC Parks and Recreation facilities directly on-line. Phased deployment starts in April for recreation areas and Crematorium bookings, and all Parks and Recreation bookable facilities will be available on the system from the middle of 2019. An intern has been employed over the summer period to collect and collate information for all Parks and Recreation bookable facilities. This will be uploaded into the booking system to ensure the community has the latest information available at the time of booking.

34 West Harbour cycleway - exotic tree removal has been completed along the final section (near Maia) and 75% of the cleared area has been planted with native trees and shrubs during August/September.

35 Volunteer programme -

Month

Volunteer Hours

Volunteer Numbers

Comments

November

346.5

- Three “War on Weeds” field days

- Town Belt Tidy with St Hilda’s School

- Gorse clearing at Soldiers Monument

- Volunteering – Green Hut Track Group

- Two events cancelled due to poor weather

- Volunteering – Kellas St reserve

December

- Three “War on Weeds” events

- Volunteering – Green Hut Track Group

- Five events cancelled due to poor weather

- Volunteering – Kellas St reserve

36 Sports Fields – Spring renovation work has been completed over 47 locations. New drainage has been installed through the middle of Emerson Park and St Leonards Reserve. New paths and bridges have been installed in Sunnyvale Park.

35 Cricket Maintenance – New artificial winter / summer usage wicket has been installed at Garden Grounds, and new runup for nets at Brooklands Park, Tonga Park and Culling Park. A new five strip clay cricket block has been installed at Mosgiel Memorial Park.

36 BOTANIC GARDEN

37 Winter Gardens Refurbishment - Work is expected to be completed by the end of January/early February 2019. Weather related delays were experienced during Spring, which has pushed completion back by 6-8 weeks.

38 Delegation from China – The group from Kunming visited the Botanic Garden on 23 October 2018 to meet and discuss aspects of the Garden’s conservation efforts and plant records management.

39 Visit by Swedish Ambassador - A special visitation and tour of the Botanic Garden on 19 September 2018 was arranged for the Swedish ambassador Mr Par Ahlberger.

41 Fellows Programme Longwood Gardens – Collections Supervisor Barbara Wheeler has been named as one of the six successful applicants for the Longwood Gardens Fellows programme 2019. The prestigious Fellows programme is for a period of 13 months and is managed and sponsored by Longwood Gardens near Philadelphia in United States. Barbara takes leave of absence from June 2019 until August 2020.

42 Wildlife Hospital rehabilitation – Birds in post-surgery recovery will be temporarily housed at the Botanic Garden Aviary for their rehabilitation. A screening fence has now been installed which completes the conditions required to activate the Wildlife Permit issued by the Department of Conservation. After a recovery period they will be assessed by the Wildlife Hospital staff then released back into the wild.

43 Aviary - ventilation system in the upper flight is being renewed to overcome the issue of dampness of concrete wall and floor surface to reduce the spread of potentially hazardous fungi growth and the subsequent ongoing difficulty in keeping the facility clean and sterile. Additional plastering and sealing work is scheduled to further aid and assist staff in keeping the facility clean and dry.

44 Walk Brochures – 4 track brochures were produced highlighting the following walks: Tree Trail, Off the Beaten Track, Solander Track and Dunedin Volcano Trail. Copies of these can be found on the Botanic Garden website.

45 AQUATICS

46 Just Swim - The new inhouse swim school “Just Swim” officially came in to operation on 23 July 2018. Numbers have been tracking favourably since the change, and new initiatives have been introduced e.g. the Parent Portal, which enables parents to track their child’s progress online.

47 Special events - Moana Pool hosted the Special Olympics on 12 September 2019. This is an annual event that competitors and carers all really enjoy. The South Island Intermediate school’s water polo champs were held in October, and the Otago Long Course Champs in November and December. In December the pool hosted the annual Orange parade with 600 + kids in the facility after their parade down the street to the Octagon. This is always a positive event with all staff contributing to its success.

49 Community Pools - The Community pools are now open. Attendance numbers are higher than the same period in 2017-18 (see below), and this is due to a number of factors, including improved publicity and marketing, and the introduction of Plus 2 software which provides more accurate tracking of visitors.

50 Shower upgrades - The men’s and women’s showers at Moana have had a tap system upgrade to make it easier for future maintenance. The pipes were in the concrete and, as the piping gets older, it requires more regular maintenance. New external piping has been installed that will reduce maintenance costs.

OPTIONS

51 Not applicable.

NEXT STEPS

52 Areas of focus for the next quarter will be:

a) Completion of Artificial Turf construction

b) Completion of Botanic Garden Winter Garden refurbishment.

c) Designation for Mosgiel Pool development completed and project manager appointed to work with officers and Mosgiel Pool Trust group to begin design phase of the project

d) Continued work on Te Rauone project

e) Further work on implementation of Urban Linkage component of Predator Free Dunedin

f) Deployment of the new Sportsfield booking system

g) Action plan developed for compliance and enforcement of the Reserves and Beaches Bylaw

h) Development of “Tracks, Levels of Provision Project Plan” to get underway

i) Development of “Play Spaces, Levels of Provision Project Plan to get underway

j) Commencing work on review of all Parks and Recreation fees and charges in time for inclusion in 2020-2021 Annual plan

Signatories

Author:

Chris Garside - Performance Delivery Manager

John Brenkley - Planning and Partnerships Manager

Authoriser:

Robert West - Group Manager Parks and Recreation

Sandy Graham - General Manager City Services

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

This decision relates to proving cost effective and quality local infrastructure.

Fit with purpose of Local Government

Fit with strategic framework

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

Māori Impact Statement

There are no known impacts for tangata whenua

Sustainability

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

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The Parks and Recreation activity is included in the Long-Term Plan

Financial considerations

The updates reported are within the existing operating and capital budgets.

Significance

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

Engagement – external

As an update report, no external engagement has been undertaken.

Engagement - internal

As an update report, no external engagement has been undertaken.

Risks: Legal / Health and Safety etc.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Any issues are discussed with the appropriate Community Board

Infrastructure Services and Networks Committee

11 February 2019

Property Services Activity Report for the Two Quarters Ending 31 December 2018

Department: Property

EXECUTIVE SUMMARY

1 This report updates the Committee on Property Services operations, maintenance and capital works, including contracted-out services, for the period 1 July 2018 – 31 December 2018.

2 Highlights for the two quarters include:

a) Various community engagement initiatives were conducted including workshops and information sessions to establish the community expectations for the Sims Building in Port Chalmers, and the Tomahawk Community buildings (old school and hall sites), and the establishment of a Waterfront vision display at the Civic Centre.

b) The DCC Housing team are now an accredited member of the Australasian Housing Institute. Staff have attended training on removing tenancy barriers for people with mental health issues. Staff also attended the Local Authority Property Association conference, networking with other local authority property groups.

c) Lift refurbishment work for the Dunedin Public Library and Civic Centre buildings is underway, and the escalator at the Dunedin Public Library has been removed.

d) Energy audits were completed for the Moana Aquatic Centre, and commenced for the Sargood Centre, Civic Centre and the Dunedin Public Art Gallery.

e) The purchase of the land interest at Burns Street, and the sale of the Helensburgh Road property for the community housing portfolio, and the purchase of a section of the Frederick Street carpark.

1 RECOMMENDATIONS

That the Committee:

a) Notes the Property Services Activity Report for the two Quarters ending 31 December 2018.

BACKGROUND

3 Property Services aims to provide ‘community good’ through effective management of property assets for the city of Dunedin. Property Services manages five property portfolios; community housing; investment property; commercial property; operational property; and community property.

4 The Property Services activity also includes:

· Land and lease management,

· Facilities and asset management,

· Project management, and

· Tenancy management.

DISCUSSION

Management of Property Services

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

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

7 The investment portfolio includes a small number of commercial properties that are owned for the purposes of generating a financial return. They are listed as “investments” for accounting purposes.

8 The commercial portfolio includes a number of commercial properties that are owned for the purposes of generating a financial return. They are managed in the same way as the investment portfolio, and treated differently purely for accounting purposes.

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

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

Service and Satisfaction

The housing provided by the Council meets the needs of the community housing tenants

Percentage of tenants satisfied with Council provided rental housing

11 Every resident is visited annually and as part of the process they are surveyed on how their housing meets their needs. In this survey tenants are asked to rate how satisfied they are with their current housing.

12 Between 1^st July and 30^th September 2018 (Quarter 1), approximately 250 tenants were surveyed, with 91% responding that the housing meets or exceeds their needs.

13 Between 1^st October and 31^st December 2018 (Quarter 2), approximately 250 tenants were surveyed, with 85% responding that the housing meets or exceeds their needs.

Percentage occupancy of Council provided rental housing

14 To ensure the community housing portfolio is meeting demand, and turnover time between tenancies is minimal, occupancy rate is measured as a percentage of occupied time versus available time.

15 The lease units at School Street are due to be rebuilt, with demolition expected to start in March 2019. Residents of those units have been re-housed into other suitable units within the portfolio. The School Street lease units have been removed from the tenantable stock included in this measure.

Number of occupancy changes in community housing

16 The number of community housing units that are vacated over time reflects the volume of work for the Tenancy Managers when tenancies end; formalising the end of a tenancy, organising changeover work, and settling in new residents.

17 Beyond a quieter period over Christmas, there are generally no seasonal trends. Tenants typically vacate to move into care, or due to passing away.

Waiting list for community housing

18 The waiting list is measured to understand the demand for community housing. This is taken as the number of applicants currently on the waiting list at the end of each calendar month.

19 The waiting list has been steadily increasing in the last 12 months, and waiting times are significant for particular geographical areas, and for those aged under 55 (Priority 2 and Priority 4).

20 Applicants on the waiting list are reliant on a vacancy in the community housing portfolio to be placed in a housing unit. As shown in the graph at paragraph 16, annual turnover is in the region of 100-150 units per annum.

21 The change in the waiting list is less than normal due to the prioritisation to rehouse tenants from the School Street lease units into other lease units as they become available.

Community housing rental income

22 Community housing tenants pay rents according to the published schedule that relates to the size of the unit.

23 Rental income for community housing typical remains steady as the occupancy rate remains steady.

24 The increase in August is due to three fortnightly invoice periods occurring during the month.

25 The increase after July was due to the agreed rent increase taking effect.

Council investment properties are appropriately managed

Percentage overall occupancy of Council investment properties

26 The investment portfolio managed by Property Services, serves as a non-rates revenue stream. Occupancy rate is measured as a percentage of tenanted units versus available lease units.

27 Occupancy increased in September upon leasing of two industrial properties in Treffers Road, Christchurch. One lease unit at 20 Parry Street is currently vacant and available for leasing. Two further lease units at 54 Moray Place are currently undergoing a compliance upgrade and will be available for lease once the compliance works are completed.

28 Twenty-one leases/licences are due to expire in the 12 months to 31 December 2019, these will be managed proactively to minimise vacancy where tenants do not elect to either renew (where rights of renewal exist) or enter into a new lease term.

Revenue of Non-Housing Properties

29 Revenue is generated from non-housing properties through rent payments, OPEX recoveries, and rates.

30 The November 2018 variation in Investment Revenue can be explained by retrospective rental and OPEX invoicing commencing for three new leases that started in September 2018 (i.e. three months of rental and OPEX were charged in November), with regular invoicing commencing from 1 December 2018.

Value and Efficiency

Council operational properties are appropriately managed

Percentage of service request resolution times met

31 Property Services have managed to maintain a satisfactory service level for planned and reactive maintenance requirements across the various portfolios.

32 The reduction in resolution times over the period relates to significantly more work being processed as new contracts come on board. New contractors typically have a settling in period, before performance improves.

Number of Reactive Work Initiated

33 Property Services offer reactive maintenance service to managed properties. The level of reactive work required is measured by the total number of reactive work orders initiated in a given month.

34 Requests for reactive maintenance decreased in December, this is a seasonal trend that is expected as most tenants will be away during the holiday period.

35 A heavy rain event occurred in Dunedin in October, this did not result in a spike of maintenance issues that have been seen in other previous rain events. The regular maintenance and infrastructure improvements, appear to have resulted in a reduction of weather related issues.

36 The level of reactive work is expected to reduce over time as scheduled preventative maintenance contracts become established. A lag effect to the reduction of the level of reactive work is expected.

Number of Planned Preventative Maintenance Work Required

37 Property Services carry out regular planned preventative maintenance (PPM) to managed properties as a way of ensuring longevity to the assets. The level of PPM work required is measured by the total number of PPM work orders due in a given month.

38 Due to the cyclical nature of some PPM work there can be seasonal changes in work load.

39 From October 2018 a number of new contracts have started, resulting in a further 23 contractors moving into this work management system, resulting in the increase in PPM work recorded above.

Major initiatives

40 Mayoral Taskforce for Housing – The Community Housing team have been a part of the Mayoral Taskforce, investigating current and predicted future demands for housing for the city.

41 Legislative submissions – Council has made submissions on proposed new standards and legislative changes; including the Healthy Homes Guarantee Standard, and the Review of the Residential Tenancy Act.

42 Edgar Centre – The Projects team has been planning for seismic strengthening works at the Edgar Centre, to bring the building above 34% NBS. Scheduled to start work early 2019.

43 Sims Building – Property Services led the community and stakeholder engagement regarding the future of the Sims Building at Port Chalmers. A report summarising the feedback received was presented to the West Harbour Community Board in November.

44 Tomahawk Buildings - Property Services led the community and stakeholder engagement regarding community facilities in Ocean Grove. Plans to demolish the old school building at Tomahawk were presented to the community, along with proposals for the two community halls in the area.

45 Wall Street Management – The Property Management team began the process to outsource the management of the Wall Street Mall, the procurement plan is being prepared.

46 Waterfront Development Vision – The Projects team supported the creation of a community engagement space at 50 The Octagon, to allow the community to learn more about the project and to have their say.

47 Hospital Workers’ Accommodation – Council staff continue to work collaboratively with other agencies in Dunedin regarding the need for more housing accommodation to be available for the expected increase of workers for the Hospital rebuild project.

48 Municipal Chambers – The Maintenance team commenced urgent safety work on the towers of the Municipal Chambers building. This work also allows for minor repairs to external brickwork.

49 Construction Project Management – The Projects team have been supporting construction project management for the following projects:

a) Logan Park Artificial Turf Project – installation of the artificial turf at Logan Park.

b) Thomas Burns Trial Freedom Camping Site – demolition of the building previously on the Thomas Burns site which has now been repurposed as a trial freedom camping site.

OPTIONS

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

NEXT STEPS

51 Areas of focus for the next quarter will be:

a) Edgar Centre, starting work on seismic strengthening in the Woolstore building.

b) School Street, continuing the planning for demolition and rebuilding of nine community housing units.

c) Municipal Chambers, completing exterior surveys, completing emergency repairs, and developing plans for longterm maintenance.

d) South Dunedin Community & Culture Centre, negotiating to secure a preferred site.

e) Civic Centre and Library Lifts, complete refurbishment of lift one in each building, moving on to second lift refurbishment.

f) Wall Street Mall, tendering external management contract.

g) Central City Plan, locating a suitable space to display Central City Plans for community engagement.

h) Tomahawk School, demolition of the old school building, and assisting in formation of a new community committee for other community facilities.

i) Peninsula cycleway, continuing land acquisitions for the completion of the peninsula cycleway connection.

j) Asset Management Plans, progressing the development of asset management plans, including asset surveys and condition assessments for priority one properties.

k) Energy Audits, completing energy audits for the Civic Centre, Sargood Centre, and Dunedin Public Art Gallery.

Signatories

Author:	David Bainbridge - Group Manager Property Services
Authoriser:	Sandy Graham - General Manager City Services

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision relates to providing local infrastructure that is considered good-quality and cost-effective.

Fit with strategic framework

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

The Property Services activities support the outcomes of a number of strategies.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

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

LTP/Annual Plan / Financial Strategy

Property Services activities are included in the 10 year plan.

Financial considerations

The updates reported are within existing operating and capital budgets.

Significance

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

Engagement - external

As an update report, no external engagement has been undertaken.

Engagement – internal

As an update report, no internal engagement has been undertaken.

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

There are no legal, health and safety or conflict of interest risks.

Community Boards

There are no implications for Community Boards.

Infrastructure Services and Networks Committee

11 February 2019

Waste and Environmental Solutions Activity Report for the two quarters ending 31 December 2018

Department: Waste and Environmental Solutions

EXECUTIVE SUMMARY

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

2 Highlights for the quarters include:

· Successful partnering between Waste Management and the Waste and Environmental Solutions team has resulted in several improvements at the Green Island landfill, including improved landfill gas collection, increased diversion at the transfer station, improved housekeeping, upgrade of signage, and improved handling of hazardous household chemicals.

· The 2018 Waste Assessment has been completed. The first draft of the 2018 Waste Assessment was presented to the Infrastructure Services and Networks Committee in October 2018. A final draft has been completed and has been used to inform the review of the Waste Management and Minimisation Plan (WMMP) under the Waste Minimisation Act, 2008.

· The first Draft WMMP 2019 was presented to the Infrastructure Services and Networks Committee in October 2018. The document has been further refined by the WMMP Steering Committee and is tracking well.

· Phase One of the Waste Futures project has been completed and has concluded that the optimal future operating model to meet the Council’s investment objectives is to transition towards a ‘circular economy’ approach.

RECOMMENDATIONS

That the Committee:

a) Notes the Waste and Environmental Solutions Activity Report for the two Quarters starting 1 July 2018 and ended 31 December 2018.

BACKGROUND

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

4 The Waste and Environmental Solutions activity includes:

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

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

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

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

· Monitoring the usage, capacity, and condition of public place waste and recycling infrastructure, CAA cardboard collection services, and kerbside collection services.

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

DISCUSSION

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

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

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

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

Non-financial performance

Service

9 The LTP Performance measures for refuse collection and kerbside recycling is to meet customer expectations by ≥70%.

· The 2017/18 Residents Opinion Survey (ROS) results for 2017/18 were released in August 2018.

10 Overall satisfaction was below target at 68%. This reflects a decline in satisfaction with kerbside recycling services (e.g. because of a growing demand for organics collection), and with the location and condition of public litter and recycling bins.

Value and Efficiency

11 The LTP performance measures for quantity and quality of diverted material collected via DCC’s collection service is for >2% annual growth in diverted material sold.

12 From July until November 2018 a total of 3259.04 tonnes were diverted. The total was very similar to the same period in 2017, when a total of 3351.45 tonnes were diverted. Contamination has increased from 399.16 tonnes in 2017 to 452.15 tonnes for the same period in 2018.

13 The increase in contamination is largely due to the Material Recovery Facility applying higher standards during the recycling sorting process. This is required to meet stricter acceptance criteria for sale of material in the recycling markets.

Major initiatives

14 Waste Assessment - This work involves identifying demands in terms of waste management and minimisation services and facilities (whether provided by the Council or others), and forecasting future demand for services.

15 The waste assessment informs the statutory review of the Waste Management and Minimisation Plan. A Plan must provide for the following:

a. objectives and policies for achieving effective and efficient waste management and minimisation within the district:

b. methods for achieving effective and efficient waste management and minimisation within the 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 facilities provided, or to be provided, by the territorial authority; and

(iii) any waste management and minimisation activities, including any educational or public awareness activities, provided, or to be provided, by the territorial authority:

16 Waste Minimisation and Management Plan 2019 - The first Draft WMMP 2019 was presented to Infrastructure Services and Networks Committee in October 2018. The document has been further refined by the WMMP Steering Committee and on programme for a special consultative procedure in September 2019.

17 A Construction and Demolition Waste Seminar event is in planning for January 2019. This event will host key note speakers covering topics such as Circular Economy, passive builds, waste minimisation, reuse and recycling, contract procurement, material trading, processing, and case studies. It will also provide attendees with an opportunity to workshop options for meeting future demand for services and facilities.

18 Waste Futures Project – The establishment of the Waste Futures project was reported to Council on 26 June 2018. This report included a high-level overview of the project including project phases, governance, and reporting mechanisms. A progress report was presented to INSCOM on 15 October 2018.

19 Phase One of this project is now substantially complete. This Phase focused on the Strategic Case (Attachment A) and Programme Business Case (PBC) (Attachment B) for a future operating model, It also included feasibility studies for waste disposal options at Green Island landfill and a new landfill facility at the designated Smooth Hill site, to confirm their suitability for extension or development (Attachment C). Phase One included engagement with key stakeholders and was closely aligned to the completion of the 2018 waste assessment and the review of the WMMP. Please note that due to size, not all appendices have been included with the attached reports, but are available on request.

20 The PBC phase has concluded that the optimal future operating model is to transition towards a ‘circular economy’ approach. This approach best meets the Council’s investment objectives, including influence of the waste system, reduced carbon emissions, and ensuring quality of service for the people of the Dunedin area.

21 In practice, a circular economy approach would involve the Council having a greater level of influence and more targeted approach in managing the solid waste system. This approach would focus on material streams and sources with the biggest impact with respect to waste reduction and carbon reduction (e.g. organics, construction and demolition material from commercial and industrial sources) and systems with low contamination and local (NZ) end markets. The practical detail of this approach will be developed through the Detailed Business Case (DBC) phase of the project (Waste Futures Project Phase Two).

22 The PBC phase also confirmed that Council requires secure access to a local waste disposal facility both in the short and long term.

23 Phase Two of the project will have five interlinked Workstreams as outlined below:

a) Workstream 1: Detailed Business Case for how a circular economy will work in practice:

i) Develop a Detailed Business Case phase to confirm optimal future collections model as well as the financial / management case for the development of Smooth Hill, to enable public consultation in August / September 2019.

b) Workstream 2: Preserve or Extend capacity at Green Island landfill:

i) It is unlikely that a new waste disposal facility can be developed prior to the expiry of existing consents for the Green Island landfill. It is therefore necessary for DCC to investigate options to preserve or extend the capacity of Green Island landfill, plus develop contingency plans for exporting waste out of district if required.

c) Workstream 3: Enable development of Smooth Hill:

i) To confirm the technical suitability of the Smooth Hill site for a Class 1 waste facility, and to avoid unnecessary project delays, DCC needs to undertake site investigations and gather necessary information to support a consent application. Engagement with the public on how the Smooth Hill site will be developed is programmed for August / September 2019.

d) Workstream 4: Service continuity:

i) Extend the timeframes of current collection contracts to ensure service continuity

e) Workstream 5: project management, communications and engagement

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

25 Waste Management Ltd has had a significant focus on improving the Health and Safety of the site. This has included improvement to the transfer station drop off, removing or reducing potential conflicts between heavy machinery and the general public, and improving the storage and management of chemical wastes and the management of difficult to handle wastes.

26 The Landfill Gas collection system was previously identified as a priority area for improvement, and significant progress has been made, particularly in the gas-field and network on the landfill. The focus of work in this area is now documenting gas destruction for minimising our future ETS costs, whilst continuing to bring additional gas wells on-line, with a large programme of works to be undertaken during March 2019.

27 Active and Closed Landfill monitoring - GHD have undertaken the first year of monitoring, and the annual reports for both the closed landfills and the Green Island Landfill were submitted to the Otago Regional Council in November. A small number of minor non-compliances were noted; however, these related to the location and timing of some sampling results and did not affect overall consent compliance. ORC is now receiving the quarterly monitoring results directly from GHD in order to avoid these minor non-compliances in future.

28 City Recycling Facilities – Four more sites for recycling facilities are being sought for the Central Business Area and consideration is being given to hosted locations. A media article was released in support of finding new sites. This article was shared by the Chamber of Commerce on their Facebook page in support of this initiative.

29 Further facilities are also in planning for the student area to supplement the kerbside recycling service. This is being supported by the University of Otago and Otago Polytechnic.

30 Smart recycling and rubbish bins are being trialled as part of a national campaign to reduce litter. Ten sets of bins are to be installed in the Warehouse Precinct and near the Great King Street Bus Hub as part of the national Let’s Put Litter in its Place campaign. Each set has bins for recycling, glass and rubbish. Smart technology can be fitted to the bins that alerts the contractor when bins are getting full, meaning they can be emptied as required. The design helps to reduce contamination and improve use. The bins have been trialled in other parts of the country where they have demonstrated a significant reduction in contamination levels.

31 City Cardboard Collection Kerbside – A review of the city cardboard collection service was conducted in October and November. Additional collection points have been added and some existing collection points have been moved to more appropriate locations to improve the level of service provided, and make collection easier and safer.

32 City Cardboard Collection Back of House – A review of the back of house city cardboard collection service was conducted in October and November. Four additional collection points have been added and larger collection bins placed at two existing collection points to improve the level of service provided.

33 Kerbside Recycling Bin Inspections – In June another recycling bin inspection programme commenced and concluded in early September. Two temporary staff were employed to conduct the inspections. The programme aimed to reduce contamination rates and prevent hazardous waste from being deposited into the kerbside recycling bins.

34 The number of household recycling bins inspected at least once was 3,575. Of those, 75% were consider a ‘Wow’ (very low contamination). Of that figure, 813 bins were checked three times and the ‘Wow’ feedback increased to 95%.

35 The recycling inspection programme attracted a lot of media attention and provided additional awareness of the contamination issues. Media stories featured in The Star, ODT, and on local and national radio channels.

36 EnviroWaste are also involved in identifying contaminated recycling bins during the normal kerbside collection service. W&ES will continue to support EnviroWaste in their efforts to reduce contamination and educate residents in good recycling practices.

37 E-waste Recycling – In December W&ES reached an agreement with Cargill Enterprises for an improved e-waste collection service at Green Island landfill. This includes some recycling subsidies on products funded from the Waste Levy fund. This will include a reduced rate for TV’s which has previously had a low uptake for recycling due to being considered cost prohibitive, plus free household battery recycling. We are formalising the agreement with an MoU and plan for a commencement in early 2019.

38 Bicycle Refurbishment Programme – 120 bikes have now been refurbished and passed on to charitable organisations and the community via the Malcam Trust.

39 Some further developments to the programme include permitting the Malcam Trust to scrap unusable parts for cash and some of the better bikes to be sold via Trade Me to help fund purchasing of new bike parts in support of the programme.

40 In November we set up a good bike parts sale area at the Rummage store. The proceeds of sales are returned to the Malcam Trust to support the programme.

41 The bike programme has attracted some media interest with a newshub radio interview conducted before the end of December and an upcoming ODT story.

42 The DCC Transport team are also in talks with the Malcam Trust as there may be an opportunity to use some of the refurbished bikes as part of the ‘bikes in schools’ project.

43 Waste Free Parenting workshop - This workshop was conducted in November 2018 to provide hints and tips regarding reducing waste in the home and was very well supported.

44 W&ES reduced the price for tickets to the workshop and provided five free entry tickets to Te Hou Ora Services to give to clients they thought would find the workshop useful. All recipients attended the workshop.

45 Application – A smart phone application has been developed which will provide user information about kerbside collection plus other useful waste disposal/recycling information, including an ‘A – Z’ of what can and can’t be recycled. It is intended that this will be launched and promoted in February 2019 to coincide with the new student intake.

46 Seat Smart programme – The W&ES team continues to support the 3R Group to provide for the collection of expired or broken child seats for recycling. The DCC also supports the programme by subsidising transport to Christchurch for recycling.

47 Composting Made Easy workshops – W&ES engaged a facilitator to conduct home composting workshops. Two workshops were conducted with a further three planned for Autumn. The attendee feedback has been very positive.

48 Sustainable Living workshops – W&ES have entered into negotiations with the Sustainable Living Trust to run Future Living workshops in Dunedin over Autumn 2019.

49 Waste Minimisation Small Grants – These grants have been launched and W&ES expect to be receiving applications soon. The applications are open year-round, with a maximum of $500 being awarded per application. The total fund available for these grants is $5000.

50 The next two levels of Waste Minimisation Grants will be available in the March 2019 grants round. These will focus on community projects and commercial sector initiatives that help reduce waste.

Capital projects

	YTD Actual	YTD Budget	YTD Var	FY Budget
GILF Improvements to Final Cap	13,541	65,916	(52,375)	398,000
GILF Transfer Station	11,071	14,084	(3,013)	85,200
GILF Gas Collection	134,014	180,000	(45,987)	379,800
Waikouaiti Transfer Station	6,213	30,000	(23,787)	150,000
GILF Renewals	78,098	218,280	(140,182)	338,600
Recycling Wheelie Bins	17,768	-	17,768	-
Litter Bin Renewals	3,220	35,714	(32,494)	50,000
City Recycling Facilities	-	-	-	180,000
	263,924	543,994	(280,070)	1,581,600

51 Progress on medium and long-term capital projects has been slower than expected, with the capital project budget and staff resource in this period being primarily focused on health and safety, and creating fully scoped work plans for areas of operational improvements.

52 To assist with delivery of the capital projects, external project management assistance has been engaged with OCTA Associates providing support to internal staff. This support will be in place for the remainder of the financial year and will enable 8 major projects and 15 minor projects to be progressed.

OPTIONS

53 As this is an update report, no options are provided.

NEXT STEPS

54 Areas of focus for the next quarter will be:

· The deployment and promotion of a downloadable application for android and iPhone for kerbside collection services which will include an alert option, recycling information, a ‘what to do with A to Z’ list, messages (e.g. information pertaining to kerbside bin inspections, holiday period collection dates etc.), and associated contact information.

· Partnering with Cargill Enterprises to promote e-waste and household recycling services and support for social enterprise in Dunedin.

· Final capping of the Waikouaiti landfill, and planning for the second stage of improvements to the Waikouaiti Transfer Station, Resource Recovery Centre and Closed Landfill in collaboration with the local community.

· Staff are working closely with the University of Otago and Otago Polytechnic to install recycling drop off facilities in the student area to supplement kerbside recycling services. The University and Otago Polytechnic have agreed to host facilities in support of this initiative. Identified locations are now being checked for suitability by the relevant DCC departments.

· Street recycling stations in the Warehouse Precinct Area are to be replaced, in conjunction with Stage 3 of the Warehouse Precinct Development project.

· Incremental improvements to the Green Island Landfill gas collection system will continue with seven additional landfill gas wells to be added. The focus for the coming period will be working to document our gas destruction to enable independent audit, and minimise the costs of our ETS obligations.

· Completion of a re-aligned access road onto the active Green Island landfill face which will unlock the next 2 stages of landfill. This will also deal with the Asbestos soils area, as well as improving our management of leachate and landfill gas in this area.

· Phase two of the Waste Futures project will be initiated which will develop the detailed business case on options for DCC’s future waste services operating model.

· Work on options for the preservation and/or extension of capacity at Green Island landfill.

Signatories

Author:	Chris Henderson - Group Manager Waste and Environmental Solutions
Authoriser:	Simon Drew - General Manager Infrastructure Services

Attachments

	Title	Page
⇨a	Waste Futures Strategic Case (Under Separate Cover)
⇨b	Waste Futures Programme Business Case (Under Separate Cover)
⇨c	Waste Futures Landfill Feasibility Report (Under Separate Cover)
D	Waste Futures Landfill Feasibility Report – Appendix C (Under Separate Cover)

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

Fit with strategic framework

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

The Waste and Environmental Solutions activity supports the outcomes of a number of strategies.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

The Waste and Environmental Solutions activity contributes positively to the environmental interests of the community through refuse and recycling collection at the kerbside and public places, educating and promoting environmentally sustainable behaviour and managing landfill and transfer station facilities.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

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

Financial considerations

The updates reported are within existing operating and capital budgets.

Significance

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

Engagement – external

As an update report no external engagement has been undertaken.

Engagement - internal

As an update report no internal engagement has been undertaken.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no identified conflicts of interest.

Community Boards

Any issues are discussed with the appropriate Community Board.

Infrastructure Services and Networks Committee

11 February 2019

Transport Activity Report for the Two Quarters Ending 31 December 2018

Department: Transport

EXECUTIVE SUMMARY

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

2 Highlights for the period include:

a) Physical works to repair the road network following the July 2017 rain event is on-going, with an estimated $8.7 million of renewal works expected into the 2018/19 financial year, inclusive of costs to repair Mt Ross Bridge.

b) Construction of Mt Ross Bridge commenced in January 2019.

c) The construction of the Peninsula Connection Project continues with $10.2 million spent to the end of December.

d) Tendering of the LED Street Light implementation is near completion. This project will attract a NZTA subsidy rate of 85% and is due to commence prior to the end of the 2018/19 year.

e) Procurement completed for all the 2018/19 renewal works packages.

f) Delivery of the urban cycleway package is continuing with the bridge over the Water of Leith completed and opened prior to Christmas.

RECOMMENDATIONS

That the Committee:

a) Notes the Transport Activity Report for the Quarter ending 31 December 2018.

BACKGROUND

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

· Roads.

· Cycle ways.

· Footpaths.

· Bridges and retaining walls.

· Street lighting.

· Traffic signals.

· Road marking.

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

DISCUSSION

Road Maintenance Contract

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

6 A relevant, measurable, and robust performance framework has been developed to monitor the contract. This focuses on key areas as follows:

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

b) Value for Money – Delivering services efficiently.

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

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

Contract - Service Delivery

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

8 Results from audits undertaken on culverts and walkways indicate improvements are required. The results from sign and street cleaning audits have been favourable.

9 2,614 mud tanks have been cleaned this financial year. Routine cleans were delayed from March following the discovery of low level asbestos traces in mud tank waste. Routine cleans have re-commenced with new procedures to ensure adequate safety measures are in place for contracting staff.

Contract - Value for Money

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

11 Results in this area continue to be good. Claims made have been accurate with a robust contract monitoring processes in place to ensure payment is only being made when the work is completed to an acceptable standard. This remains the most effective method of ensuring required specifications are understood and consistently delivered.

Contract - Customer Service

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

13 93% of CSA requests were programmed or completed on time in December versus a target of 95% The largest volume of service requests pertained to storm water issues requesting the unblocking of culverts and mud tanks. This is attributed to the weather event in November.

Contract - Safety

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

15 Results in this area have been good.

16 Of the 12 TMP audits undertaken in December minor issues were sited and addressed pertaining to the incorrect layout of traffic management equipment.

17 The dangerous TMP audit in October was due to inadequate traffic management implementation including the lack of an appropriate taper for vehicles and lack of appropriate signs. The site required immediate remediation from contractors.

18 Sites deemed a ‘Pass’ or ‘Acceptable’ have few or no issues noted in the audit. A site deemed ‘Needs Improvement’ will require immediate mitigation to remain active. This is discussed by the auditor and the Traffic Management Controller on site. Any site deemed ‘Dangerous’ by an audit is immediately shut down.

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

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

21 The health and safety audit undertaken in December resulted in an unsatisfactory score of 40% with six issues identified. Downer management have committed to addressing these as a high priority item.

a) Crew briefing plan not completed prior to commencing work.

b) Site hazards and critical controls not identified.

c) Review of contractor staff training records found Spotter training for staff outstanding from November 2018 audit.

d) Site layout doesn’t match the traffic management plan.

e) Contractor staff undertaking asphalting without the appropriate PPE gear.

f) Burn kits not available for staff undertaking asphalting work, burn kits must be present in case of emergencies.

22 It is expected that the contractor will address these issues the following month.

Major initiatives

23 Capital Renewals 2018/19 – Well on track to deliver this year renewals programme. Renewal quantities are slightly down to that planned in Transports asset management plan largely due to higher contract rates. 58km’s of roads will be re-sealed this year versus a planned 66km’s.

24 Peninsula Connection Safety Improvement Project – Construction continues on Sections 8, between Broad Bay and Portobello. Construction has commenced on Section 2 between Vauxhall and MacAndrew Bay. Section 7, being the extension to the Turnbull’s Bay Wall will commence in March. $10.2 million has been spent year to date with $24 million forecasted at financial year end.

25 Urban Cycleway Programme – The Urban Cycleway programme is continuing. The new bridge over the Leith has been completed along with improvements to Portsmouth Drive, the Harbour Basin and Anzac Avenue. Connections between the new bridge and Anzac Avenue will be undertaken following final approval from Kiwirail.

26 City – Harbour Bridge Connection – The indicative business case for the new bridge is underway with procurement of professional services to support this process. Staff expect to report back to Council on a preferred option prior to the local body elections.

27 Tertiary Precinct – Staff have met with the University and Polytechnic to discuss the programme for this work. A project manager will be appointed to the project and work will commence on preliminary design options, led by DCC urban design. Transport staff will commence work on business case development.

28 LED Street Light Installation – Negotiations are underway with contract award anticipated in February. Work to renew the street lights is expected to begin in the middle of 2019.

29 July 2017 Flood Remediation – The total cost for the flood remediation work is now estimated to reach $21 million, including the construction of a new Mount Ross Bridge which commenced in January. To date $14 million has been spent.

30 Minor improvement projects (low cost, low risk projects) – Staff are accelerating planning for the delivery of many safety projects. A number of these projects are candidates for a higher subsidy rate of an additional 20%. An application has been made to NZTA for this additional funding. The construction market is reaching capacity in the minor improvement area. Further conversations with contractors are occurring to identify opportunities for delivery of the accelerated programme.

31 Projects include:

· School Street Culvert

· Mobility improvements (drop crossings)

· School cluster safety work

· Improved guard railing

· Stuart Street median safety improvement

· Roundabout trials and permanent construction

· Blackhead Road footpath and Tunnel Beach roundabout

· Forbury / Bayview / Allandale roundabout

OPTIONS

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

NEXT STEPS

33 Areas of focus for the next quarter will be:

· Award the LED street light renewal contract.

· Continue to address the backlog of repair work associated with the July 2017 rain event.

· Commence business case work on the three major transport infrastructure projects included in the LTP.

· Confirm NZTA funding for the next financial year.

· Work with contractors to identify opportunities for delivery of the minor improvement / safety improvement packages over the next 30 months.

Signatories

Author:

Merrin McCrory - Asset and Commercial Manager, Transport

Ashleigh Jarvis - Business Performance Co-ordinator

Authoriser:

Richard Saunders - Group Manager Transport

Simon Drew - General Manager Infrastructure Services

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

Fit with strategic framework

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

The Integrated Transport Strategy supports the outcomes of a number of strategies.

Māori Impact Statement

No known impacts.

Sustainability

The Integrated Transport Strategy supports sustainable outcomes.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

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

Financial considerations

There are no financial implications.

Significance

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

Engagement – external

There has been no external engagement.

Engagement - internal

There has been no internal engagement.

Risks: Legal / Health and Safety etc.

There are no legal or health and safety risks.

Conflict of Interest

There is no known conflict of interest.

Community Boards

Where there are impacts on a Community Board area, the Community Board is advised.

Infrastructure Services and Networks Committee

11 February 2019

Correction to naming of a private way off Glendermid Close, Sawyers Bay

Department: Transport

EXECUTIVE SUMMARY

1 The purpose of this report is to correct the name of a private way off Glendermid Close, Sawyers Bay from "Goddards Way" to “Goddard Way”.

2 The road name “Goddard Way” was proposed by the developer and complies with the Dunedin City Council Road Naming Policy.

RECOMMENDATIONS

That the Committee:

a) Approves correcting the name of the private way off Glendermid Close from "Goddards Way" to “Goddard Way”.

BACKGROUND

3 The Infrastructure Services and Networks Committee approved the naming of a new private way off Glendermid Close as "Goddards Way" at their meeting on 14 August 2017.

4 When the developer requested signage be installed for the private way in August 2018, it was discovered that their original proposal was for the private road to be named “Goddard Way” (i.e. with no “s”).

5 The developer has requested that the name be changed to “Goddard Way”.

DISCUSSION

6 “Goddard Way” is the correct name that was originally proposed. It complies with the Dunedin City Council Road Naming Policy and is therefore recommended for approval.

OPTIONS

Option One – The Committee approves naming of the private way off Glendermid Close as “Goddard Way” (Recommended Option)Advantages

· “Goddard Way” is the name that was originally proposed.

· “Goddard Way” complies with the Dunedin City Council Road Naming Policy.

Disadvantages

· There are no significant disadvantages with this option.

Option Two – The Committee rejects the proposed road name (Alternative Option)

Advantages

· There are no significant advantages with this option.

Disadvantages

· The name will remain “Goddards Way”, which is not the name originally proposed by the developer.

NEXT STEPS

7 If the recommended name is approved, staff will process the required documentation and advise the developer and Land Information New Zealand of the new road name.

Signatories

Author:

Grant Fisher - Transport Planner/Engineer

Authoriser:

Richard Saunders - Group Manager Transport

Simon Drew - General Manager Infrastructure Services

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

Fit with strategic framework

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

This is an administrative function.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

There are no implications for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications for the LTP.

Financial considerations

There are no financial implications.

Significance

The significance of the decision deemed to be low in terms of Council’s Significance and Engagement Policy.

Engagement – external

There has been engagement with the developer.

Engagement - internal

There has been engagement with BIS.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no conflicts of interest.

Community Boards

The site is located within the West Harbour Community Board area. It is considered that there are no implications for the Community Board as the proposal is merely to correct an administrative error.

Infrastructure Services and Networks Committee

11 February 2019

Naming of a New Private Way off Ōwhiro Avenue, Mosgiel

Department: Transport

EXECUTIVE SUMMARY

1 The purpose of this report is to present the option for the naming of a private way off Ōwhiro Avenue, Mosgiel as “Tuwhare Lane”.

2 The new road name proposed by the developer is on Council’s list of pre-approved names, and therefore complies with the Road Naming Policy.

RECOMMENDATIONS

That the Committee:

a) Approves naming the new private way off Ōwhiro Avenue, Mosgiel as “Tuwhare Lane”.

BACKGROUND

3 The Ōwhiro Park residential subdivision in Mosgiel is currently under construction. The subdivision includes a new private way off Ōwhiro Avenue, which will serve seven residential lots.

4 Construction of the subdivision is at the stage where the developer wishes to name the new private way.

DISCUSSION

5 The developer has proposed “Tuwhare Lane" as their preferred name, after Hone Tuwhare who was a Dunedin poet.

6 The proposed name “Tuwhare” is a pre-approved name on the Council’s road name register. There is no specific ‘appropriate locality’ listed for the name.

7 The proposed name fully complies with Council’s Road Naming Policy. For completeness, it is noted that the Policy places less weight on the appropriateness criteria with respect to private ways.

OPTIONS

Option One – The Committee approves naming of the new private way off Ōwhiro Avenue as “Tuwhare Lane” (Recommended Option)

Advantages

· The name is on the list of pre-approved names contained within Council’s road name register, with no specific ‘appropriate locality’ listed.

· The name is proposed by the developer and complies with the Road Naming Policy.

Disadvantages

· There are no significant disadvantages identified with this option.

Option Two – The Committee rejects the proposed road name (Alternative Option)

Advantages

· Staff can be directed to request alternative road names from the developer that may better suit the Council’s preferences.

Disadvantages

· The private way will not have a name, which may inconvenience new property owners within the subdivision.

NEXT STEPS

8 If the recommended name is approved, staff will process the required documentation and advise the developer and Land Information New Zealand of the new road name.

Signatories

Author:

Grant Fisher - Transport Planner/Engineer

Authoriser:

Richard Saunders - Group Manager Transport

Simon Drew - General Manager Infrastructure Services

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

Fit with strategic framework

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

This is an administrative function.

Māori Impact Statement

The proposed name on the list of pre-approved names contained within Council’s road name register. It is therefore considered that there are no known impacts for tangata whenua.

Sustainability

There are no implications for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications for the LTP.

Financial considerations

There are no financial implications.

Significance

The significance of the decision deemed to be low in terms of Council’s Significance and Engagement Policy.

Engagement – external

There has been engagement with the developer.

Engagement - internal

There has been engagement with BIS.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no conflicts of interest.

Community Boards

The site is located within the Mosgiel-Taieri Community Board area. The Community Board is not considered to be affected as the proposed name is from the list of pre-approved names contained within Council’s road name register.

Infrastructure Services and Networks Committee

11 February 2019

Resolution to stop a portion of Beaconsfield Road, Portobello

Department: Transport

EXECUTIVE SUMMARY

1 This report recommends completing the road stopping at 1 McAuley (Beaconsfield Road Frongage) as the notice period has concluded with no objections.

RECOMMENDATIONS

That the Committee:

a) Notes that no objections were submitted during the notice period.

b) Resolves that under Section 342 of the Local Government Act 1974 the portion of unformed road described as Section 1 SO 524955 is stopped.

c) Authorises public notice of the road stopping.

BACKGROUND

2 In 2017 the owner of 1 McAuley Road sought a road stopping, and this was reported to the Infrastructure Services Committee in April 2017. A copy of that report is included as Attachment A. The portion of road in question was not required for general roading purposes.

3 Prior to the application being submitted, utility operators, and adjacent property owners were consulted. There were no objections to the proposal.

4 The Infrastructure Services and Networks Committee on 10 April 2017 resolved as follows:

(Moved Cr Lee Vandervis/Cr Andrew Whiley) that the Committee:

“Approves the publishing of a public notice advertising the intention to stop a portion of legal road adjacent to 1 McAuley Road, Dunedin, subject to the applicant agreeing to:

a) Pay the Council the non-refundable fee for processing the stopping

b) Pay the Council the actual costs involved in the stopping, regardless of whether or not the stopping reaches a conclusion, OR the value of the stopped road, assessed by the Council’s valuer, whichever is the greater amount

c) Amalgamate the stopped portion of the road with the title of the adjacent land that is owned by the applicant, namely OT79/116

d) Accept the application of the standards contained within the Dunedin City Council Code for Subdivision and Development to the stopped road

e) Register an easement upon the stopped portion of the road for the benefit of any utility companies that have assets located on, over, or under that land.

Motion carried (INF/2017/015)”

DISCUSSION

5 The road stopping was publicly notified on 5 September 2018 and 12 September 2018 respectfully, with no objections received during the submission period.

6 The Infrastructure Services and Network Committee is now able to complete the process.

OPTIONS

Option One – Recommended Option

7 As no objections have been received, the Infrastructure Services and Network Committee may declare the road stopped.

Advantages

· Consistent with the Infrastructure Services and Networks Committee decision on 10 April 2017.

· This option will have negligible impact on the public road and provide an overall financial benefit to the Council by increasing (slightly) the rateable area of land following amalgamation of title.

Disadvantages

· There are no disadvantages identified.

Option Two – Status Quo

8 The Infrastructure Services and Network Committee may decide not to declare the road stopped.

Advantages

· There are no identified advantages.

Disadvantages

· On-going encroachment and the loss of future rates for the stopped road.

· This option would be inconsistent with the Infrastructure Services and Networks Committee decision on 10 April 2017.

NEXT STEPS

9 Following the resolution, a public notice that the road is stopped will be issued. Section 1 SO 524955 will then be amalgamated with the adjacent property.

Signatories

Author:

Michael Tannock - Transport Network Team Leader

Authoriser:

Richard Saunders - Group Manager Transport

Simon Drew - General Manager Infrastructure Services

Attachments

	Title	Page
⇩a	Infrastructure Services Committee Road Stopping Report	88

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report relates to providing a regulatory function and it is considered good-quality and cost-effective by following procedures allowed under the Local Government Act 1974.

Fit with strategic framework

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

There is no contribution to the Strategic Framework.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

Proactive management of the transportation network supports social and economic sustainability

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications.

Financial considerations

Costs incurred in the process are met by the applicant.

Significance

Under the Significance and Engagement policy this is considered of low significance.

Engagement – external

The community has been engaged with as per requirements of the relevant legislation, also Utility Operators and affected residents.

Engagement - internal

Comment was sought from Parks and Recreation Group, Customer and Regulatory Services, Community and Planning, Property and Water and Waste Services prior to the 2017 Infrastructure Services Committee report. There were no objections to the proposal. The In-House Legal Counsel were consulted in the drafting of this report.

Risks: Legal / Health and Safety etc.

There are no risks identified.

Conflict of Interest

There is no conflict of interest.

Community Boards

The Otago Peninsula Community Board was consulted and supports the proposal.

Infrastructure Services and Networks Committee

11 February 2019

Resolution to stop a portion of Marewa Street, Kew

Department: Transport

EXECUTIVE SUMMARY

1 This report recommends completing the road stopping at 14 Marewa Road, Kew, as the notice period has concluded with no objections.

RECOMMENDATIONS

That the Committee:

a) Notes that no objections were submitted during the notice period.

b) Resolves that under Section 342 of the Local Government Act 1974 the portion of unformed road described as Section 1 SO 516377 is stopped.

c) Authorises public notice of the road stopping.

BACKGROUND

2 In 2016 the owner of 14 Marewa Street sought a road stopping, and this was reported to the Infrastructure Services Committee in February 2017. A copy of that report is included as Attachment A. The portion of road in question was not required for general roading purposes.

3 Prior to the application being submitted, utility operators, and adjacent property owners were consulted. There were no objections to the proposal.

4 The Infrastructure Services and Networks Committee on 13 February 2017 resolved as follows

(Moved Cr Chris Staynes/Cr Doug Hall):

That the Committee:

a) Approves the publishing of a public notice advertising the intention to stop a portion of legal road adjacent to 14 Marewa Street, Dunedin, subject to the applicant agreeing to:

i) Pay the Council the non-refundable fee for processing the stopping

ii) Pay the Council the actual costs involved in the stopping, regardless of whether or not the stopping reaches a conclusion, OR the value of the stopped road, assessed by the Council’s valuer, whichever is the greater amount

iii) Amalgamate the stopped portion of the road with the title of the adjacent land that is owned by the applicant, namely OT281/227

iv) Accept the application of the standards contained within the Dunedin City Council Code for Subdivision and Development to the stopped road

v) Register an easement upon the stopped portion of the road for the benefit of any utility companies that have assets located on, over, or under that land.

Motion carried (INF/2017/001) with Cr Vandervis recording his vote against

DISCUSSION

5 The road stopping was publicly notified on 29 October 2017 and 5 November 2017 respectively, with no objections received during the submission period.

6 The Infrastructure Services and Network Committee is now able to complete the process.

OPTIONS

Option One – Recommended Option

7 As no objections have been received, the Infrastructure Services and Network Committee may declare the road stopped.

Advantages

· Consistent with the Infrastructure Services and Networks Committee decision on 13 February 2017.

Disadvantages

· There are no disadvantages identified.

Option Two – Status Quo

8 The Infrastructure Services and Network Committee may decide not to declare the road stopped.

Advantages

· There are no identified advantages.

Disadvantages

· On-going encroachment and the loss of future rates for the stopped road.

· This option would be inconsistent with the Infrastructure Services and Networks Committee decision on 13 February 2017.

NEXT STEPS

9 Following the resolution, a public notice that the road is stopped will be issued. Section 1 SO 516377 will then be amalgamated with the adjacent property.

Signatories

Author:

Michael Tannock - Transport Network Team Leader

Authoriser:

Richard Saunders - Group Manager Transport

Simon Drew - General Manager Infrastructure Services

Attachments

	Title	Page
⇩a	Proposed road stopping- marewa street	99

Fit with purpose of Local Government

This report relates to providing a regulatory function and it is considered good-quality and cost-effective by following procedures allowed under the Local Government Act 1974.

Fit with strategic framework

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

There is no contribution to the Strategic Framework.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

Proactive management of the transportation network supports social and economic sustainability

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications.

Financial considerations

Costs incurred in the process are met by the applicant.

Significance

Under the Significance and Engagement policy this is considered of low significance.

Engagement – external

The community has been engaged with as per requirements of the relevant legislation, also Utility Operators and affected residents.

Engagement - internal

Risks: Legal / Health and Safety etc.

There are no risks identified.

Conflict of Interest

There is no conflict of interest.

Community Boards

There is no Community Board for this area.

BACKGROUND

3 The owners of 14 Marewa Street have a driveway and a fence on a portion of Marewa Street at their property frontage.

4 The current owner has now applied for a road stopping in order to regularise this current encroachment.

DISCUSSION

5 The site proposed for stopping is at the outer part of the bend of Marewa Street, and is a steep bank sloping down toward the applicant’s property. The road stopping will narrow the legal road, however it is considered that the area will not be required for Council or community purposes in the future.

6 The proposed area to stop is shaded red in the aerial photograph below and is approximately 110m².

7 Marewa Street is classified as a Local Road in the Dunedin City District Plan and has average daily vehicle movements of 165.

8 The stopping will not result in any change to the existing road layout or use of the area.

9 The impact of the proposed stopping on the road network is considered to be less than minor.

Consultation

10 Preliminary consultation has been conducted with adjacent property owners, Utility Operators and affected Council departments. This has not raised any likely objections.

11 The parties consulted include:

Adjacent Landowners

Utility Operators

· Chorus NZ – No objection

· Vodafone NZ – No objection

· 2degrees Mobile – No objection

· Aurora Energy Limited – No objection

· Vocus Communications (FX Networks) – No objection

Council Departments

· Transport Group – No objection

· Parks and Recreation Group – No objection

· Water and Waste Group – No objection

· Regulatory Services Group – No objection

· City Property - No objection

· Community and Planning Group – No objection

· In-House Legal Counsel – No objection

Community Board – there is no community board for this location.

Programme and budget

12 If the recommendation in this report is approved:

· The applicant will be charged the road stopping fee (non-refundable) and will be required to sign an agreement concerning payment of any additional costs related to the road stopping.

· In accordance with Schedule 10 of the Local Government Act 1974 the Council will commission a survey and valuation of land concerned.

· Council will issue a public consultation notice for the proposed stopping.

· A report will be prepared for Council containing the outcome of consultation and a recommendation for whether the stopping should proceed.

· If the stopping is concluded successfully the land will be transferred to the applicant and rates charged on this land from the following year.

13 At each stage the applicant will have the opportunity to continue or cease the stopping process, e.g. if objections are received.

14 The current Road Stopping Policy, adopted in January 2012, specifies that the applicant is to pay the cost of the stopping and pay for the value of the land. However the fees and changes in place at the time of this application did not reflect the policy. The recommended option in this report is for the applicant to pay the value of the land or the cost of the stopping, whichever is greater, as specified in the Annual Plan fees and charges at the time this application was received.

15 The applicant will be required to reimburse the Council for the actual costs involved in the stopping regardless of whether or not the stopping reaches a conclusion. Such costs include survey, valuation, public notices, relocation of assets, legal and transfer costs, and registering of any easements over the land for the benefit of any utility operators. At the conclusion of the stopping, costs will be reconciled against the value of the land as detailed in the recommendation.

OPTIONS

Option One – Recommended Option – Proceed with public notification of the intention to stop a portion of Marewa Street

16 As there appears to be no impediments to the proposal, Council may proceed to public consultation.

Advantages

· The proposal allows the property owner to legalise the existing encroachment and increases the rateable area of land.

· Access to the property by utility companies is retained for existing utilities with appropriate registration of easements on the property title.

Disadvantages

· The land would be unavailable for use by other members of the public and utility companies.

Option Two – Status Quo – Decline the road stopping application

17 Council resolves not to proceed with the proposal to stop the road.

Advantages

· The land would remain available for the use by the property owner and other members of the public or utility companies in the event that it is needed.

Disadvantages

· On-going encroachment and the loss of future rates for the stopped road.

NEXT STEPS

18 If the recommendation is approved, the applicant will be required to pay the fee for processing a road stopping, and sign an agreement regarding payment of all costs. Staff will complete valuation and survey work and consult on the proposal before reporting back to Council.

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