Agenda of Infrastructure Services and Networks Committee

Infrastructure Services and Networks Committee

5 August 2019

Part A Reports

DCC submission: proposed regulatory framework for dam safety

Department: 3 Waters

EXECUTIVE SUMMARY

1 This report seeks approval for a DCC submission (Attachment A) to the Ministry of Business, Innovation and Employment (MBIE) on a proposed regulatory framework for dam safety.

2 MBIE’s proposal to introduce a new regulatory framework for dam safety is set out in a discussion paper titled Proposed Regulatory Framework for Dam Safety, published in June 2019 (the discussion paper). The discussion paper is attached to this report as Attachment B. Submissions on the discussion paper close on Tuesday 6 August 2019.

3 The draft DCC submission outlines the DCC’s current approach to dam safety management and comments on the implementation of the proposed regulatory framework.

RECOMMENDATIONS

That the Committee:

a) Approves the DCC submission to the Ministry of Business, Innovation and Employment on the proposed regulatory framework for dam safety.

b) Authorises the General Manager Infrastructure Services to speak to the submission should the opportunity arise.

BACKGROUND

Dam safety management in New Zealand: current approach

4 Dams present a potential risk to people, property and the environment downstream of the dam. The Building Act 2004 provides a framework for dam safety management, but regulations are required to bring this scheme into full effect. There are currently no regulations in force.

5 The discussion paper identifies problems arising from New Zealand’s lack of a consistent and comprehensive framework for monitoring and maintaining the structural integrity of dams:

a) risk to downstream people, property and the environment if a dam fails;

b) lack of certainty and difficulties for owners of dams to ascertain obligations;

c) inconsistencies in compliance conditions across dams;

d) lack of reporting requirements; and

e) enforcement challenges.

Proposed regulatory framework for dam safety

6 The discussion paper proposes the introduction of a consistent national regulatory framework for dam safety. The proposed regulations follow the Building Act 2004 and reflect elements of the New Zealand Dam Safety Guidelines (2015) published by the New Zealand Society on Large Dams (NZSOLD). The NZSOLD guidelines represent industry good practice but are not currently incorporated into New Zealand law.

7 Under the proposed regulatory framework, responsibility for dam safety will remain with dam owners. Regional authorities will perform the function of dam safety regulator. Dam owners will be required to:

a) assess dam size and volume against a classification threshold and report the size and location of all dams that meet or exceed the threshold (classifiable dams) to the regulator;

b) for classifiable dams, determine the potential impact of a failure of the dam on people, property and the environment and report the Potential Impact Classification (PIC) to the regulator for approval (the PIC will be expressed as low, medium or high, and must be certified by a Recognised Engineer);

c) submit a Dam Safety Assurance Programme (DSAP) that has been audited and certified by a Recognised Engineer to the regulator for approval (for medium and high PIC dams);

d) follow the DSAP (for medium and high PIC dams);

e) confirm compliance with the DSAP through an annual Dam Compliance Certificate certified by a Recognised Engineer, submitted to the regulator and displayed on the dam (for medium and high PIC dams);

f) periodically review the PIC (for low, medium and high PIC dams); and

g) periodically review the DSAP (for medium and high PIC dams).

8 Section 149 of the Building Act 2004 defines ‘Recognised Engineer’. The proposed dam safety regulations will specify the competencies a Recognised Engineer must be able to demonstrate to satisfy the definition. As the regulator, a regional authority may refuse to approve a PIC or a DSAP only if it is satisfied, on reasonable grounds, that the engineer who certified the PIC or DSAP is not a Recognised Engineer.

9 The proposed regulatory framework will also address management of dangerous, earthquake-prone and flood-prone dams. The Building Act 2004 defines dangerous, earthquake-prone and flood-prone dams as medium or high PIC dams that are likely to fail in the following situations:

a) For a dangerous dam, in the ordinary course of events or in a ‘moderate earthquake’ or ‘moderate flood’ (as defined in regulations);

b) For an earthquake-prone dam, in an ‘earthquake threshold event’ (as defined in regulations); and

c) For a flood-prone dam, in a ‘flood threshold event’ (as defined in regulations).

10 The discussion document proposes definitions of ‘moderate earthquake’, ‘moderate flood’, ‘earthquake threshold event’ and ‘flood threshold event’ for inclusion in dam safety regulations. MBIE developed the proposed definitions in conjunction with engineers who specialise in the construction and safe management of dams in New Zealand.

11 The proposed date for regulations to come into force is twelve months from the date they are gazetted. Once regulations are in force, dam owners will be required to notify the regulator of the size and location of their classifiable dams. Dam owners will also be required to notify the regulator of the PICs for their dams within three months of regulations commencing.

Current DCC approach to dam safety management

12 The DCC owns nine dams that meet or exceed the classification threshold in the proposed regulatory framework. These dams store raw water for the purpose of providing water supply to Dunedin. Table 1 provides basic information about the DCC’s classifiable dams.

Table 1: classifiable dams owned by the DCC

	Dam name	Resource consent number	Consent issued	Consent expires	Potential impact classification (PIC)
1	Cedar Farm	2002.313	06/01/2005	19/03/2039	Low
2	Deep Creek	2002.309	06/01/2005	19/03/2039	Low
3	Deep Stream	2002.311	06/01/2005	19/03/2039	Low
4	Mt Grand	2000.009	19/11/2002	01/09/2037	High
5	Ross Creek	2002.314	06/01/2005	19/03/2039	High
6	Rossville	2002.312	06/01/2005	19/03/2039	Medium
7	Southern	2002.310	06/01/2005	19/03/2039	Medium
8	Sullivans	2002.315	06/01/2005	19/03/2039	Low
9	West Taieri	Not applicable	Not applicable	Not applicable	Low

13 The DCC holds resource consents for eight classifiable dams. These are issued by the Otago Regional Council (ORC). The consents require the DCC to undertake a PIC assessment and have in place a Dam Safety Assurance Programme (DSAP) in accordance with the New Zealand Dam Safety Guidelines issued by the New Zealand Society on Large Dams (NZSOLD).

14 The DCC has undertaken PIC assessments for all nine dams. The current PICs are shown in Table 1.

15 The DCC has DSAPs in place for all nine dams. The DCC is working towards full compliance with best practice in accordance with the New Zealand Dam Safety Guidelines (2015), within the constraints of existing budgets and resourcing.

16 The PIC assessment and delivery of the DSAP requires the professional expertise of appropriately qualified and experienced technical personnel. The DCC engages consulting engineers to assist with dam safety management, including the preparation of Intermediate Dam Safety Review (IDSR) and Comprehensive Dam Safety Review (CDSR) reports for each dam in accordance with the DSAP. These reports identify any dam safety issues and categorise them as physical infrastructure issues, potential or confirmed dam safety deficiencies and non-conformances. The reports also recommend actions to resolve identified issues.

17 Recent IDSR and CDSR reports have recommended the DCC completes a number of follow-up and remedial actions. The actions range from minor physical works such as vegetation clearing to specialised engineering assessments to confirm PICs. Responsibility for managing dam safety requirements, including implementing the recommendations of IDSR and CDSR reports, is spread across several teams in the 3 Waters Group.

18 The DCC regularly reports to the ORC on the safety of its dams in accordance with the conditions of the resource consents.

DISCUSSION

19 The DCC’s current dam safety management approach provides a firm foundation for complying with the requirements of a new regulatory framework for dam safety.

20 However, the costs associated with assessing a dam’s PIC and delivering a DSAP are significant. Depending on the substance of new regulations, the DCC may need to do work to update its current approach to ensure compliance. Based on the substance of the regulatory framework proposed in the discussion paper, staff anticipate that achieving full compliance with new regulations will increase costs and require additional resource.

21 In addition to recording the DCC’s support for a single, clear and consistent national regulatory framework for dam safety management that is based on risk, the draft DCC submission highlights the following implementation issues for further consideration by MBIE:

a) cost-benefit analysis and regulatory impact assessment;

b) implementation timeframes; and

c) education for dam owners and regulators.

22 The DCC does not have the technical expertise to comment on the proposed definitions of ‘moderate earthquake’, ‘moderate flood’, ‘earthquake threshold event’ and ‘flood threshold event’.

OPTIONS

Option One (Recommended Option) – submit on the proposed regulatory framework for dam safety

23 Approve, with any suggested amendments, the draft submission to MBIE on the proposed regulatory framework for dam safety.

Advantages

· Allows the DCC to highlight issues for MBIE’s consideration as development of a regulatory framework for dam safety continues.

Disadvantages

· There are no identified disadvantages for this option.

Option Two – do not submit on the proposed regulatory framework for dam safety

24 Do not approve the draft submission to MBIE.

Advantages

· There are no identified advantages for this option.

Disadvantages

· Missed opportunity to highlight issues for MBIE’s consideration as development of a regulatory framework for dam safety continues.

NEXT STEPS

25 If the Committee approves the draft submission it will be sent to MBIE for consideration.

Signatories

Author:

Scott Campbell - Policy Analyst

Authoriser:

Zoe Moffat - Planning Manager

Tom Dyer - Group Manager 3 Waters

Simon Drew - General Manager Infrastructure Services

Attachments

	Title	Page
⇩a	Draft DCC submission: proposed regulatory framework for dam safety	22
⇩b	Proposed Regulatory Framework for Dam Safety (MBIE discussion document, June 2019)	25

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision promotes the social well-being, economic well-being and environmental well-being of communities in the present and for the future.

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 draft submission has been prepared in line with the goals and objectives of the DCC strategic framework

Māori Impact Statement

There are no specific impacts for tangata whenua known at this stage.

Sustainability

The draft submission supports improvements to dam safety management across New Zealand. A robust regulatory framework for dam safety management supports the sustainability of Dunedin’s water supply and water supply assets, and the sustainability of downstream populations, property and environment.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The draft submission addresses a proposal to introduce dam safety regulations. Staff anticipate the regulations – once introduced – will increase costs and require additional resources, but there are no implications at this stage.

Financial considerations

There are no financial implications of approving the draft submission.

Significance

This decision has been assessed under the Council’s Significance and Engagement Policy as being of low significance.

Engagement – external

There has been no external engagement on the draft submission.

Engagement - internal

3 Waters staff have contributed to the development of the draft submission.

Risks: Legal / Health and Safety etc.

There are no identified risks associated with approving the draft submission.

Conflict of Interest

There are no known conflict of interest.

Community Boards

Community Boards may be interested in the proposed regulatory framework for dam safety and the DCC submission.

Infrastructure Services and Networks Committee

5 August 2019

3 Waters Activity Report for the Quarter ending 30 June 2019

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 quarter include:

a) Ross Creek Reservoir has steadily been refilled as part of recommissioning. The reservoir is now 90% of full supply level.

b) Westwood Foul Sewer Pipe replacement is complete.

c) Abbots Hill Raw Water Pipeline is complete.

d) High performance against wastewater discharge resource consents.

e) Continued decreasing watermain failure trends.

f) Continued decreasing foul sewer blockage trends.

RECOMMENDATIONS

That the Committee:

a) Notes the Three Waters Activity Report for Quarter Four, starting 1 April and ending 30 June 2019.

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 Quarter 4 is slightly higher than last year as record warm temperature have been experienced in Dunedin over the last three months.

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

Quarter Ending 30 June 2019	Response Times Met
Wastewater	88/96	92%
Water	418/452	92%
Stormwater	10/12	83%

13 There was an increase in response times for the months of April & May with lower performance in June. Network contractor staff turnover in May is a contributing factor.

14 Figure 3: Number of customer complaints for drinking water

Customer Complaint Concerning	Number of Complaints (Quarter 4)
Continuity of supply	92
Drinking water clarity	16
Drinking water odour	2
Drinking water pressure or flow	21
Drinking water taste
Complaints about service	8

15 For this last quarter there was a small spike of customer complaints for the month of May. This was mainly due to unplanned shutdowns where it is not always possible to notify customers there will be a loss of water supply.

16 Figure 4: Number of wet weather wastewater overflows

17 For Quarter 4 there were 9 minor rainfall events with 12 recorded overflows across all sites. Six at Kaikorai Valley Road and three each at Lindsay Creek and at Shetland/Nairn St duckpond.

Value & Efficiency

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

19 The number of water main breaks for the April to June period continues a decreasing trend. Usually there is a slight trend upwards during the colder months, however the due to the mild winter Dunedin has experienced to date the amount of water main breaks has been stable.

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

21 The trend of unplanned water shutdowns for 18/19 has been variable. Contractor resource availability and failure severity have been contributed to the variable shutdown times.

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

23 The number of foul sewer blockages has continued a reducing trend. It should be noted that current blockage trends are largely caused by fat and wet wipes. Proactive cleaning of foul sewer pipelines has helped to continue to reduce the overall number of blockages in the foul sewer network.

24 Figure 8: Percentage wastewater discharge consent compliance.

25 Wastewater discharge compliance for Quarter 4 was 99.01%. Non-compliance was mostly caused by breaches of geomean limits caused by historic failed results, as well as an ongoing breach of a nitrogen limit at Warrington that the plant cannot meet.

26 Figure 9: Percentage planned maintenance completed

27 In Quarter 4 1,236 Plant planned maintenance work orders were created with 1,160 completed orders, 72 unfinished orders and 4 cancelled orders within the designated timeframes. City Care completed 100% of the 899 planned network maintenance work orders.

Major initiatives

29 Reid Avenue and Carlyle Road Stormwater Pump Station (SWPS) Upgrades – A final design review is underway as a result of the Peer Review of the original design. Resource Consent applications and flood bylaw applications have been submitted to the Otago Regional Council. Award of Construction Contract is still estimated to be later in 2019.

30 Coastal Erosion – Staff continue to monitor the performance of the geotextile tubes (sand sausages) at St Clair Beach. Regular (monthly) and reactive monitoring and condition assessment is now in place at the geotextile structure. The dune notching programme at St Kilda Beach continues to be successful, this work will now occur annually.

31 Ross Creek Refurbishment Project – Stage 2 of recommissioning programme was undertaken in May, raising the reservoir level to 90% of full supply level. The results of the dam monitoring show a satisfactory response to date. The third stage of recommissioning from 90%-100% is planned for mid-July. Demolition of existing lower footbridge is likely to commence at end of July, with installation of new footbridge expected to follow in September. A resource consent has been received for an art installation on the dam face.

32 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 will be complete by mid-July after some delays. The third stage is currently under construction and the final stage is in preparation for July 2020 commencement.

33 Westwood Foul Sewer Renewal - The new wastewater storage chamber at one of the pumping stations on this line has now been installed, and the project is now complete. This has been a successful project with some challenges made easier with a very cooperative community of Westwood.

34 Abbots Hill Raw Water Pipe Slip Remediation – Slip stabilisation and pipeline realignment work on the Taieri Bores and Silverstream raw water pipeline is now complete.

35 Seacliff Wastewater Treatment Plant Upgrade – This project is to renew and upgrade an aged, small community wastewater treatment plant that services the Seacliff Community. Stantec have nearly finished their Concept Design for the plant and application area. This will be reviewed over the next few weeks. Once land received next week we will get the land required valued and start negotiations with property owners. Resource Consent application underway with the Planning team.

36 3 Waters Package Renewal – This project is an estimated $5M 3 stage project to renewals project to address old infrastructure at several sites across the Dunedin. Downer have completed 90% of the first stage of works and have now started on the second stage. To date the project is on programme.

37 Carlyle Road Pump Upgrades – This project is to renew existing pumps at Carlyle Road Stormwater Pumpstation. Calibre Consulting and Connor Consulting are now under contract to deliver both construction and electrical detail design packages by August. Physical works tendering is expected to tender in August with construction beginning October.

38 Rural WTP Membrane Renewals – this project will renew existing membranes at Waikouaiti and West Taieri Water Treatment Plants. A containerised filtration unit was purchased to maintain water supply during membrane replacement construction works. The Containerised Filtration Unit is expected to arrive in Dunedin in August. The design works for the membrane replacement are underway. It is scheduled to tender the physical replacement works in October 2019.

OPTIONS

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

NEXT STEPS

11 Areas of focus for the next quarter will be:

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

b) Tendering for the 2019/20 capital programme.

c) Continued implementation of 3 Waters Asset Management Improvement Programme.

d) Review and subsequent improvement of environmental performance.

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

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

Signatories

Author:	Tom Dyer - Group Manager 3 Waters
Authoriser:	Richard Saunders - Group Manager Transport

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 /Infrastructure 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 etc.

There are no identified risks.

Conflict of Interest

No conflicts have been identified.

Community Boards

Any issues are discussed with the appropriate Community Board.

Infrastructure Services and Networks Committee

5 August 2019

Waste and Recycling Collections - Community Engagement

Department: Waste and Environmental Solutions

EXECUTIVE SUMMARY

1 This report provides the Council with the proposed plan for preliminary engagement with the community on the options for future kerbside collection systems.

2 This report outlines the proposed options and engagement approach.

RECOMMENDATIONS

That the Committee:

a) Approves the two kerbside collection options for community feedback:

i) a wheelie bin for rubbish collection in addition to the existing recycling system; and

ii) a wheelie bin for rubbish collection, plus another wheelie bin for organics collection, in addition to the existing recycling system.

b) Notes the preliminary community engagement process to seek feedback on the options

c) Notes that the results from this preliminary community engagement process will be used to inform options for full consultation in 2021 as part of the 10 Year Plan.

BACKGROUND

3 The establishment of the Waste Futures project was reported to Council on 26 June 2018. Progress reports were presented to Infrastructure Services and Networks Committee on 15 October 2018 and 11 February 2019, and to Council on 30 April 2019.

4 Phase One of this project is now complete, and focused on the Strategic Case and Programme Business Case (PBC) for a future waste and diverted materials system for Dunedin. It also included feasibility studies for operating the Green Island landfill until an alternative landfill is available, and investigated the technical feasibility of a new landfill facility at the designated Smooth Hill site.

5 The PBC 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 increased influence of the waste system, reduced carbon emissions, and ensuring quality of service for the people of the Dunedin area.

6 A circular economy is an alternative to the traditional linear economy in which resources are kept in use for as long as possible, extracting the maximum value from them whilst in use, then recovering and regenerating products and materials at the end of each service life.

DISCUSSION

7 The Waste Futures Project is a programme of work aimed at identifying and procuring the best solid waste solution for Dunedin, to enable the city to move towards a zero-waste future and a circular economy. The project aims to establish a ‘whole of system’ approach to how Council manages and deals with waste to landfill, waste diversion, and the associated carbon emissions.

8 The Programme Business Case completed under phase one of the project established that taking a circular economy approach to the waste system would result in a 27% reduction in waste to landfill, and a 24% reduction in associated carbon emissions from waste.

9 Subsequently, Council has recently declared a climate emergency and brought forward the Carbon Neutral goal from 2050 to 2030.

10 The Detailed Business Case currently being developed as part of phase two of the project has initially concentrated on the kerbside collection system. This work will inform planning for the future facilities and services required to achieve the Council’s waste and carbon reduction targets. The collection system alone cannot deliver against all Waste Futures project objectives; however, it provides an important part in supporting residential waste diversion and demonstrates Council’s leadership by reducing waste to landfill and reducing carbon emissions from the services it provides.

Current Collection Service

11 The Council’s current collection services consist of:

· Rubbish:

i) Weekly collection of pre-paid plastic bags in urban areas and rural townships

ii) Daily collection of pre-paid plastic bags in the Central Business District

iii) Rate funded skip days for rural residents

· Recycling:

i) Alternating fortnightly collection of 240 Litre mixed recycling bins and 45 Litre glass crates in urban areas and rural townships

ii) Recycling drop-off facilities in the CBD and rural areas

Recycling

12 DCC was the first local authority in New Zealand to introduce a separate glass collection alongside a mixed recycling bin service. This type of service is now seen as best practice because a clean, separate, colour sorted glass creates a product of higher value in the commodities market. In addition, glass shards do not contaminate other recyclables like plastics and paper. As a result of this service, there has been a significant increase in the amount of material recycled.

13 Alongside this, the collection of contamination (non-recyclables) has also increased steadily and in 2018 Council introduced an inspection programme supported by recycling educational material to help manage this problem. This programme is having a positive impact on reducing contamination.

14 Throughout New Zealand, local authorities have found that residents prefer wheelie bins for recycling collection services because they are more convenient to use and reduce litter, therefore more recycling takes place. DCC’s experience is consistent with this; however, the improved convenience of wheelie bins is balanced by the need for post-collection sorting through a processing facility, and the difficulties in detecting contamination before wheelie bins are collected.

15 Recycling crate services have higher worker health and safety risks than wheelie bins due to the need for workers to exit trucks, but this is more manageable when compared to the collection of refuse bags.

Rubbish

16 Experience throughout New Zealand has shown that customers prefer bins to bags for refuse collection because they are easier to use, less prone to animal strike, and less odorous. However, ensuring a payment mechanism that supports Council’s ‘Zero Waste’ objectives is more challenging with bins.

17 The 2018 Waste Assessment found that most residential Dunedin households appear to have elected to use general waste bins provided by private companies instead of using the Council’s pre-paid official refuse bags:

18 The following table shows the current Council collection service, the alternative waste bin service currently provided by private companies, and the average costs per household:

Option	Council Service	Average cost	Private Service	Average cost
Rubbish	Pre-paid official refuse bag, collected weekly	$166.40 (52 x $3.20)	240L, or 140L, or 80L General waste bin collected weekly	$380 $280 $200 $286 (average)
Recycling	240L mixed recycling bin and 45L glass crate, collected on alternating weeks	$66.30 (Targeted rate)	Nil	$66.30 (Targeted rate)
Average annual cost to households		$232.70		$352.30

19 In Dunedin, most private wheelie bin services provide the option of a 240L general waste bin collected on a weekly basis. Combining this high volume and frequency does not incentivise waste minimisation. Restricting bin volume (supported by a Solid Waste Bylaw) would support further use of Council’s recycling service and a potential organics service. Options where residents only pay for weeks when rubbish is put out would further support this.

20 Bag collection services have been identified as higher risk from a worker health and safety perspective than bin collection services due to the need to exit the vehicle to complete the collection, manual handling of bags, and the increased exposure to sharps. Some contractors are now declining to take on new contracts that involve the wide scale collection of rubbish bags.

Organics (food waste and green waste)

21 Council currently provide green waste drop off services at Council transfer stations but do not provide any food waste or kerbside organic collection services.

22 The 2018 Waste Assessment found that on average, 40% of the contents of DCC rubbish bags disposed to landfill is organic material.

23 A range of local authorities are interested in introducing an organics service alongside the seven that already have them in place (Auckland; Waikato District - Raglan; Whakatane; Kawerau; Christchurch, Timaru, and Selwyn). In addition, Waimakariri, New Plymouth, and Hamilton will also be introducing services in the next 12 months.

24 Although there are drivers in place to introduce organics services, there needs to be a balance between the high cost of organics collection services, the safety considerations of the relevant options, the carbon emissions performance of the chosen processing technology, and the availability of end markets for the processed product. Food and green waste break down quickly in landfill and can assist in breaking down other materials because of the carbon and moisture they introduce. The breakdown of organic waste increases landfill gas production and the risk of increased fugitive emissions of greenhouse gases such as methane. Landfills with an effective gas capture system mitigate this risk.

OPTION SELECTION PROCESS

25 A longlist of future kerbside collection service delivery options covering recycling, waste, and organics collections was developed and assessed against the Waste Futures project investment objectives detailed in the previous section. The longlist options were also assessed against critical success factors. These critical success factors are considered standard practice for Better Business Case analysis:

· Strategic fit and business needs: alignment with District Plan, 30-year Infrastructure Strategy & Regional Plans

· Potential value for money: right solution, right time, at the right price

· Supplier capacity and capability: is it a sustainable and viable arrangement (external)

· Potential affordability: are there any funding constraints

· Potential achievability: ability and skills to deliver (internal)

26 Options that did not meet the strategic objectives or critical success factors were discarded from further analysis.

27 Based upon the longlist assessment, three short-list options were identified:

· Status quo

· Enhanced status quo – introduce refuse bin collections

· Towards a circular economy – introduce refuse bins, plus food + green waste collections

28 The first option, Status Quo, was then reassessed against the need for continued use of plastic rubbish bags, and the possibility that contractors will decline to take on new contracts that involve the wide scale collection of rubbish bags due to the increased worker health and safety risks i.e. the need to exit the vehicle to complete the collection, manual handling of bags, and the increased exposure to sharps. The continued use of user pays plastic rubbish bags was considered unsustainable in the long-term and this option has therefore been discounted from the preliminary community engagement process.

29 The final short-listed options include the introduction of:

· Option 1: A refuse collection service (red bin) in addition to the existing recycling system

· Option 2: A refuse collection service (red bin), plus organic (food and green waste) collection service (green bin), in addition to the existing recycling system

30 The costs of introducing a red and green bin are not currently covered by rates. These costs would need to be recovered. Various funding mechanisms are currently being investigated.

31 Under all options additional recycling drop-off facilities would be introduced in the CBD and in rural locations. In addition, the current rates funded skip day service provided to certain rural locations would cease as these do not promote waste minimisation or the use of recycling drop-off facilities.

Proposed Preliminary Engagement Process

32 Formal consultation will be undertaken on the Waste and Recycling Collection options through the Council’s next 10-year plan 2021-31. This consultation will take place in 2021.

33 Staff recommend undertaking a preliminary engagement process in relation to the possible introduction of:

a) A rubbish collection service (red bin) in addition to the existing recycling system; or

b) A rubbish collection service and an organics collection service (red and green bin) in addition to the existing recycling system.

34 The purpose of this early engagement would be to help inform the option that will be fully consulted on through the 10-year plan process. Feedback is being sought on the types of bins ratepayers would prefer.

35 The preliminary engagement process would identify advantages and disadvantages of the two options (i.e. red bin or red and green bin). These advantages and disadvantages are broadly as outlined below.

36 Pricing will be updated in a report to Council in 2020 in advance of formal consultation as there are a range of funding mechanisms available.

37 Consideration will need to be given to an appropriate funding mechanism, possibly one that is related to frequency of putting the bin out for collection.

Option One – Introduction of a bin for rubbish collection service

38 This option would remove the pre-paid plastic rubbish bag and provide a choice of either 80 or 140 Litre rubbish (red lid) bins, collected weekly.

39 The existing alternating fortnightly collection of mixed recycling bins and glass crates in urban areas and rural townships would continue.

40 The service would be available to all urban and rural township residents.

41 The service cost would be proportional to the bin size chosen by households (80L or 140L bin).

42 CBD properties (residential or commercial) would have the option to ‘opt-in’ to the urban service if it meets their needs, and if the service can be provided to the property safely.

Glass Fortnightly

80L or 140L Rubbish Weekly

Mixed Recycling Fortnightly

Advantages

· Removal of the pre-paid plastic refuse bags removes the potential Health and Safety risks created by manual handling during the collection of Council rubbish bags

· Removal of the pre-paid plastic refuse bags reduces plastic waste disposed to landfill

· The existing system of separating glass from other recyclable materials is considered best practice and results in a higher value for the collected material

Disadvantages

· Increased complexity of contract for DCC staff to manage

· Increased contract management costs for Council

Option Two – Option 1 plus organics collection services

43 This option would remove the pre-paid plastic rubbish bag and provide a choice of either 80 or 140 Litre rubbish (red lid) bins, collected fortnightly (The addition of a weekly collection of organics would allow the rubbish collection to occur fortnightly, rather than weekly).

44 This option would add a weekly collection of organics (food and garden waste) in an 80L bin, with an option for a 240L organics bin (at additional cost).

45 The existing alternating fortnightly collection of mixed recycling bins and glass crates in urban areas and rural townships would continue.

46 The service would be available to all urban and rural township residents.

47 The service cost would be proportional to the bin size chosen by households.

48 CBD properties (residential or commercial) would have the option to ‘opt-in’ to the urban service if it meets their needs, and if the service can be provided to the property safely.

49 Consideration will need to be given to an appropriate funding mechanism.

Glass Fortnightly

80L Mixed Organics Weekly

80L or 140L Rubbish Fortnightly

Mixed Recycling Fortnightly

Advantages

· The convenience of the bin system will encourage more recycling

· Organic waste to landfill, plus associated carbon emissions, will be reduced

· Organic waste can be processed into compost (or similar material) for beneficial re-use

· Removal of the pre-paid plastic refuse bags removes the potential Health and Safety risks created by manual handling in the collection of Council rubbish bags

· Removal of the pre-paid plastic refuse bags reduces plastic waste disposed to landfill

· The existing system of separating glass from other recyclable materials is considered best practice and results in a higher value for the collected material

Disadvantages

· Increased complexity of contract for DCC staff to manage

· Increased contract management costs for Council

· Uncertain markets for composted material

community Engagement approach

50 The purpose of the community engagement is to seek feedback on the options currently being considered by Council for proposed improvements to the residential waste collection service across the Dunedin area.

51 It is proposed that feedback will be sought via a series of specific questions asking which option is preferred and why.

52 An opportunity for other ideas for how Council’s waste collection service could contribute to waste management and help deliver the zero-waste and carbon reduction goals will also be provided.

53 There are no public hearings planned as part of this engagement process. The purpose of this engagement process is to seek feedback so that a preferred option can be further developed for inclusion in the 10-year plan 2021-31. The 10-year plan process will provide the opportunity for full public consultation in 2021, including hearings.

54 The proposed community engagement activities will include:

· information sent to every Dunedin household

· drop-in sessions/roadshows

· stakeholder group presentations

· social media through Facebook and Twitter

· web information and feedback process (as well as hard copy).

NEXT STEPS

55 The engagement documents and supporting information will be developed for community engagement in November 2019.

56 Further details of the drop-in sessions, exhibition, and stakeholder group presentations will be developed as staff work through the logistics and resourcing requirements.

57 Community engagement will close at the end of November 2019. The feedback will be reviewed and used to inform the preferred changes to the Council’s future collection systems.

58 Funding options will be developed.

59 Staff will report the preferred option to Council in 2020. The results of the community feedback will inform the preferred option for Council consideration as part of the 10-year plan.

60 There will be a further opportunity for full public consultation in 2021, through the 10-year plan process.

Signatories

Author:	Chris Henderson - Group Manager Waste and Environmental Solutions
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 enables democratic local decision making and action by, and on behalf of communities.

This decision promotes the environmental well-being of communities in the present and for the future.

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

The engagement process will ensure that there is an opportunity for Māori to contribute to the decision-making process.

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

There are no implications for the current Annual Plan. The outcomes from the engagement process will inform the next 10 year plan.

Financial considerations

There are no financial implications for the Annual Plan.

Significance

Seeking community feedback is considered to be of low significance in terms of the Council’s Significance and Engagement policy. Formal decision making will be part of the 10 year plan process, which will be formally consulted on using the special consultative process.

Engagement – external

The report provides an indicative community engagement plan as an initial step prior to a full consultation process through the 10-year plan 2021-31.

Engagement - internal

There has been internal consultation with Marketing and Communications, Finance, Policy, and Governance.

Risks: Legal / Health and Safety etc.

Legal advice has been undertaken on the various components of the waste futures project to ensure statutory compliance and minimisation of litigation risk.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

This material will be of interest to Community Boards, and engagement will be undertaken in the community board areas.

Infrastructure Services and Networks Committee

5 August 2019

Waste and Environmental Solutions activity report for the quarter ending 30 June 2019

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 quarter 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

· Phase Two of the Waste Futures project has progressed on schedule, and a draft economic case with recommended options for a future waste collection system has been completed

· A kerbside recycling inspection programme was conducted from April to June 2019, with a total of 3918 recycling bins inspected at least once

RECOMMENDATIONS

That the Committee:

a) Notes the Waste and Environmental Solutions Activity Report for the Quarter starting 1 April 2019 and ending 30 June 2019.

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 are 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

Value and Efficiency

9 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.

10 From April to May 2019 a total of 1185.29 tonnes were diverted (the figure for June will not be available until early August). This total was down by 8% on the same period in 2018, when a total of 1287.46 tonnes were diverted. However, contamination has decreased by 28% from 192.97 tonnes in 2018, to 149.83 tonnes for the same period in 2019.

Major initiatives

11 Waste Minimisation and Management Plan - 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 will be consulted on during the 2020/21 Annual Plan process.

12 Waste Futures Project – Phase One of this project is now complete. This Phase focused on the Strategic Case and Programme Business Case (PBC) for a future waste and diverted materials system for Dunedin. It also included feasibility studies for operating Green Island landfill until an alternative landfill is available and investigated the technical feasibility of a new landfill facility at the designated Smooth Hill site.

13 The Detailed Business Case phase of the project (Phase Two) has five interlinked Workstreams as outlined in the 30 April 2019 report to Council. This work is progressing on schedule, and a draft economic case with recommended options for a future waste collection system has been completed.

14 Green Island Landfill and Transfer Station Management – The Landfill Gas collection system has recently undergone a programme of significant improvements, particularly in the expansion of the gas-field network on the landfill. The focus of work in this area is now documenting gas destruction for minimising our future ETS costs, and a consultant has been engaged to review and independently audit landfill emissions.

15 City Recycling Facilities – Two facilities are in development for the student area to supplement the kerbside recycling service. This is being supported by the University of Otago and Otago Polytechnic.

16 Countdown has agreed to host a City Recycling Facility on surplus land beside their Moray Place store, and negotiations for a licence to occupy have been completed.

17 Smart recycling and rubbish bins are being trialled as part of a national campaign to reduce litter. Four sets of bins have been installed near the Great King Street Bus Hub, and six sets of bins have been installed in the Warehouse Precinct, as part of the national Let’s Put Litter in its Place campaign. Each set has bins for mixed recycling, glass and rubbish. Smart technology can be fitted to the bins that alerts the contractor to empty the bins 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, and we are seeing similar results in Dunedin.

18 Smart Phone 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. The Android version was launched at Tent City during orientation week and was very well received. The iOS version is currently pending approval by Apple.

19 Sustainable Living workshops – Future Living Skills workshops were conducted in May and June. Attendance was good, and feedback was very positive.

20 Waste Minimisation Grants – ‘Community Projects and Initiatives’ and ‘Innovation and Development (Commercial)’ Waste Minimisation Grants opened for applications as part of the March funding round. Following assessment in May, $30,000 was approved for seven Community Project applications and $40,000 was approved for one Commercial application. To the end of June $3,399 has been awarded for small waste minimisation projects of $500 or less.

21 Planning for Waste Jam event – Staff have been collaborating with DCC’s Economic Development team and Start-up Dunedin in planning for a weekend start-up event aimed at identifying business entrepreneurs in the waste space. This event aims to generate more interest in DCC’s Waste Minimisation Grant Funding, primarily the Waste Minimisation ‘Innovation and Development (Commercial)’ Grant.

22 Planning for Plastic Free July - Staff have been co-ordinating with Keep Dunedin Beautiful, OUSA, the Royal Albatross Colony, Stitch Kitchen, Plastic Free July, WasteMINZ, Super Grans, and the Otago Museum on a programme of events for residents of Dunedin to participate in Plastic Free July. A range of events are planned including; workshops, tours, a panel discussion, plastic free market, film screenings, and a Plastic Free Lunch programme for schools. These events will align with promoting the national plastic bag ban, and co-ordinate messaging with other councils and organisations across the country.

23 Kerbside Recycling Audits - A kerbside recycling inspection programme was conducted from April to June 2019, with a total of 3918 recycling bins inspected at least once, 1520 bins inspected twice, and 905 bins inspected three times. Overall, the inspection programme resulted in a 17% improvement in the quality of recyclable material, and an 85% reduction in serious contamination.

24 E-Waste and Household Battery recycling – In the four months since the introduction of subsidised e-waste and free household battery recycling collection at the Green Island Rummage store, there has been a significant increase in some of the target categories. TVs received for the four months to the end of June totalled 128 compared to a total of 88 for the 2017/18 year. There was also 740 Kilograms of household batteries received in this period.

25 Bike Refurbishment programme – In the year since the commencement of this programme in collaboration with the Malcam Trust, there has been a total of 195 bicycles refurbished and gifted back to the community. The Malcam Trust also received a Community Project Waste Minimisation Grant which will be used to increase bike storage for this programme. This programme is continuing to expand with an increase in the number of youth groups engaged to assist with bike refurbishment in the coming year.

Capital projects

26 Projects include:

· Green Island Landfill - Improvements to Final Cap, Transfer Station and Rummage Store, Leachate collection system, Gas Collection system, and traffic flow

· Green Island Landfill – Construction of new tipping face access road

· Green Island Landfill – Installation of second weighbridge and new security system

· Waikouaiti Landfill – Final capping

· Waikouaiti Transfer Station – redevelopment

· Middlemarch Transfer Station - redevelopment

· Additional City Recycling Facilities

27 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 Green Island Landfill projects and creating fully scoped work plans for the remaining projects.

OPTIONS

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

NEXT STEPS

29 Areas of focus for the next quarter will be:

· Plastic Free July promotion, education, and events

· The first Waste Jam Start-up Dunedin event will be held in July, ahead of the Waste Minimisation Grant Funding round in September 2019

· Procurement for 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

· Detailed planning for installation of a second weighbridge at Green Island Landfill, including associated weighbridge software, improvements to traffic flow, and improvements to site security

· Progressing phase two of the Waste Futures project to fully develop the detailed business case on options for DCC’s future waste services operating model for inclusion in the 10-year plan 2021-31

· Implementation of options for the preservation and/or extension of capacity at Green Island landfill

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

· 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

· Working closely with Countdown Moray Place to install an additional city recycling drop off facility

· Incremental improvements to the Green Island Landfill gas collection system will continue. 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

1 Signatories

Author:	Chris Henderson - Group Manager Waste and Environmental Solutions
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 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

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

5 August 2019

Transport Activity Report for the Quarter ending 30 June 2019

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 are nearing completion. Costs for all emergency works expected in the 2018/19 financial year, inclusive of Mt Ross Road Bridge, were $7.4 million which represents a significant workload over and above business as usual delivery.

b) The Mt Ross Road bridge destroyed during the July 2017 floods has been repaired and was officially re-opened on the 20th of July.

c) The construction of the Peninsula Connection Project continues with $19 million spent in the 2018/19 financial year. Section 8 between Broad Bay and Portobello was formally opened on the 12th of May and excellent progress is being made on section 2 between Vauxhall and MacAndrew Bay.

d) Renewal spend for the 2018/19 year is at $16.4 million versus previous year of $11.9 million - a 39% increase.

e) Work in preparing the new Transport Maintenance Contract is near completion and planned for tender at the end of July 2019.

RECOMMENDATIONS

That the Committee:

a) Notes the Transport Activity Report for the Quarter ending 30 June 2019.

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 The contract expires on the 30^th of April 2020 and work is underway on preparing the next maintenance contract to be tendered in July 2019.

7 A relevant, measurable, and robust performance framework has been developed in monitoring the current 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.

8 These key result area’s and corresponding performance measures are being reviewed as part of the procurement of the new maintenance contract. Key result areas under the new maintenance contract will have a stronger focus on sustainability in line with corporate policy of Council becoming carbon neutral by 2030.

Contract - Service Delivery

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

10 4,459 mud tanks have been cleaned this financial year. Routine cleans were delayed from March 2018 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

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

12 Results in this area continue to be acceptable. 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

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

14 94% of CSA requests were programmed or completed on time in June versus a target of 95%. The largest volume of service requests pertained to environmental clean-up issues requesting the clearing of debris and illegal dumping. The contractor identified an administration error which led to poor results in April. This issue has been addressed and results have improved.

Contract - Safety

15 Performance is measured through Traffic Management Plan (TMP) audits, Health and Safety audit results, and valid complaints from the community. Results in this area have been acceptable over the quarter.

16 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.

17 Of the 11 TMP audits undertaken in June minor issues were identified and addressed pertaining to missing signage and traffic control equipment.

18 The Unacceptable TMP audit in June was due to not having a qualified Traffic Management Controller on-site, and once a qualified traffic management controller arrived at the worksite there was no on-site record available.

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 June 2019 health and safety audit report was not received prior to the completion of this report.

22 Recent audits have identified three issues needing remediation. Downer management have committed to addressing these as high priority items.

a) Hazardous substances not identified as a work hazard and applicable controls not listed

b) No evidence of signed traffic management controller record of training

c) No traffic management plan in place for mobile operation

Major initiatives

23 Capital Renewals 2018/19 – Although the quantities of renewals are down against the targets set in Transports asset management plan, largely due to contract pricing, it is a record year in renewals achieved compared to previous years with forecasted spend 39% up on the previous year. Good weather and the early award of contracts for renewals work contributed to the positive results.

24 Peninsula Connection Safety Improvement Project – Construction of section 8, between Broad Bay and Portobello has been completed and an official opening was held on the 12th of May. Feedback from the community has been overwhelmingly positive. Construction continues on Section 2 between Vauxhall and MacAndrew Bay, programmed for completion mid-2020. The next stage to start will be section 7 which is a new retaining wall adjacent to the existing retaining wall at Turnbulls Bay.

25 Urban Cycleway Programme – The Urban Cycleway programme is continuing with final completion expected late in 2019. The programme has been delayed due to final Kiwirail approvals. The new bridge over the Leith has been completed along with improvements to Portsmouth Drive, the Harbour Basin and Anzac Avenue. Work to seal the St Andrews St car park and create a cycle path linking to the new bridge and SH88 trail will be commencing shortly. An upgrade to pedestrian protection at the St Andrew’s street rail crossing will also be required by Kiwirail.

26 Our Streets – Consultation has commenced on the Our Streets programme. This is focussing on improvements to a number of arterial roads in Dunedin to improve consistency and make them safer for all modes of transport. The programme forms part of the walking and cycling improvement programme and was included in the previously submitted cycleways programme business case submitted to NZTA. Following consultation staff will review options and complete targeted engagement during the design process.

27 City to Harbour Bridge Connection – The indicative business case for the new bridge is underway. Following completion on the initial stage of the business case the preferred alignment of the bridge has been confirmed. This preferred alignment is consistent with the alignment shown in 10 year plan documents. The only change is a recommendation to assess the realignment of Fryatt Street to ensure that pedestrians and cyclists do not have to cross Fryatt Street to access the bridge.

28 Tertiary Precinct – A project manager has been engaged for this project. Public consultation is planned for October with early concept plans due in the 2020 year. The tertiary partners have contributed staff resources to assist in the development and review of the consultation material.

29 LED Street Light Installation – The contract to complete the installation and subsdequent maintenance of new LED lights on the Dunedin Street light network has been awarded to Broadspectrum. The overall cost of the installation of the lights and central management system was in line with budget estimates. Work has commenced with the first replacement lights likely to be installed later in 2019.

30 Shaping Future Dunedin Transport (formerly know as Dunedin Liveability Transport Programme) is now in the final stages of procurement to appoint a consultant team to undertake further business case work. It is expected that there will be public engagement on options for future state highway development in November this year.

31 Minor Improvement Projects (low cost, low risk projects) – Following communication from NZTA on national funding pressures, staff have reviewed the minor safety improvement project to re-prioritise and defer projects planned for early delivery. Additionally, the targeted enhanced funding assistance rate is unlikely to be realised on any local road improvements.

32 Projects completed to date 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

33 Projects planned for completion in the National Land Transport Plan (NLTP) period (2019/20 and 2020/21)

· Blackhead Road footpath and Tunnel Beach roundabout

· School safety improvement works (variable speed zones)

34 Projects deferred to next NLTP

· Forbury / Bayview / Allandale roundabout

· Wharf Street / Roberts Street intersection upgrade

· Mobility crossings (further work packages)

· Guard rail packages (further work packages)

· Safety Improvements in Green Island town centre

· Footpath improvements in Mosgiel and Brighton

OPTIONS

35 This is an update report, there are no options.

NEXT STEPS

36 Areas of focus for the next quarter will be:

· Works on LED implementation to commence.

· Plan the procurement for the new maintenance contract with tender planned in July 2019.

· Complete the repair work associated with the July 2017 rain event.

· Commence business case work on the three major transport infrastructure projects included in the 10 year plan.

· Confirm NZTA funding for the next financial year.

Signatories

Author:	Richard Saunders - Group Manager Transport
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 Transport network supports a number of objectives across Dunedin City Council’s strategic framework.

Māori Impact Statement

There are no known impacts for tangata whenua

Sustainability

A well developed and maintained transport network will contribute to economic, social and environmental sustainability for Dunedin.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The Transport activities are included in the LTP.

Financial considerations

There are no financial implications

Significance

This report is assessed as having low significance in terms of the Council’s Significance and Engagement Policy

Engagement – external

There has been no internal engagement in the drafting of this report.

Engagement - internal

There has been no internal engagement in the drafting of this report.

Risks: Legal / Health and Safety etc.

There are no identified risks

Conflict of Interest

There are no conflicts identified.

Community Boards

Community Boards have an interest in the development and maintenance of the transport network within their area.

Infrastructure Services and Networks Committee

5 August 2019

Property Services Activity Report for the Quarter Ending 30 June 2019

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 April 2019 to 30 June 2019.

2 Highlights for the quarter include:

a) The hosting of the Public Housing Development Forum, to inform developers and Community Housing Providers (CHPs) about funding options available from the Ministry of Housing and Urban Development (HUD) to build public housing.

b) Completing the seismic strengthening works at the Edgar Centre, on time and within budget (excluding the More FM Arena section, due for November 2019).

RECOMMENDATIONS

That the Committee:

a) Notes the Property Services Activity Report for the Quarter ending 30 June 2019.

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. There is also a separate endowment property portfolio.

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 small 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 only.

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 for accounting purposes only.

9 The operational portfolio includes property and related land that are required for service administration and 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 well their housing meets their needs. In this survey tenants are asked to rate how well the housing meets their needs and are invited to provide comments.

12 Between 1 April and 30 June 2019 (Quarter 4), 118 tenants were surveyed and 94% of our tenants completed the survey. Of those that responded 89% of our tenants said that the housing meets or exceeds their needs.

13 Comments from respondents who indicated that the housing exceeded their needs were very positive about how warm and well maintained their unit was, as well as being very positive about their neighbours and the community.

14 There were 5% of our tenants who indicated that their housing did not meet their needs (6% did not answer the question). This was primarily due to disability related needs such as requiring a modified bathroom. Our Tenancy Managers investigate and follow up all situations where feedback indicates that the housing does not meet the tenants’ needs.

Percentage occupancy of Council provided rental housing

15 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.

16 Occupancy remains high at 98% as at 30 June 2019. There are currently 13 vacant units of which two units are under offer to new tenants, four units are ready to offer now that renovation work has been completed, and seven units are in the process of having renovation works completed.

Number of occupancy changes in community housing

17 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.

18 Numbers of tenants vacating are in line with previous years and no seasonal trends are identified.

19 We have not historically recorded why our tenants vacate, although we are doing so now. Anecdotal evidence indicates that most vacancies arise due to death of the tenant or the tenant going in to care.

Waiting list for community housing

20 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.

21 As of the 30 June 2019 the waiting list was 273.

22 The waiting list has been steadily increasing as more applicants are added to the waiting list than are able to be placed each month. We have taken 48 new applications over the last quarter and been able to house 21 applicants over this period of time.

23 More than half of the applicants on the waiting list have declined an offer of housing over the last 3 years.

24 Council staff are currently re-evaluating the eligibility criteria for community housing as well as reviewing the funding policy for the Community Housing portfolio.

Community housing rental income

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

26 Rental income for community housing typically remains steady as the occupancy rate remains steady. There were three fortnightly payment cycles in the months of August and March.

Council investment properties are appropriately managed

Percentage overall occupancy of Council investment properties

27 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.

28 The investment portfolio contains 17 properties, broken down in to 53 lease units. 47 of these are currently occupied.

29 One tenant vacated 414 Moray Place following their lease expiry on 31 January. However, a lease with the other existing tenant (Ministry of Education) is currently being finalised for them to expand into this space, commencing 1 August 2019.

30 Two further lease units at 54 Moray Place are currently undergoing compliance works and will be available for lease once the compliance works are completed.

31 Vacant space is currently available ‘for lease’ at 61 Ward Street, and staff are currently seeking tenants.

32 Fourteen leases/licences are due to expire in the 12 month period to 30 June 2020, 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

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

34 Non-investment revenue has held steady from previous months, with a slight decrease in investment property revenue due to timing of OPEX recoveries.

Value and Efficiency

Council operational properties are appropriately managed

Percentage of service request resolution times met

35 June data cannot be added at this point as it is incomplete.

36 Completion of scheduled work continues to achieve higher than target performance and has been maintained consistently at or above 90% achievement.

Number of Reactive Work Initiated

37 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.

38 The overall volume of reactive work during 2018/19 was similar to the prior year. The Civic Centre, Wall Street Mall, Town Hall Complex, City Library and Toitū sites account for two thirds of all reactive work.

Number of Planned Preventative Maintenance Work Required

39 Property Services carry out regular planned preventative maintenance (PPM) to managed properties to maintain the service life of assets. The level of PPM work required is measured by the total number of PPM work orders due in a given month.

40 The number of PPM contracts has increased during the year, from 9 in place at the beginning of the year to 19 implemented by year end. New contracts implemented during the year included those for housing voids and for HVAC, boiler and electrical systems.

Major initiatives

41 Major initiatives during this quarter were:

a) South Dunedin Library & Community Complex: completed negotiations with one of the tenants to vacate early. Completed the functional brief and engaged an architect to start working on the preliminary concept stage.

b) Edgar Centre: All seismic strengthening works are complete in the Woolstore and Amenities building.

c) School Street: Design for the removal and replacement of 9 flats has been completed and the demolition / construction is currently out for tender. Asbestos removal from the ceiling spaces of the existing flats has commenced.

d) Palmyra Block upgrades: Insulation has been installed on units not being upgraded in the next 12 months. Design documentation is now complete pending tendering of Construction phase of project.

e) Toitū: Construction has commenced on site to replace various roofing issues on the older buildings on the site. Asbestos has been located beneath some of the existing roof structure, and work is underway to remove it.

f) Municipal Chambers: Emergency works on building exterior and roofs is now complete. Planning has started for the next phase of this project which will include the Town Hall exterior.

g) Civic Centre and Library Lifts: One new lift in each building is now operational, and work is advancing on the second lift in each building.

h) Mosgiel Library: Construction has commenced on the installation of a new roof, electrical switchboards and air conditioning.

i) Wall Street Mall Management: Request for Proposals launched in June, with the tender period closing on Thursday 11 July.

j) Energy Audits: review of energy efficiency improvement opportunities completed. Initiatives for implementation during 2019/20 identified.

OPTIONS

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

NEXT STEPS

43 Areas of focus for the next quarter will be:

a) South Dunedin Library & Community Complex: Architect will work with the project team to develop preliminary concept options, the recommended option should be developed by the end of the first quarter.

b) Edgar Centre: Structural strengthening to the More FM Arena will take place from November 2019 to February 2020. The More FM arena will close during this time, however, the main facility will remain operational.

c) Edgar Centre: We will be procuring a design team to investigate the differential settlement issues at the Edgar Centre with the aim to identify the preferred solution to resolve or mitigate those issues.

d) School Street: Completion of the tender process and appointment of a main contractor to demolish and build new flats. We are expecting construction to commence during the first quarter.

e) Palmyra: Tender out the first and second stages of the 4-block upgrade works for 2019/20 and 2020/21 to a main contractor, work expected to commence on site in early 2020.

f) Civic Centre and Library Lifts: Construction of the second lift in each building should be completed by the end of the first quarter.

g) Wall Street Mall Works: Construction will re-commence on the second stage of the of the carpark membrane system.

h) Community Hall Management Agreements: draft agreement prepared for review before being tabled to Community Hall committees.

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 promotes the social well-being of communities in the present and for the future.

Fit with strategic framework

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

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 /Infrastructure 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, external engagement is not applicable.

Engagement - internal

As an update report, internal engagement is not applicable.

Risks: Legal / Health and Safety etc.

There are no legal or health and safety risks.

Conflict of Interest

There are no conflicts of interest.

Community Boards

Any implications for Community Board areas will be discussed with them directly.

Infrastructure Services and Networks Committee

5 August 2019

Parks and Recreation activity for the quarter ending 30 June 2019

Department: Parks and Recreation

EXECUTIVE SUMMARY

1 This report updates the Committee on Parks and Recreation operations, maintenance and capital works, including contracted out services, for the period 1 April 2019 – 30 June 2019.

2 Highlights for the quarter include:

a) Logan Park Artificial Park - The construction of the artificial turf and associated landscape works have been completed. The turf is now open for use. Feedback from the user groups has been extremely positive. Planning is underway, in conjunction with Football South, for an official opening celebration.

b) Peter Johnson Park and Memorial Park and Gardens designation - The purpose of this project was to designate the Peter Johnson Park and Memorial Park and Gardens site for community and recreation use. The designation allows development for community and recreation purposes within Peter Johnson Park and Memorial Park and Gardens subject to several conditions that all works within the designated area must comply with. Following a submission period and a Hearing on 25 February 2019 the Notice of requirement was confirmed on 15 March 2019. No appeals were lodged against the decision.

c) Thomas Burns Street Trial - Thomas Burns carpark was used in the 2018/19 year as a trial for an inner-city freedom camping site. This proved to be very popular with freedom campers and helped to reduce the stress on other freedom camping sites in the city. The feedback from campers has been overwhelmingly positive about this site as it allows them to have pedestrian access to the city’s amenities.

RECOMMENDATIONS

That the Committee:

a) Notes the Parks and Recreation Activity Report for the quarter ending 30 June 2019.

BACKGROUND

3 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.

4 Moana Pool is open year-round, with additional services including a creche, hydro slides, gym, physiotherapy, massage and a retail shop. Mosgiel Community Pool is open seven months of the year and both the Port Chalmers Community Pool and St Clair Hot Saltwater Pool are open 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.

5 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.

6 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.

7 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.

DISCUSSION

8 Te Umu Kuri (Wellers Rock): This project originated from a letter to Council from Te Rūnanga ō Ōtākou Incorporated regarding concern about inappropriate use of Te Umu Kuri Wellers Rock and subsequent deterioration of the surface through vehicles eroding the landform. A working party has been formed to review the issues and investigate how the historic significance of the landform may be expressed. The working party has met over the previous six months and there has been a consensus about how most of these issues may be resolved. The intention is to restrict boat launching to one part of the isthmus and have pedestrian only access to the rest of the isthmus. There is an option to lease an adjacent parcel of land for parking to allow people to visit the area without parking on the road reserve. Representatives from the Department of Conservation are on the working party and will assist with the revegetation, signage and interpretation aspects of the project.

9 Te Rauone: This project is a collaboration between Port Otago and Dunedin City Council. The major driver for the reserve upgrade is the creation of three groynes by Port Otago adjacent to the Te Rauone Reserve. A working party made up of Port Otago, Council, Community Board, Department of Conservation and local resident representatives has been formed. There has been a public meeting on site with local residents to talk about the proposals and a concept plan drawn up as a result of the feedback. The plan has been assessed by a quantity surveyor and an estimate for the construction has been created. The project will be staged over a three year timeframe. The Port Otago work will be undertaken first and will be independent of the reserve development component. Port Otago are currently working with the Department of Conservation and Te Rūnanga ō Ōtākou Incorporated regarding consent for construction of the groynes.

10 Mosgiel Pool: The first part of this project was to designate the Peter Johnson Park and Memorial Park and Gardens site for community and recreation use. The designation allows development for community and recreation purposes within Peter Johnson Park and Memorial Park and Gardens subject to a number of conditions that all works within the designated area must comply with. The Notice of Requirement for the designation was lodged with the DCC and was publicly notified on 10 November 2018. Following a submission period and a Hearing on 25 February 2019 the Notice of requirement was confirmed on 15 March 2019. No appeals were lodged against the decision. A project team has been formed to guide the pool design and construction process. The first stage of the process is to confirm the location of the pool within the designated site. A report to Council on 27 August 2019 will confirm a preferred location.

11 Predator Free Dunedin: An Agreement for Services between Predator Free Dunedin and Dunedin City Council for the implementation of the Urban Linkage programme was received this reporting period. Planning is underway to incorporate Council’s pest control activities into the Urban Link programme. Recruitment for two Urban Link staff will commence in the coming weeks.

12 Freedom Camping: The 2018/19 season of freedom camping in Dunedin ran smoothly compared to previous years. This can be attributed to a number of changes that were initiated in the 2018/19 season. The Freedom Camping season report is on the Planning and Environment Committee agenda on 6 August 2019.

13 Thomas Burns Street Trial: The Thomas Burns carpark was used in the 2018/19 year as a trial for an inner-city freedom camping site. This proved to be very popular with freedom campers and helped to reduce the stress on other freedom camping sites in the city. The feedback from campers has been overwhelmingly positive about this site as it allows them to have pedestrian access to the city’s amenities. Plans for the 2019/20 season are on the Planning and Environment Committee agenda on 6 August 2019.

14 Reserve Management Plans: Parks Planning team are reviewing the schedule of Reserve Management Plans reviews and prioritising which order these should be carried out. The intention is to have a rolling schedule of Reserve Management Plan renewals so that they are updated every ten years. Many are currently out of date. The first two reviews are underway. These are for the Botanic Garden and Truby King Reserve.

15 Cemetery Land Audit: The purpose of this project is to assess the existing cemetery land in the city and establish within each the capacity for burials. Each cemetery will be assessed for capacity to accept full depth burials, natural burials and ash burials. Once complete a plan for each cemetery will be drawn up showing where future development will occur. This will include burial plots of the different types, memorial areas, roading layout, pathways, planting and open space areas.

16 Playground upgrades: Major upgrades to the soft fall surfaces at Latham Park and Ralph Ham Park were completed this period. A new 8 metre tunnel slide was also installed at Mulford Park.

17 Fairfield Toilet: a new toilet facility has been installed at Fairfield Reserve. This Exeloo toilet was relocated from Port Chalmers and refurbished before being installed at Fairfield.

18 The autumn renovation programme of sports fields is now complete. This also includes the installation of new drainage on Montecillo number 2 field and Mornington Park as well as a new fence around the lower side of the football field on Mornington Park.

19 New L.E.D. lighting installed at Emerson Park training ground to go with the new drainage earlier in the year. These upgrades have resulted in the increased usage of the facility.

AQUATICS

20 BECA were appointed the Moana Master Plan project where they will deliver a comprehensive master report that will help move forward existing capital projects and inform development of the 10 year (or longer) holistic plan for Moana Pool, in line with the LTP.

21 The replacement/upgrade of the Moana poolside PA system is under way, where the changing rooms and corridor areas have been added, for better coverage around the facility

22 Three events have been held in this quarter attracting a total of 1220 extra people to Moana Pool. They were the Otago Primary Schools Swim Champs, Canoe Polo Competition, Otago Secondary Schools Swim Champs and Water Polo Tri Series and Neptune Queens Birthday Swim Meet.

23 Community Pools were closed for the season in April.

24 BOTANIC GARDEN.

25 Garden staff have provided 7 presentation/judging requests and 5 tours to community groups this period bringing the yearly total to 26 staff presentations to clubs and societies, attending and contribute to displays at 9 annual shows and interactions with approximately 1000 school pupils.

26 There have been 3 Sunday Sounds band performances this period with a total of 10 performances over the summer season. In addition, there have been 3 Hort Talk public talks held at the Information Centre.

27 The construction of the Shade House being undertaken by Action Engineering has been completed leaving only the installation of the protective Shade cloth.

28 Barbara Wheeler has left to take up her 12-month Fellowship at Longwood Garden her position has been filled through secondment of Dylan Norfield and his position filled by a fixed term appointment.

29 Tom Verhoeven from Has den Bosch University has been undertaking a project to access and audit how well. Plant records information matches what’s growing in two of the Botanic Garden plant collections.

30 The Energy supply contract has been tendered and awarded for the supply of heat energy to the Propagation and Nursery Facility.

31 Sportsfield Booking - Total number of winter bookings in Q4 was down vs previous years. A key driver of this was the new Logan Park artificial turf development which meant 2 high usage bookable winter fields were out of service while construction took place.

32 Volunteer Programme - Total volunteer hours (1287 hours) this last quarter has decreased compared to the corresponding quarter last year (1514 hours). Over $337k worth of volunteer contributions has been recorded since October 2016.

OPTIONS

33 No Options

NEXT STEPS

34 Areas of focus for the next quarter will be:

a) Continuation of the playground safety upgrade works.

b) Confirm Predator Free Dunedin Agreement for Service and commence Urban Link staff recruitment.

c) Work with Football South to confirm an official opening celebration of the Logan Park Artificial Turf.

Signatories

Author:	Chris Garside - Performance Delivery Manager
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 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	☒	☐	☐

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

The Parks and Recreation activity promotes the social and environmental interest of the community by providing venues and support for sporting and leisure activities, and also provides gardens and open green space that promote 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 this is an update report, no external engagement has been undertaken.

Engagement - internal

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

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Matters are discussed with the appropriate Community Board.

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