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Planning and Environment Committee
11 February 2020
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Part
A Reports
Planning and Environment Non-Financial
Activity Report for the Two Quarters Ending 31 December 2019
Department: Community and Planning and Customer and Regulatory
Services
EXECUTIVE SUMMARY
1 This
report updates the Committee on activities including city development, resource
consents, building services, alcohol licensing, environmental health, animal
control and parking enforcement for the quarter ended 31 December 2019.
2 Due
to the timing of Committee meetings, satisfaction statistics and data reported
in this report are for two quarters, being July-Sept 19 and Oct-Dec 19.
Year-end comparisons with 2018/19 are also provided where appropriate.
3 Key
highlights for the quarter included:
· Growth planning, including working across departments to consider
options to increase housing capacity and identify necessary infrastructure
upgrade projects.
· Allocating a total of $294,065 in heritage grants across the
city.
· Processing 22% more resource consent applications than the average
for the period of 2009 to 2018. The 2019 calendar year was the busiest for
processing resource consent applications since the Global Financial Crisis.
· Successful external audit (IANZ) of Building Services in September
2019. Commentary from the lead auditor indicated the Dunedin Building Consent
Authority is in the top 10% in the country.
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RECOMMENDATIONS
That the Committee:
a) Notes the Planning and Environment Non-Financial Activity
Report for the six months ending 31 December 2019.
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BACKGROUND
4 The
Community and Planning group of activities works with other agencies to set the
direction for managing Dunedin’s built and natural environment and is
responsible for promoting the sustainable management of the natural and
physical resources through its administration of the functions of the Council
under the Resource Management Act 1991 (RMA).
5 Regulatory
Services contributes directly to the Safe and Health City outcome which is a
part of the Social Wellbeing Strategy and enhances personal safety in relation
to building services, animal services, health licensing, the sale and supply of
alcohol and parking enforcement.
DISCUSSION
6 The
Residents’ Opinion Survey (ROS) is the principal mechanism by which the
Council measures resident satisfaction with a wide range of its activities.
7 The
ROS is conducted on a continuous monthly basis, aiming to obtain around 100
responses each month, to gather a sample size of around 1,200 for the year. The
quarterly results in the graphs below generally reflect the responses of around
300 residents. A sample of 300 has an expected 95% confidence interval (margin
of error) of +/- 5.7%, whereas the annual result for 2018/19 had a margin of
error of +/- 2.2% (at the 90% confidence level). Results for the year will
continue to be published in the annual ROS report at year end. Notable measures
are listed in the balance of this report.
8 The
Residents’ Opinion Survey asks respondents to rate on a scale from 1-10
from strongly disagree to strongly agree. Reporting for some areas historically
included the neutral responses with the agree and strongly agree responses.
However, to improve consistency with other reporting from the Residents’
Opinion Survey, results now only include respondents who agree and strongly
agree.
9 The
lower results reported for the last two time periods are due at least in part
to changes in the way these measures are reported.
Satisfaction with Look and Feel of the City
10 An
18% decrease in satisfaction with ‘Overall Look and Feel of the
City’ was reported at 30 September 2019, followed by a 12% increase
reported at 31 December 2019. Overall an 11% decrease in satisfaction was
reported between the first two quarterly results for 2018/19 and 2019/20.
Satisfaction with Regulatory Services
11 A
12.5% decrease in satisfaction with ‘Regulatory Services’ was
reported as at 30 September 2019, followed by a further 3.5% decrease reported
at 31 December 2019.
Value and Efficiency
Resource Consents
12 Resource
consent processing in Q3 and Q4 was slightly higher than Q1 and Q2 (575
compared with 505). The 2019 calendar year was the busiest for processing
resource consent applications since the Global Financial Crisis. 22% more
applications were processed than the average since 2019 (1122 compared with an
average of 916). The demands on the Resource Consent team were further
increased with the release of the 2GP decisions in November 2018.
13 In
2019, 97% of applications were processed within statutory limits (1053 of
1080). The blue line shows the percentage meeting the statutory deadline ranges
from 89 to 100. The red line shows the number of applications granted each
month. The fluctuation is normal. The January and December low points reflect
the summer holiday periods.
14 RMA
complaint numbers have remained high; a trend started in 2017. The Q3 and Q4
period was similar to Q1 and Q2. The total for 2019 was 70% above the average
for the 2012 to 2018 period (252 v 148). The increase has been contributed to
in part by better recording and certain activities such as shed and Airbnb
activity.
15 When
resource consent numbers are high, there is increased activity on other areas
of the team’s work including LIMs, administration subdivision
certification, building consent planning checks, HAIL (Hazardous Activities and
Industries List) searches and planning enquiries. More detailed information is
provided each month as the City Planning Activity report on the Council’s
website. This can be accessed via this link:
http://www.dunedin.govt.nz/services/planning.
Building Services
16 The
number of building consent applications for the second half of 2019 (1378) was
slightly down on the comparable period in 2018 (1426). The overall value of
consents for the half year is higher at $193.0M than the comparable half year
in 2018 at $158.7M. The number of new dwelling applications for the 6 months
was slightly down at 177 compared to 213 in 2018).
17 Processing
times for Building Consent applications for the half year were 97.5% completed
within 20 working days (99.2% for the corresponding period in 2018). The
average time to process the applications over the past 6 months was 14 working
days.
18 Other
updates for the Building Services team include:
a) External
Auditors (IANZ) undertook the biennial accreditation audit in September 2019.
In total ten general non-conformities (GNC) were identified. Six GNC’s
were cleared whilst on site with the remaining four to be cleared by February
2020. A verbal comment by the lead auditor indicated the Dunedin Building
Consent Authority is in the top 10% in the
country.
b) The
second Industry Advisory Group meeting was held in November with
representatives from the Building Industry.
c) A
compliance officer to support the work associated with legislative changes for
earthquake prone buildings is due to commence in the first half of 2020.
Alcohol Licensing
19 In
the reporting period there were 19 new licences issued by the District
Licensing Committee. Of these five were for premises that were previously
unlicensed.
20 The
peak in manager’s certificates is due to renewal applications. The
number of applications for new certificates is down slightly compared to the
comparable period last year.
21 The
number of special licence applications is similar for the same period last
year. The drop in May and June was mainly due to there being no large
events in the city through the winter. At the end of the calendar year
the number of applications for special licences was similar to 2016 and
2017. There was a noticeable increase in 2018 because of the Easter Ed
Sheeran weekend.
Environmental Health
‘A’ Graded Food Premises
22 The
percentage of food premises with an ‘A’ Grade remained constant
over the last six months. Overall food safety in Dunedin food premises was at a
very high standard.
Noise
23 There was a small increase in the total number of noise complaints
overall compared to the same period in 2017 and 2018. However, complaint
numbers dropped significantly in December which can be attributed to students
leaving the city and the Rio Class container ships, which last year caused a
substantial number of noise complaints, being fitted with mufflers.
24 An
increase in noise complaints is expected in late February early March with the
return of students to the city and Orientation week. Proactive work with the
Police, University Proctor and student landlords is on-going.
Animal Services
25 Over the last six months there was a significant decrease in the
number of barking complaints. Officers have been working hard to address this
issue and assist dog owners on how to manage this nuisance. All other
requests for service numbers remained consistent with the previous six months.
Parking Services
26 Over
the last six months parking infringement numbers reduced due to staff taking
unexpected leave.
27 Compared with the same period in 2018, the number of customer
service requests for parking enforcement, blocked vehicle entrances and leased
carparks reduced.
Eco Design Advisor
28 The
EDA service continues to receive referrals with a number coming via the
Neonatal Unit at the Hospital, word of mouth and via community groups where the
Eco Design advisor has held presentations. December was quieter than
normal due to the holiday period.
29 Several
assessment recommendations have resulted in property owners making
changes. One particular referral resulted in the Eco Design Advisor
obtaining assistance from a charity to help make essential repairs to an
elderly man’s property.
30 The
Eco design advisor is undertaking work on behalf of the Property team to help
look at Green Star ratings for Community Libraries.
Major Initiatives
31 The
following section is not confined to the quarter ending December 2019 and
provides updates on the current status of the initiatives.
Second Generation Dunedin
City District Plan (2GP)
Appeals
32 Mediation
for the 2GP appeals on priority topics classified as Group 1, took place in
August 2019. The Group 1 priority topics were Residential Strategic, Rural
Residential Strategic, Rural Strategic, Natural Hazards Strategic and the
non-strategic topics of Earthworks Provisions, Retail Activity in Warehouse
Precinct and Residential Zoning – Broad.
33 Since
mediation, the Residential Zoning Broad topic has been completed - a consent
order for the appellant Anthony Parata was approved by the Environment Court on
12 December 2019. The Retail Activity in Warehouse Precinct topic has also been
finalised, and staff are waiting on a consent order from the Environment
Court. Both topics are now complete.
34 For
the remaining topics in Group 1, out of the several appeal points that remain,
4 have been completed and consent orders are awaited from the Court; 9 have
been withdrawn; 9 are very close to agreement with parties, and there has been
significant progress made with those that remain.
35 Appeals in Groups 2 to 4 are ‘on hold’ with the Court
until all Group 1 appeals are complete. Nonetheless, informal discussions have
been progressing with most of the major appellants, with agreements being
progressed on a number of matters in preparation for these matters being
released from hold by the Court.
Variation 1
36 Variation
1 of the 2GP covers minor clarifications to the wording of provisions to ensure
that they function as intended; substantive amendment to fix identified
problems or gaps within a small number of provisions; and mapping amendments to
make minor adjustments to zone or mapped area boundaries where boundaries are
in the wrong place.
37 The
Variation was notified on 20 November 2019 and submissions closed on 18
December 2019. There were eight submissions in total with 27 points in support
and 14 points seeking amendment. The summary of decisions requested by the
eight submitters to Variation 1 is open for further submission from Wednesday
29 January and closes 5pm Thursday 13 February 2020. The hearing is to take
place on Thursday 2nd April and will be chaired by Councillor Benson-Pope.
Growth Planning and Variation 2
38 Variation
2 (housing capacity) was initiated by Council on 12 February 2019. Its focus is
on immediate and timely changes required to address the shortfall in
medium-term housing capacity that was identified as a result of significant
changes to Dunedin’s growth rate. These changes occurred midway through
the 2GP hearings. As a result of this increase in growth, the 2GP has a shortfall
of approximately 1000 houses to meet Dunedin’s medium-term needs.
39 The
National Policy Statement - Urban Growth Capacity (NPS-UDC) requires that the
DCC considers all practicable options to enable necessary housing capacity.
This could include applying residential zoning to new areas (greenfield
development), amending rules or other provisions to increase the density of
housing enabled in residential zones, or using statutory tools and methods
available under other legislation.
40 The
project is being led by City Development, but involves close collaboration with
infrastructure teams, particularly 3 Waters, to ensure all options are assessed
in terms of impacts on the 3 Waters infrastructure network and identification
of any necessary priority infrastructure upgrade projects in the 10 year plan.
All options are also being evaluated in terms of potential impacts on the
transportation network.
41 The
project also involves:
• An
update to population projections, which is almost complete and will inform assessments
of housing demand, as well as being incorporated into the key assumptions for
the next 10-year plan.
• Research
on housing preferences. This has been completed and shows a stronger demand for
attached housing types (such as duplexes, townhouses, and apartments) than
previous surveys. This will inform work on Variation 2.
• Community
engagement on future housing (survey), which is complete with the report being
finalised.
• On-going
discussions with key stakeholders including developers, surveyors, Housing New
Zealand, ORC, Aukaha, Ministry of Education, Utility companies.
• Ongoing
monitoring as required by the NPS-UDC. A new webpage with interactive graphs is
being developed and will provide a quick and efficient way to present data on
consented and constructed homes (by type and location), house prices, and
rental costs.
42 The
work being done for Variation 2 will also eventually feed into a review of the
Dunedin Spatial Plan and longer-term growth planning (including identifying
development capacity out to 30 years). This longer term work may require future
plan changes or variations to implement. However, Variation 2 will provide much
of the groundwork for these changes.
43 Councillors
should expect a more detailed report on work to date, and options evaluation
work, in the coming months.
Waterfront Revitalisation
44 The
government awarded $19.9M funding from the Provincial Growth Fund (PGF) to fund
Stage 1a of the Waterfront Revitalisation project in October 2019. Stage
1a includes the wharf infrastructure and public realm for the northern side of
the Steamer Basin alongside Fryatt Street, including the building platform for
the Sustainable Future Initiative, being progressed by the University of Otago.
Public realm improvements to the Cross Wharf, including steps to provide public
access down to water level, are also included. Stage 1a also accommodates the
landing for the proposed City to Waterfront bridge connection.
45 Terms
and conditions associated with the PGF funding are to be reported to Council at
the end of February.
46 Work
to procurement the design, construction and project management of Stage 1a is
scheduled to be initiated in February. Staff are also working with central
government (New Zealand Trade and Enterprise) and manawhenua to explore
additional sources of funding for the next stages.
Dunedin Heritage Fund
47 The
Dunedin Heritage Fund Committee has met for two rounds in the 2019/20 year so
far and allocated a total of $294,065 in heritage grants across the city.
This represents an average incentive funding level of 22.5% for heritage
projects valuing a total of over $1.3million. These have been awarded to a
diverse range of built heritage projects for a variety of heritage-related
work, as follows.
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Address
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Grant
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Work
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Project Value
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Round 1: August 2019
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71 Drivers Road
(Highgate Church)
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$8,000
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Detailed seismic assessment report
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$50,000
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36 Russell Road,
(Seacliff Lunatic Asylum site)
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$6,000
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Preliminary reports - full Conservation Plan,
Condition Report, Priority Report and Archaeological Report
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$43,230
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310 Princes Street
(Wain’s Hotel)
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$14,336
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Reinstatement of three (3) finials on the top
of Princes Street façade
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$32,973
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607 Highgate
(Maori Hill Community Centre)
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$6,000
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Repairs to stained glass window
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$70,620
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228 Stuart Street
(St Paul’s Cathedral)
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$38,000
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Replacement of skylights
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$92,800
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613 George Street
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$6,000
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Repairs and renovation of building exterior
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$23,068
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Total
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$78,336
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Total
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$312,691
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Round 2: November 2019
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7 Montpellier Street
(former High Street School)
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$5,440
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Trial restoration of section of historic
protected fencing to former High School site.
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$10,880
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79 Every Street
(former Truby King Harris Hospital)
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$10,880
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Restoration of steel windows, hall and front
entrance porch
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$56,880
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2 Castle Street
(former Dunedin Prison)
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$100,000
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Stage 2 restoration programme: slate re-roofing
of cell blocks, seismic strengthening and window repairs and restoration
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$600,000
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300 Rattray Street
(St Dominic’s Priory)
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$69,850
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Stage 2 Feasibility Study
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$76,850
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252 Cumberland Street
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$25,000
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Earthquake strengthening and façade
repair and restoration
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$238,273
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367 High Street
(Threave House)
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$4,559
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External repair and maintenance schedule for
restoration programme
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$7,270
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Total
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$215,729
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Total
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$667,760
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Biodiversity
48 The
Biodiversity Fund was reviewed in early 2019 and has been oversubscribed for
the two rounds since that time with $92,010.45 allocated to 27 different
projects.
49 The
high-resolution Vegetation Map for Dunedin City is nearing completion. This map
will provide detailed baseline information on the city’s indigenous
biodiversity extent and range of ecosystems. It will be used for a variety of
cross-department biodiversity and environmental programmes, including climate
change mitigation and likely implementation of the proposed National Policy Statement for Indigenous
Biodiversity. Some completed mapping was presented in poster format at the New
Zealand Ecological Society Conference in December 2019.
50 Council
staff are also involved in ‘road testing’ the policies to assess
the potential impact for Council and the community; and prepared a submission
for Council on the proposed New Zealand Biodiversity Strategy – Te Koiroa
O Te Koiora. Other projects have included leading a content review of a soon to
be released Native Planting Guide for the city and development of an associated
web map and species lists.
Te Ao
Tūroa
51
A pop-up garden (a key initiative of Te Ao Tūroa) designed to educate
people on how to make backyards more attractive for wildlife, was showcased to
1,000 Dunedin residents across eight events and four locations. In support for
the Great Kererū Count, a total of 600 kōwhai trees, in collaboration
with the Department of Conservation (DOC) and Otago Corrections Facility, were
given away to promote native planting. The online ‘Story Map’,
which helps Dunedin residents and visitors discover the wealth of information
about Dunedin Town Belt, has gone live on the DCC website, while work is
underway with Otago Polytechnic and DOC to offer local tourism operators a
micro-credential on ‘Responsible Guiding: Coastal Environment’.
This initiative will help to establish consistent best practice for tour
operators in Dunedin’s natural environment.
South Dunedin Future Project
52 As
part of the 2019/20 Annual Plan deliberations, a report on a Climate Resilience
Work Programme was provided and a budget was allocated to the South Dunedin
Future project. As part of this project, the DCC and ORC are planning a larger
phase of community discussions about the effects of climate change in South
Dunedin. Throughout 2020, staff are aiming to meet with every one of the more
than 150 community, sports, religious and social groups active in the South
Dunedin area.
53 This
is the first step in a multi-year process to involve as much of the community
as possible in future decisions about how best to respond and adapt to climate
change. As well as meeting face to face with individual groups, the DCC, ORC
and partner agencies are organising a series of monthly public drop in
information sessions on a range of climate change-related topics at the South
Dunedin Community Pop Up throughout 2020.
54 The
DCC and ORC are also working together on a partnership project with the
Ministry for the Environment on a climate change adaptation case study for
South Dunedin. The objective of the partnership project is to produce a
joint case study focused on the policy and other challenges of delivering on
climate change adaptation outcomes at the local and regional level.
55 The
case study will help inform what the options could look like nationally to
address these issues.
Covenant of Mayors
56 Work
towards a Dunedin action plan to reduce emissions continues. Since the
declaration of a climate emergency and the commitment to being net zero carbon
by 2030, it was proposed that rapid review climate 2030 be undertaken. This
involves stocktaking each DCC department’s actions and activities to determine
DCC’s contribution to reducing emissions. A Request for Proposal was
issued and the tenders closed at the end of January.
Tertiary Precinct planning
and co-ordination
57 The
Council’s partnership with tertiary stakeholders University of Otago and
Otago Polytechnic is being refreshed for the new triennium. The Tertiary Sector
Steering Group, the governance group, on which DCC is represented by the Mayor
and CEO, met in December to discuss its purpose and focus. The tertiary
organisations confirmed the value of the group for maintaining the “town
and gown” relationship. All organisations share an interest in the
development of the campus and, given the number of major projects that involve
all the three bodies, the group was deemed a useful vehicle for strategic
planning.
58 A
refresh of the Tertiary Precinct Planning Group, the operational group
established some twelve years ago to ensure co-ordination of planning
activities across the tertiary quarter, is proposed to ensure it remains
relevant and effective. It is proposed that the group shifts its focus away
from formal workstreams, towards providing an integrated forum to
collaboratively address issues within the tertiary quarter and respond to
emerging priorities. Other proposals up for discussion include restructuring
and renaming the group, establishing annual areas of focus and establishing
working groups, if required. A discussion document is being circulated to
current members ahead of the first meeting of the new triennium.
Whakahono ā Rohe/Iwi
Partnership Agreement
59 As previously reported, Te Rūnanga o Ngāi Tahu initiated a
Mana Whakahono ā Rohe/Iwi Partnership Agreement with Dunedin City Council
on 11 July 2019, in accordance with Section 58O(1) of the Resource
Management Act (RMA) 1991. Mana Whakahono ā Rohe are a tool intended to be
used to agree on a process for how Manawhenua can be involved in resource
management. They are guided by statutory requirements, including content
requirements and timeline. The deadline for reaching agreement is January 2021.
60 DCC’s
Mana Whakahono work was temporarily put on hold following the death of Tahu
Potiki and during the 2019 election period. In October 2019 a Partnership
Protocol was signed between Dunedin City Council and Aukaha Limited to give
effect to the Council decision made during the 2019/20 Annual Plan process to
provide $250,000 per annum to support core partnership activities and projects.
61 Aukaha
and DCC staff are working together to embed the Partnership Protocol, and to
determine the appropriate development of the Mana Whakahono, ensuring this is
in alignment with the 10 Year Plan.
Capital Projects
Urban Design
62 Key
projects completed within 2018/19 include the Stuart Street Median upgrade,
Great King Street Pocket Park, parklets introduced to the CBD, Abutment Square
(Warehouse Precinct) and Caversham Reserve Improvements.
63 The
Urban Design Team has taken a lead role in the major projects of the Long-Term
Plan 2018-2018, such as the Central City Plan: George Street Project, Tertiary
Streets, Peninsula Connection and, Waterfront Bridge projects, with work
focused on Stakeholder and Community Engagement, Preliminary Design and
landscape architectural/urban design advice.
OPTIONS
64 As this is an update report there are no options.
NEXT STEPS
52 Key
areas of focus for the next quarter include:
· Progressing the
appeals on the 2GP and progressing Variation 2 on growth for housing.
· Initiating
widespread community engagement on South Dunedin Future.
· Procuring the
design and construction of Stage 1a of the Waterfront revitalisation and
working in partnership with Aukaka to initiate community engagement
regarding the public realm.
Signatories
|
Authoriser:
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Simon Pickford - General Manager Community Services
Sandy Graham - General Manager City Services
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Attachments
There are no attachments for
this report.
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SUMMARY OF CONSIDERATIONS
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Fit with purpose
of Local Government
This report relates to providing a public
service and it is considered good-quality and cost-effective.
|
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Fit with strategic
framework
|
|
Contributes
|
Detracts
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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 Planning and Environment portfolio of
activities support the outcomes of a number of strategies.
|
|
Māori Impact
Statement
There are no specific impacts for tangata
whenua identified.
|
|
Sustainability
As an update report, there are no
specific implications for sustainability.
|
|
LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
As an update report, there are no
implications for the LTP, although some measures are level of service
performance measures annually reported as part of the LTP.
|
|
Financial
considerations
The updates reported are within existing
operating and capital budgets.
|
|
Significance
This report is assessed as 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. Input to the major initiatives and project
updates has been provided by teams within Regulatory Services and Community
and Planning Groups.
|
|
Risks: Legal /
Health and Safety etc.
There are no identified risks.
|
|
Conflict of
Interest
There are no known conflicts of interest.
|
|
Community Boards
There are no specific implications for
Community Boards, although aspects of the report may be of interest.
|
|
|
Planning and Environment Committee
11 February 2020
|
Draft Waste Minimisation and Management Plan
2020 and Draft Waste Assessment 2018
Department: Waste and Environmental Solutions
EXECUTIVE SUMMARY
1 The
Draft Waste Minimisation and Management Plan 2020 (WMMP) and Draft Waste
Assessment 2018 (WA) have been prepared in accordance with: The Waste
Minimisation Act (WMA) 2008 Part 4; Responsibilities of territorial authorities
in relation to waste management and minimisation.
2 This
Draft WMMP 2020 has been informed by a review of the existing WMMP 2013 and an
updated Draft WA.
3 The
Draft WMMP 2020 and the WA 2018 will collectively be consulted on via the
Annual Plan 2020-21.
|
RECOMMENDATIONS
That the Committee:
a) Approves the
Draft Waste Minimisation and Management Plan 2020 and Draft Waste Assessment
2018 for inclusion in the Annual Plan 2020-21 process
b) Decides if
any further amendments should be made before the Draft Waste Minimisation and
Management Plan 2020 and Draft Waste Assessment 2018 are presented in the
Annual Plan 2020-21 process
|
Background
Dunedin City Council (DCC) last reviewed
its Waste Management and Minimisation Plan (WMMP) in 2013. Following special
consultation, the Draft WMMP 2013 and WA 2012 were adopted in September
2013.The WMA requires that a territorial authority must review its waste
management and minimisation plan at intervals of not more than 6 years after
the last review.In 2018 a WMMP Steering Group consisting of Councillor’s
O’Malley and Newell, staff from Policy and Waste and Environmental
Solutions were established in order to feed into the planning process and meet
Councils statutory obligations under the WMA. 7 Work on
updating Councils WMMP and WA in accordance with Part 4: Responsibilities of
territorial authorities in relation to waste management and minimisation,
commenced in January 2018.
8 A
first draft of the WMMP and WA was presented to Infrastructure Networks and
Services Committee on 15 October 2018 by way of a project update, for noting.
9 Four
stakeholder groups were engaged throughout the planning process. Members of
these stakeholder groups had specific waste minimisation, resource recovery and
waste disposal interests:
· organic
waste
· rural
waste services and facilities
· tertiary
precinct waste education and promotion, waste services and facilities
· central
activity area waste services and facilities
10 Two
events were also held to draw attention to Councils waste minimisation and
management planning processes, waste minimisation grants, and to discuss
opportunities to innovate within a commercial context i.e. ‘Tackling
Construction and Demolition Waste in Dunedin’ in January 2019, and
‘Waste Jam’ in July 2019.
Discussion
11 The
WMMP 2020 and WA 2018 planning process has been informed by Central Government
legislation and policy, namely the; New Zealand Waste Strategy 2010 (NZWS), and
Waste Minimisation Act 2008 (WMA).
12 The
NZWS has two goals;
1. to reduce the harmful effects of waste, and
2. to improve the efficiency of resource use
13 The
NZWS underpins a toolbox of legislation that governs waste. The Draft WMMP has
added further context to this toolbox in relation to regional and district
plans, policies, and Māori Perspectives (see: table 1: Toolkit for
managing and minimising waste in New Zealand – WMMP 2020, page 7).
14 The
WMA provides specific direct guidance to territorial authorities in relation to
waste management and minimisation planning;
· s(42)
Territorial authorities to encourage effective and efficient waste management
and minimisation
· s(43)
Waste management and minimisation plans
· s(44)
Requirements when preparing, amending, or revoking plans
· s(50)
Review of waste management and minimisation plan
· s(51)
Requirements for waste assessment
15 These
sections of the WMA have been provided in full in attachment 4 for information.
16 The
Draft WMMP 2020 (attachment 1) has been prepared in accordance with WMA Part
4 Responsibilities of territorial authorities in relation to waste management
and minimisation, in relation to;
· s(42)
Territorial authorities to encourage waste minimisations and a decrease in
waste disposal in order to –
a)
protect the environment from harm; and
b)
provide environmental, social, economic, and cultural benefits
· s(43)
Waste management and minimisation plans
(a) For the purposes of s (42), a
territorial authority must adopt a waste management and minimisation plan
· S(44)
Requirements when preparing, amending, or revoking plan
17 Waste
Assessment: The requirements of the WA are set out in s(51) of the WMA and
necessitates a descriptive stocktake of waste services within the district be
undertaken, whether provided by Council or otherwise.
18 DCC
is are not the only provider of waste and resource recovery services and
facilities in the district. There are also commercial waste and recycling
service providers and community groups and organisations involved in waste
minimisation activity. This means there are some unknowns and difficulties
obtaining data due to commercial sensitivity.
19 Staff
gathered all available information and data; however, the waste assessment does
not provide a complete assessment of collection, recycling, recovery,
treatment, and disposal services within the district. Staff made every
endeavour to prepare a full and balanced assessment.
20 Special
consultative procedure: The Draft WMMP 2020 was informed by the WA 2018, has
the support of the WMMP Steering Group, and contains;
· a
future forecast of demand for collection, recycling, recovery, treatment, and
disposal services with the district; and
· a
statement of options available to meet the forecast demands of the district
with an assessment of suitability of each option; and
· a
statement of the territorial authority’s intended role in meeting the
forecast demands; and
· a
statement about the extent to which the proposals will-
i. ensure
that public health is adequately protected:
ii. promote
effective and efficient waste management and minimisation
· a
statement of the territorial authority’s proposals for meeting the
forecast demands, including proposals for new or replacement infrastructure
21 The
WA informed both the Draft WMMP and the Waste Futures Project, providing a
linkage between these two work streams. The Draft WMMP supports the Waste
Futures Project via its ‘Implementation Pathway’ which allows for
ongoing operational planning to occur, including the use of levy funding if
appropriate and in line with the Draft WMMP section; ‘Funding the
Plan’.
22 Draft
Waste Minimisation and Management Plan 2020: staff have prepared the draft
WMMP in accordance with s(43) of the WMA. In addition to objectives, policies
and methods the plan contains a vision, goals, guiding principles, and targets.
23 WMMP 2020
Amendments - What has changed?
· We
have updated the title of the document to place Waste Minimisation ahead of
Waste management, which makes a subtle assertion in terms of the waste
hierarchy and Councils intentions
· We
have updated our Vision to include circular economy and set an ambitious
timeframe of 2030 to achieve this
· We
have refined our goals to respond to the challenges ahead
· We
have introduced targets to reduce carbon emissions from municipal solid waste
in line with the C40 Cities ‘Advancing Towards Zero Waste
Declaration’, which is supported by the Compact of Mayors
· We
have set in place the policy framework for; Governance, Leadership and
Engagement through waste minimisation education and promotion, the delivery
of services and facilities via the Waste Futures project, and in support of
DCC’s regulatory role
· The
WMMP 2020 reaches out into the community via Education, Empowerment and
Collaboration which promotes behaviour change and grassroots action
· The
WMMP 2020 supports Design, Innovation and Building Local Capacity within
the commercial sector, promoting lean businesses practices, sustainable design
that reduces waste, and supports product stewardship
· This
plan acknowledges Māori Perspectives as Treaty Partner in support of their
kaitiaki role
Option
One -Recommended Option
24 Approve
the Draft Waste Minimisation and Management Plan 2020 and Draft Waste
Assessment 2018 for inclusion in the Annual Plan 2020-21 without amendment.
Option
Two
25 Approve
the Draft Waste Minimisation and Management Plan 2020 and Draft Waste
Assessment 2018 for inclusion in the Annual Plan 2020-21 with amendments.
Next Steps
26 Subsequent
to approval by the Committee, with or without amendments, consultation material
for the special consultative procedure will be prepared for inclusion in the
Annual Plan 2020-21, to be approved by Council on 24 February 2020.
Signatories
|
Author:
|
Catherine Irvine - Solid Waste Manager
|
|
Authoriser:
|
Chris Henderson - Group Manager Waste and Environmental
Solutions
Simon Drew - General Manager Infrastructure Services
|
Attachments
|
|
Title
|
Page
|
|
⇩a
|
Draft Waste
Minimisation and Managment Pan 2020
|
42
|
|
⇩b
|
Draft Waste Assessment
2018
|
86
|
|
⇩c
|
Draft Waste
Minimisation and Managment Pan 2020
|
203
|
|
⇩d
|
Sections of the WMA
|
208
|
|
SUMMARY OF CONSIDERATIONS
|
|
Fit with purpose
of Local Government
This decision enables democratic local
decision making and action by, and on behalf of communities.
|
|
Fit with strategic
framework
|
|
Contributes
|
Detracts
|
Not applicable
|
|
Social Wellbeing Strategy
|
☒
|
☐
|
☐
|
|
Economic Development Strategy
|
☒
|
☐
|
☐
|
|
Environment Strategy
|
☒
|
☐
|
☐
|
|
Arts and Culture Strategy
|
☐
|
☐
|
☐
|
|
3 Waters Strategy
|
☐
|
☐
|
☐
|
|
Spatial Plan
|
☐
|
☐
|
☐
|
|
Integrated Transport Strategy
|
☐
|
☐
|
☐
|
|
Parks and Recreation Strategy
|
☐
|
☐
|
☐
|
|
Other strategic projects/policies/plans
|
☐
|
☐
|
☐
|
The Waste Minimisation and Management
Plan 2020 sits within the framework of Te Ao Tūroa –
Dunedin’s Environment Strategy – with goals relating to the
reduction of waste, the preservation of resources for future generations and
the reduction of greenhouse gas emissions.
|
|
Māori Impact
Statement
The Waste Minimisation and Management
Plan will honour and support the kaitiaki role of Kāi Tahu
|
|
Sustainability
Contributing to economic, social and environmental
sustainability outcomes through waste planning for waste minimisation, reuse
and recycling and the promotion of best practice waste management
|
|
LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
The Draft WMMP 2020 and Draft WA 2018 will be consulted on
during the Annual Plan 2020-21 process in accordance with the Local
Government Act 2002 s(83) special consultative procedure
|
|
Financial
considerations
The Draft WMMP 2020 provides a section on funding the plan
which outlines funding methods within existing budgets
|
|
Significance
Medium – Council has reviewed its WMMP and decided
to amend it, it is not a new plan. The WMMP will be reviewed in line with the
Ten-Year Plan 2024-2034 in order to provide more a more robust plan in
relation to the Waste Futures Project
|
|
Engagement –
external
Stakeholders were engaged throughout the planning process
via 4 x stakeholder interest groups, 2 x promotion events, and a series of
less formal engagements and communications
|
|
Engagement -
internal
Various departments have been engaged with during Councils
waste planning processes including; Three Waters, Procurement Team,
Transport, Property Team, Communications and Marketing, Policy Team,
Regulatory Team, Community and Events Team, City Development Team
|
|
Risks: Legal /
Health and Safety etc.
No known risks
|
|
Conflict of
Interest
No conflicts of interest have been identified
|
|
Community Boards
Community Boards will have the opportunity to submit on
the draft WMMP 2020 during the special consultative procedure
|
|
|
Planning and Environment Committee
11 February 2020
|
Submission on Urban Development Bill
Department: Planning
EXECUTIVE SUMMARY
1 This
report seeks approval of a draft submission (Attachment A) on the Urban
Development Bill (the Bill).
|
RECOMMENDATIONS
That the Committee:
a) Approves
the draft Dunedin City Council submission to the Environment Select Committee
on the Urban Development Bill.
|
BACKGROUND
2 The
Urban Development Bill sets out the powers of Kāinga Ora, a new entity
created in 2019 and combining Housing New Zealand, HLC (previously Hobsonville
Land Corporation) and the Kiwibuild unit.
3 The
Bill is designed to enable Kāinga Ora to undertake large-scale development
projects by providing it with:
· the
ability to enable, lead or facilitate a special type of complex,
transformational development – called specified development projects
(SDPs)
· access
to a tool-kit of development powers when undertaking SDPs
· access
to land acquisition powers when undertaking any urban development
projects
4 The
proposed uses of SDPs cover a wide range of potential urban development
projects. It includes housing developments (both market and public), but also
other projects related to the development and renewal of urban environments.
5 The
Bill is not designed to address wider issues in the urban development and
planning system, for example those issues covered by the comprehensive review
of the resource management system.
6 The
development powers available to Kāinga Ora when undertaking SDPs include
to:
· Construct,
remove, amend and replace 3 waters infrastructure (and transfer ownership and
operation to local authorities)
· Override,
add to, or suspend provisions in the district plan, regional plan, or regional
policy statement
· Issue
resource consents and remove, change or replace designations
· Set
and assess targeted rates within an SDP project area, or require development
contributions
· Exchange,
revoke, create, vest or reconfigure some types of reserves
· Compulsorily
acquire private land
7 There
is a significant process that needs to be undertaken for Kāinga Ora to
establish an SDP, which then allows use of the above powers within the subject
area. A diagram of this process is attached as Attachment B. Among other
things, there needs to be either general support from relevant territorial
authorities or the project needs to be in the national interest. This will
generally allow the DCC to have a say in whether an SDP may proceed (unless it
is a project in the national interest).
8 The
closing date for submissions is 14 February 2020.
DISCUSSION
9 The
draft submission is based on a cautious perspective on the Bill. It highlights
the benefits of local decision-making and suggests that the powers proposed in
the bill should not be used lightly. It submits that the Bill should be clear
that SDPs are only to be used for complex urban development projects, where the
public good arising from exercising the additional powers clearly outweighs the
costs and risks of using this process.
10 The
draft submission emphasises the importance of early and ongoing collaboration
between Kāinga Ora and territorial authorities on any SDP. This
collaboration is necessary to ensure that local knowledge and context is
adequately incorporated, and that SDPs are aligned with wider strategic
planning processes.
11 The
draft submission outlines Dunedin’s housing issues, including the
availability of affordable and high-quality housing. It also notes work that
the DCC is undertaking to respond to these issues, including projects
identified by the Housing Action Plan and work to increase development capacity
in response to the National Policy Statement for Urban Development Capacity.
12 The
draft submission requests that Kāinga Ora works closely with territorial
authorities when undertaking any infrastructure planning to ensure that
infrastructure that would be vested in council is suitable and that any asset
planning or network impacts can be addressed.
13 The
draft submission requests that SDPs align with local planning documents
wherever possible and that Kāinga Ora only override these documents when
necessary to achieve project objectives. It submits that local planning
documents have been developed with substantial community engagement and local
decision-making and should be valued accordingly.
14 The
draft submission highlights the potential for SDPs to be used for complex
large-scale climate change adaptation projects. It also recommends that climate
change adaptation and mitigation is given greater consideration within the
Bill.
15 The
draft submission also includes a range of technical comments on the processes
identified in the Bill.
OPTIONS
Option One
– Recommended Option
16 Approve
the draft DCC submission on the Urban Development Bill, with any suggested
amendments, to the Environment Select Committee.
Advantages
· Enables the
Council to give feedback on a proposal that may impact future development
projects in Dunedin.
Disadvantages
· There are no
identified disadvantages for this option.
Option Two
– Status Quo
17 Do
not submit a DCC submission on the Urban Development Bill.
Advantages
· There are no
identified advantages for this option.
Disadvantages
· Missed opportunity
for the DCC to express views on the Urban Development Bill.
NEXT STEPS
18 If
the Council approves the draft submission, it will be sent to the Environment
Select Committee for consideration by 14 February 2020.
Signatories
|
Author:
|
Nathan Stocker - Policy Planner (Urban Development
Capacity)
|
|
Authoriser:
|
Anna Johnson - City Development Manager
Sandy Graham - General Manager City Services
|
Attachments
|
|
Title
|
Page
|
|
⇩a
|
Draft Urban Development
Bill submission
|
182
|
|
⇩b
|
Specified Development
Project process
|
187
|
|
SUMMARY OF CONSIDERATIONS
|
|
Fit
with purpose of Local Government
This decision enables democratic local
decision making and action by, and on behalf of communities.
|
|
Fit
with strategic framework
|
|
Contributes
|
Detracts
|
Not applicable
|
|
Social Wellbeing Strategy
|
☐
|
☐
|
☒
|
|
Economic Development Strategy
|
☐
|
☐
|
☒
|
|
Environment Strategy
|
☒
|
☐
|
☐
|
|
Arts and Culture Strategy
|
☐
|
☐
|
☒
|
|
3 Waters Strategy
|
☒
|
☐
|
☐
|
|
Spatial Plan
|
☒
|
☐
|
☐
|
|
Integrated Transport Strategy
|
☒
|
☐
|
☐
|
|
Parks and Recreation Strategy
|
☐
|
☐
|
☒
|
|
Other strategic projects/policies/plans
|
☒
|
☐
|
☐
|
This draft submission has been made in line with the goals
of the Spatial Plan, Environment Strategy, 3 Water Strategy, Integrated
Transport Strategy and the Second Generation District Plan.
|
|
Māori Impact
Statement
There are no known implications.
|
|
Sustainability
There are no known implications.
|
|
LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
There are no known implications.
|
|
Financial
considerations
There are no known implications.
|
|
Significance
This decision has been assessed under the Council’s
Significance and Engagement Policy as being of low significance.
|
|
Engagement –
external
No external engagement was considered necessary.
|
|
Engagement -
internal
The following departments were asked to contribute towards
the draft submission: Resource Consents, City Development, 3 Waters, Resource
Consents, Finance, Transport, Housing, Parks and Recreation, Community
Development and Corporate Policy.
|
|
Risks: Legal /
Health and Safety etc.
There are no known risks.
|
|
Conflict of
Interest
There are no known conflicts of interest.
|
|
Community Boards
There are no specific implications for community boards.
|
