Reports
Mayors Taskforce for Housing, Housing Action
Plan for Dunedin 2019 - 2039
Department: Community and Planning
EXECUTIVE SUMMARY
1 The
Council has been asked by the Mayor’s Task Force for Housing (MTFH) to
take a stewardship role in the implementation of a Housing Action Plan for
Dunedin 2019-2039 (Housing Action Plan) (Refer Attachment A).
2 MTFH was
formed at the DCC’s request in late April 2018 to assist in better
identifying and addressing the city’s housing issues. The MTFH is a
multisector group representing the Council, community housing providers, social
service agencies, government departments, public health, commercial property
managers and Rūnaka.
3 The
Taskforce produced an Interim Report to Council in November 2018. Organisations
and individuals with expertise in the provision of housing have been invited to
share their expertise and knowledge with the MTFH since its inception.
4 The MTFH
has called upon all stakeholders with an interest / responsibility for housing
to work collaboratively on actions to address the city’s current and
future housing issues. It also advocates for Council to steward the
implementation of the Housing Action Plan for Dunedin.
5 Council
is asked to consider including in the Annual Plan 2019/20 a budget of $130,000
per annum for the next two financial years to coordinate and implement
DCC-related actions from the Housing Action Plan.
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RECOMMENDATIONS
That the Council:
a) Notes the
actions outlined within the Mayor’s Taskforce for Housing; Housing
Action Plan for Dunedin 2019-2039.
b) Decides to
take a stewardship role in implementing and advocating for the Housing Action
Plan for Dunedin 2019-2039 and requests staff to undertake further work to
develop a detailed work programme by September 2019.
c) Supports the
inclusion of $130,000 per annum in the Draft Annual Plan for the next two
financial years, to coordinate and implement DCC-related actions in the
Housing Action Plan for Dunedin 2019-2039, for further consideration by
Council at the Annual Plan deliberations.
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BACKGROUND
6 The factors
contributing to current and anticipated housing issues in the city, including
housing shortage, affordability, increase in demand and housing quality, were
outlined in the MTFH Interim Report, 26 November 2018. (Refer Attachment
B). When Council considered this report, they resolved the following:
Moved (Cr Aaron Hawkins/Cr
David Benson-Pope):
That the Council:
1. Notes the interim report from the Mayor's
Taskforce for Housing (MTFH);
2. Adopts the initial recommendations of the
MTFH, to be prioritised during the development of a Dunedin Housing Action Plan
(DHAP); and
3. Notes
that there was currently insufficient resourcing available for the DHAP to
progress as required, and would need to be considered as part of the Annual
Plan 2019/20.
Division
The Council voted by division:
For: Crs
David Benson-Pope, Rachel Elder, Christine Garey, Doug Hall, Aaron Hawkins,
Marie Laufiso, Mike Lord, Damian Newell, Jim O'Malley, Chris Staynes, Conrad
Stedman, Kate Wilson, Andrew Whiley and Dave Cull (14).
Against: Cr
Lee Vandervis (1).
The division was declared
CARRIED by 14 votes to 1
Motion carried (CNL/2018/001)
7 This
report seeks to give effect to the resolution passed at the November 2018
meeting, through proposing the provision of a budget to be included in the
Annual Plan process.
DISCUSSION
8 Since
that report, there has been a continued increase in the cost of housing in the
city. Two sources of data are quoted below.
9 Quotable
Value (QV) reported continuing strong demand in Dunedin by investors for
residential properties. The average sale price for October 2018 was $422,674; a
yearly change of +10.5%. For the March 2019 quarter, the latest QV figures show
an increase of 3.7% with the average price now $451,199.
10 In February 2019,
CoreLogic reported Dunedin’s property market had another strong year in
2018, with average values up by 11.2%. In the past four years, values have
risen by 48.8%, an increase of $142,683, from $292,220 to $434,903.
11 The Dunedin Housing
Summit was held on 28 February to inform stakeholders about the big picture for
the housing sector. The Summit attracted 150 registered participants and
resulted in increased understanding of the work local and central government, and
housing developers are undertaking to address housing issues across the
country. It also provided an opportunity for stakeholders to connect with
others in the sector.
12 Feedback from the
Dunedin Housing Summit has been reflected in the MTFH Housing Action Plan. A
follow-up discussion with developers on housing options is proposed before the
end of May. This is being arranged by staff in liaison with central government
agencies.
13 The MTFH ratified
the Housing Action Plan at its final meeting on 15 April 2019. The Housing
Action Plan for Dunedin 2019-2039 provides 16 actions under themes of: Healthy
Housing, Promote Healthy Homes across all tenures; Planning, Leadership
to Deliver Community Outcomes; and Delivery, Building Homes to Meet Community
Need for both council and other stakeholders to implement actions to address
the housing needs in the city.
OPTIONS
14 Some actions within
the Housing Action Plan are multi-layered; ranging from advocacy to substantial
pieces of work such as a Housing Needs Assessment and scaling up community
housing trust provision.
15 The 16 actions are
intended to guide key stakeholders, Council and the wider community in meeting
the city’s long-term housing needs.
16 Staff need time to
complete an analysis of the actions and recommendations within the Housing
Action Plan and produce a work programme after considering which operational
area is best able to deliver the agreement for DCC-related actions. Updates and
progress would to be presented to Council.
17 In anticipation of
the work programme, Council is asked to consider including a budget of $130,000
to allow coordination of the DCC related Housing Action Plan work. This may be
a Fixed term staff member with some budget for contracted services or it may be
delivered differently. These decisions will be made operational as the
DCC-related work programme is developed.
Option
One – Recommended Option
18 That Council takes a
stewardship role in implementing the Housing Action Plan Dunedin 2019 –
2039 and includes a budget of $130,000 per annum for the next two financial
years in the Annual Plan to coordinate and implement DCC-related actions from
the Housing Action Plan for Dunedin 2019-2039.
Advantages
· Council
will have adequate resourcing to complete an analysis and work programme by
September 2019.
· A
specific budget would align with the active role Council is taking to address
housing issues. Business as usual work for existing staff will not be affected.
· Allows
for procurement of specialist skills not available within the existing staff
resources, if required.
Disadvantages
· There
is currently no budget provided in the 2019/20 draft budgets.
Option Two – Leadership of the Housing Action Plan without
additional budget
19 That Council takes a
stewardship role in implementing the Housing Action Plan Dunedin 2019 –
2039, with staff reprioritising work and finding resource within existing
budgets to coordinate and implement DCC-related actions from the Housing Action
Plan for Dunedin 2019-2039.
Advantages
· There
is no additional budget required.
Disadvantages
· Actions
identified within the Housing Action Plan, which can support short, mid-term
and long-term housing solutions, may not be able to be achieved within
anticipated timeframes due to business as usual work pressures
· Leadership
on actions will be difficult to demonstrate given existing staff commitments
and lack of spare capacity.
· Potential
delays to business as usual projects and programmes, if staff have to
reprioritise their business as usual tasks to concentrate on the actions of the
Housing Action Plan.
· Potential
delays in development and delivery of a Housing work programme.
Option
Three – Council does not agree to steward the Housing Action Plan
20 The Council chooses
not to take up the stewardship role requested by the MTFH in implementing the
Housing Action Plan Dunedin 2019 – 2039.
Advantages
· No
additional funding required.
Disadvantages
· Risk
of a perception by MTFH members and other housing stakeholders that Council is
not committed to addressing housing issues within the city.
· Likelihood
that without adequate leadership, the work undertaken by the MTFH during the
past year will not gain sufficient traction within the community and with
national stakeholders without Council leadership.
· Potential
deferral of other priority work within the Community Development work programme
including place base and community development support.
NEXT STEPS
21 If Council approves
the inclusion of the budget in the Draft Annual Plan, then this request will be
further considered as part of the Annual Plan deliberations process commencing
27 May2019.
22 If Council decides
at deliberations to include the proposed budget in the Annual Plan, a work
programme will be developed, and suitable resource identified to progress
implementation of the plan. The work programme would be reported back to
Council later this calendar year. project coordinator will be appointed to work
with the cross-Council staff working group on housing and lead development of a
work programme to be presented to Council later in 2019. The Housing Action
Plan would also be presented to central government and local stakeholders for
their consideration and input.
Signatories
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Author:
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Paul Coffey - Community Advisor
Joy Gunn - Manager Events and Community Development
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Authoriser:
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Nicola Pinfold - Group Manager Community and Planning
Sandy Graham - General Manager City Services
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Attachments
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Title
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Page
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⇩a
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Dunedin Housing Action
Plan Final
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28
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⇩b
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Mayors Taskforce For
Housing; Interim Report, 26 November 2018
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55
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SUMMARY OF CONSIDERATIONS
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Fit with purpose
of Local Government
This decision enables democratic local decision making and
action by, and on behalf of communities.
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Fit with strategic
framework
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Contributes
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Detracts
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Not applicable
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Social Wellbeing Strategy
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☒
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☐
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☐
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Economic Development Strategy
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☒
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☐
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☐
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Environment Strategy
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☐
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☐
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☒
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Arts and Culture Strategy
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☐
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☐
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☒
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3 Waters Strategy
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☒
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☐
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☐
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Spatial Plan
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☒
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☐
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☐
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Integrated Transport Strategy
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☒
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☐
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☐
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Parks and Recreation Strategy
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☒
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☐
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☐
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Other strategic projects/policies/plans
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☐
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☐
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☒
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The MTFH and Housing Action Plan
consider housing needs and make recommendations relating to the city’s
housing needs, which align primarily with the Social Wellbeing, Spatial Plan
and 3 Waters Strategies. The recommendations also align with the Economic
Development and Integrated Transport Strategies.
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Māori Impact
Statement
Mana Whenua have a representative on the MTFH to keep all
parties informed. Maori and Pasifika peoples are identified as being
over represented within the group needing public housing.
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Sustainability
Ensuring there is adequate healthy housing which meets the
needs of all residents means the city can sustain residents’ quality of
life, economically, socially and from a health perspective.
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LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
This report seeks the inclusion of $130,000 in the 2019/20
Annual Plan to implement the Housing Action Plan. This is not currently
provided for in the Annual Plan or Long-Term Plan.
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Financial
considerations
As noted above, the Housing action Plan is currently
unbudgeted.
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Significance
This decision to allocate additional resourcing for
housing actions has been assessed under the Council's Significance and
Engagement Policy as being of low significance. There is however a high
degree of public interest in the issue.
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Engagement –
external
The MTFH comprises stakeholders from
local Rūnaka, central government, health, social
sector organisations, property managers, the University of Otago and
Community Housing Aotearoa. The Dunedin Housing Summit 28 February 2019
was attended by 150 interested parties representing developers, land owners,
social housing providers, local and central government organisations and
businesses. The Summit provided a mechanism for gathering feedback on
challenges and opportunities in addressing the city’s housing needs.
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Engagement -
internal
There has been wide cross council discussions on housing
and the development of the Housing Action Plan, including with Building
Services, Property, Planning, Policy, Enterprise Dunedin, Customer Services,
Marketing and Communications, Roading, 3 Waters, and Community Development.
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Risks: Legal /
Health and Safety etc.
There are no known risks.
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Conflict of
Interest
There are no known conflicts of interest.
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Community Boards
There are no specific implications for Community Boards,
although the actions are likely to be interest to Community Boards.
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Request for Support of Remits to the LGNZ
Annual General Meeting
Department: Civic
EXECUTIVE SUMMARY
1 The Local Government New Zealand (LGNZ) 2019 Annual General Meeting
(AGM) is to be held on Sunday 7 July 2019, in Wellington. Proposed remits
to be considered at the AGM must have formal support from five councils,
or at least one zone or sector group meeting prior to being submitted. Council has received two requests for support.
Remit request from Whangarei District
Council
2 The Mayor
of Whangarei District Council, Sheryl Mai, is seeking the support of five
councils for a proposed remit as follows:
“That LGNZ calls on the Government to develop and
implement national guidelines, policy or regulations to achieve national
consistency for the largely unregulated ‘health & beauty clinic’
industry.”
3 A copy of
a report on the proposed remit is at Attachment A.
Remit request from
Whakatāne District Council
4 The Mayor
of Whakatāne District Council, Tony Bonne, is seeking the support of five
councils for a proposed remit as follows:
“This Remit is in two
parts;
1. That LGNZ
acknowledges that the New Zealand Transport Agency’s (NZTA’s), Code
of Practice for Temporary Traffic Management (CoPTTM) is a comprehensive and
robust document, and that NZTA ensures the CoPTTM system is regularly reviewed,
refined and updated. However, in light of the recent road worker fatalities
LGNZ requests NZTA, in partnership with Road Controlling Authorities (RCAs);
a. Review afresh its Code of
Practice for Temporary Traffic Management (CoPTTM) to satisfy themselves that;
i. The document
provides sufficient guidelines and procedures to ensure approaching traffic are
given every possible opportunity to become aware of the worksite ahead and to
respond appropriately and in a timely manner
b. Review its CoPTTM Training
System to ensure;
i. Trainers are
sufficiently qualified and adequately covering the training syllabus
ii. Site Traffic Management
Supervisors (STMS’s) and Traffic Controllers (TC’s) are only
certified when they can demonstrate competence in the application of CoPTTM.
iii. A robust refresher programme
is in place to ensure those in charge of Traffic Management on worksites remain
current in the required competencies.
c. Review its Site Auditing
requirements to ensure the traffic management at worksites is independently
audited at a sufficient frequency to ensure compliance, and that a
significantly robust system is put in place to enable enforcement of
compliance.
2. That LGNZ takes steps
to remind its members of their duties with respect to their role as Road
Controlling Authorities including;
a. Appointing and
sufficiently training and resourcing a Traffic Management Co-ordinator to
ensure their obligations under the Health and Safety Work Act 2015, with
respect to traffic management, are being met.
b. Adequately resourcing and
undertaking audits of road work sites to ensure compliance with CoPTTM.”
5 A copy of
the Mayors letter of request is at Attachment B, and a copy of a report on the
proposed remit is at Attachment C.
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RECOMMENDATIONS
That the Council:
a) Decides if
it will provide formal support for the proposed remit from Whangarei District
Council.
b) Decides if
it will provide formal support for the proposed remit from Whakatāne
District Council.
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BACKGROUND
6 LGNZ’s
Remits Screening Policy requires that the following criteria must be met:
a) Remits must be
relevant to local government as a whole rather than exclusively relevant to a
single zone or sector group or an individual council;
b) Remits should
be of a major policy nature (constitutional and substantive policy) rather than
matters that can be dealt with by administrative action;
c) Remits must have
formal support from at least one zone or sector group meeting, or five
councils, prior to being submitted, in order for the proposer to assess support
and achieve clarity about the ambit of the proposal;
d) Remits
defeated at the AGM in two successive years will not be permitted to go
forward;
e) Remits will be
assessed to determine whether the matters raised can be actioned by
alternative, and equally valid, means to achieve the desired outcome;
f) Remits that
deal with issues or matters currently being actioned by LGNZ may also be
declined on the grounds that the matters raised are ‘in
hand’. This does not included remits that deal with the same issue
but from a different point of view; and
NEXT STEPS
7 If
Council decides to support the proposed remits, the Mayors will be notified of
the decision.
Attachments
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Title
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Page
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⇩a
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Proposed Remit from
Whangarei District Council
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63
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⇩b
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Letter Requesting
Support for Remit from Whakatāne District Council
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65
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⇩c
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Proposed Remit from
Whakatāne District Council
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66
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