Agenda of Infrastructure Services

Infrastructure Services

16 November 2020

Infrastructure Services Committee

MINUTES

Minutes of an ordinary meeting of the Infrastructure Services Committee held in the Edinburgh Room, Municipal Chambers, The Octagon, Dunedin on Monday 3 August 2020, commencing at 1.00 pm

PRESENT

Chairperson	Cr Jim O'Malley
Deputy Chairperson	Cr Jules Radich
Members	Cr Sophie Barker	Cr David Benson-Pope
	Cr Rachel Elder	Cr Christine Garey
	Cr Doug Hall	Mayor Aaron Hawkins
	Cr Carmen Houlahan	Cr Marie Laufiso
	Cr Mike Lord	Cr Chris Staynes
	Cr Lee Vandervis	Cr Steve Walker
	Cr Andrew Whiley

IN ATTENDANCE

Sandy Graham (Acting Chief Officer), Simon Drew (General Manager Infrastructure Services), Robert West (Acting General Manager City Services), Scott MacLean (Acting Group Manager Parks and Recreation Services), David Bainbridge-Zafar (Property Services Manager), Jeanine Benson (Group Manager Transport), Chris Henderson (Group Manager Waste and Environmental Solutions), Tom Dyer (Group Manager 3 Waters), Josh Van Pien (Transport Delivery Manager), Graham McKerracher (Communications and Marketing Manager) and Clare Sullivan (Team Leader Civic)

Governance Support Officer Jennifer Lapham

1 Public Forum

1.1 Public Forum - Sam and Christine Neill

Sam and Christine Neill spoke to the Committee regarding sealing a 500 metre stretch outside their house on Allans Beach Road. They advised that with the increase in traffic they are having issues with dust being blown towards their home and polluting their water supply.

1.2 Public Forum - Paul Cully

The Mayor withdrew from this item.

Mr Paul Cully requested that the Council install some mobility parking around the Arthur Street School area. He advised that he had twin sons who had recently been diagnosed with autism and having a mobility park would enable them to safely pick up and drop off their sibling.

In response to a question staff advised that they were currently working on a this as part of the next consultation process on parking.

Moved (Cr Jim O'Malley/Cr Steve Walker):

That the Committee:

Extend the time limit for the public forum beyond 30 minutes.

Motion carried

Cr Hall entered the meeting in 1.31 pm.

1.3 Public Forum – Lyndon Weggery

Mr Lyndon Weggery spoke to speak on Green Island Landfill and the proposed transfer to Smooth Hill and expressed concerns regarding the management of the landfill.

2 Apologies

An apology was received from Cr Doug Hall for lateness.

Moved (Cr Jim O'Malley/Cr Marie Laufiso):

That the Committee:

Accepts the apology for lateness from Cr Hall.

Motion carried

3 Confirmation of agenda

Moved (Cr Jim O'Malley/Cr Steve Walker):

That the Committee:

Confirms the agenda with the following addition

In regard to Standing Order 21.1, that 21.4, Option C be adopted in relation to moving and seconding and speaking to amendments.

Motion carried

4 Declarations of interest

Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have.

Cr Benson-Pope advised that he been given the delegation to resolve appeals on behalf of Council on behalf of Council for the Second Generation District Plan.

Moved (Cr Jim O'Malley/Cr Chris Staynes):

That the Committee:

a) Amends the Elected Members' Interest Register; and

b) Confirms the proposed management plan for Elected Members' Interests.

Motion carried

Part A Reports

5 Property Services Activity Report for the two quarters ending 30 June 2020

In a report from Property Services an update was provided on operations, maintenance and capital works for the period 1 January to 30 June 2020.

The Property Services Manager, David Bainbridge-Zafar, and Acting General Manager City Services, Robert West were in attendance to speak to the report and respond to questions.

Cr Christine Garey left the meeting at 2:21 p.m..

Moved (Cr Marie Laufiso/Cr Doug Hall):

That the Committee:

a) Notes the Property Services Activity Report for the two quarters ending 30 June 2020.

Motion carried (ISC/2020/018)

6 Parks and Recreation Activity Report for the Two Quarters ending 30 June 2020

In a report from Parks and Recreation an update was provided on operations, maintenance and capital works, including contracted out services, for the period 1 January to 30 June 2020.

The Acting Group Manager Parks and Recreation, Scott MacLean and Acting General Manager City Services, Robert West were in attendance to speak to the report and respond to questions.

Cr Christine Garey returned to the meeting at 2:22 p.m.

Cr Mike Lord left the meeting at 2:38 p.m.

Moved (Cr Steve Walker/Cr Andrew Whiley):

That the Committee:

a) Notes the Parks and Recreation Activity Report for the two quarters ending 30 June 2020.

Motion carried (ISC/2020/019)

7 3 Waters Activity Report for the two Quarters ending 30 June 2020
	In a report from 3 Waters an update was provided on operations, maintenance and capital works, including contracted out services, for the period 1 January to 30 June 2020. Cr Doug Hall left the meeting at 2:42 p.m. The Group Manager 3 Waters, Tom Dyer, was in attendance to speak to the report and respond to questions. Cr Doug Hall returned to the meeting at 2:46 p.m. Cr Mike Lord returned to the meeting at 2:46 p.m.
	Moved (Cr Rachel Elder/Cr Mike Lord): That the Committee: a) Notes the Three Waters Activity Report for the six months ending 30 June 2020. Motion carried (ISC/2020/020)

	Moved (Cr Jim O'Malley/Cr Mike Lord): That the Committee: Adjourn at 3.11 pm and reconvene at 3.20 pm. Motion carried (ISC/2020/021)

8 Waste and Environmental Solutions Activity Report for the two quarters ending 30 June 2020

In a report from Waste and Environmental Solutions an update was provided on operations, maintenance and capital works, including contracted out services, for the period 1 January to 30 June 2020.

The Group Manager Waste and Environmental Solutions, Chris Henderson spoke to the report and responded to questions.

Moved (Cr Steve Walker/Cr Doug Hall):

That the Committee:

a) Notes the Waste and Environmental Solutions Activity Report for the six months ending 30 June 2020.

Motion carried (ISC/2020/022)

9 Transport Activity Report for the Two Quarters ending 30 June 2020

In a report from Transport an update was provided on operations, maintenance and capital works, including contracted out services, for the period 1 January to 30 June 2020.

The Group Manager Transport, Jeanine Benson and Transport Delivery Manager, Josh Von Pein spoke to report and responded to questions.

Moved (Cr David Benson-Pope/Cr Christine Garey):

That the Committee:

a) Notes the Transport Activity Report for the six months ending 30 June 2020.

Motion carried (ISC/2020/023)

10 Naming of new roads and private ways
	In a report from Transport approval was sought for road names for two private way roads. The road names proposed by the developers have been assessed against the DCC Road Naming Policy, and all the road names comply.
	The Team Leader Regulatory Management, Tami Sargeant and Group Manager, Jeanine Benson spoke to the report and responded to questions.
	Moved (Cr David Benson-Pope/Cr Mike Lord): That the Committee: a) Names a private way off Pembrey Street, Mosgiel as ‘Cosgrove Place’. b) Names a private way off Hill Road, Warrington as ‘Okahau Terrace’. Motion carried (ISC/2020/024)

11 Items for Consideration by the Chair

Cr Hall requested an update on the management of the Bethunes Gully plantation.

The meeting concluded at 4.21 pm.

..............................................

CHAIRPERSON

Infrastructure Services

16 November 2020

3 Waters Activity Report for the quarter ending 30 September 2020

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) Establishment of long-term 3 Waters pipe renewals contracts.

b) A Delivery Plan for $15.8M of 3 Waters Stimulus Funding was submitted to the Department of Internal Affairs.

c) Good performance against wastewater discharge resource consents.

d) Continued decreasing foul sewer blockage trends.

RECOMMENDATIONS

That the Committee:

a) Notes the Three Waters Activity Report for the quarter ending 30 September 2020.

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 impacts on the environment.

DISCUSSION

Management of Three Waters services

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

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

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

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

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

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

Non-financial performance

Service

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

11 Treated water consumption across the city was higher than previous quarter, but similar to previous corresponding periods.

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

13 Figure 3: Response time failures

14 Response time performance has been positive in quarter 1. Limited business disruption relative to early 2020 (due to COVID-19) and improving network performance have influenced this result.

15 Figure 4: Number of customer complaints for drinking water (24 month rolling average)

16 Customer complaint figures were comparable with the previous quarters.

17 Figure 5: Number of wet weather wastewater overflows

18 For quarter 1 there were four recorded overflows across all sites. Three of these overflows were recorded at Kaikorai Valley Road.

Value & Efficiency

19 Figure 6: Number of water main breaks (24 month rolling average)

20 The majority of the watermain failures in quarter 1 were due to age and condition of the network. Failures for this quarter are well below the rolling average.

21 Figure 7: Average duration of unplanned watermain shutdowns in minutes

22 Figure 8: Breakdown of water shutdowns by duration

23 The average water shutdown duration has been constant around the 87min mark over the past year. During longer shut downs alternate water supply arrangements are made, such as use of an alternate supply or provision of a water tanker.

24 Figure 9: Number of foul sewer blockages (24 month rolling average)

25 The number of foul sewer blockages has continued a reducing trend. It should be noted that recent blockage trends are largely caused by rags, and roots. Proactive cleaning of foul sewer pipelines and targeted renewals programmes have helped to continue to reduce the overall number of blockages in the foul sewer network.

26 Figure 10: Percentage wastewater discharge consent compliance.

27 Wastewater discharge compliance for quarter 1 was 98.86%. The minor non-compliance was a result of breaches of long-term limits caused by historically high results. Another non-compliance was caused by high enterococci (bacteria that is an indicator for faecal contamination) at beach sites, however these are considered to be caused by external influences such as rural land runoff as the Tahuna and Green Island WWTPs were discharging effluent within normal quality parameters at the time.

28 Figure 11: Percentage planned maintenance completed

29 In quarter 1, 1,253 plant planned maintenance work orders were created with 1,061 completed orders, 173 unfinished orders and 19 cancelled orders within the designated timeframes. City Care completed 100% of the 878 planned network maintenance work orders for the quarter.

Major initiatives

30 Reid Avenue and Carlyle Road Stormwater Pump Station (SWPS) Upgrades – The design phase of the Reid Ave Storm Water pump station highlighted that a station upgrade may not be the most cost-effective option for flood prevention. To ensure the project achieves cost effective flood mitigation, the pump station upgrade has been put on hold and further options are being considered. The revised approach aims to investigate the wider Mosgiel catchment modelling review along with delivering some short-term minor upgrades to Reid Avenue pump station by the end of 2021.

31 Ross Creek Refurbishment Project – The final stage of recommissioning was successfully completed in December 2019. The Consent Code of Compliance Certificate has been received. Fabrication of artwork for the dam face continues with installation planned to be complete by February 2021 (delayed due to COVID-19 lockdown).

32 3 Waters Pipeline Renewals – Physical works will be delivered through two 6 Year Term Contracts with two of DCC’s key local contractors. Work began in quarter 1 to change the delivery model and commence design work. The term construction contract was signed in mid-October.

33 Seacliff Wastewater Treatment Plant Upgrade – This project is to renew and upgrade an aged, small community wastewater treatment plant that services the Seacliff Community. Staff are working through the resource consent process with ORC and property purchase negotiations. Detailed design will commence once the resource consent is confirmed. At present this is programmed to commence in November 2020 with construction expected to be completed by the end of 2021.

34 Waikouaiti Treatment Plant Upgrades – This project will upgrade the existing water treatment plant at Waikouaiti. A temporary containerised water treatment plant was purchased and has been commissioned at the Treatment Plant to allow the existing filtration process to be upgraded off line. This work is currently being scoped to incorporate the findings that came out from the recent Process Capability Assessment.

35 Water Course Programme - There are currently 48 sites on the watercourse list, which is an increase from the 19 originally scheduled in February 2019. Long term solutions for the five highest priority sites are being actively pursued including Bath Street, Motu Street, Wills Street, Cannington Road and recently added Somerville Street. Urgent remedial work at two additional sites at Moa Street/St Leonards Drive is underway and Careys Bay Hotel have been completed.

36 Smart Water Meters – An open market process was undertaken to engage with a supplier to lead implementation of smart water meter infrastructure. The benefits of this change will primarily be available to commercial and industrial customers and provide them with accurate billing of water consumption and give access to real time usage information to encourage more efficient water use. Formal contract acceptance is expected early November and the project is estimated to take approximately 2 years to roll out.

37 3 Waters Stimulus Funding – A Delivery Plan for Stimulus funding has been developed. The Delivery Plan outlines DCC’s proposed initiatives to utilise Central Government 3 Waters Stimulus Grant of $15.84M. Proposed work includes acceleration of significant volume of capital work, some regulatory and compliance improvements, additional maintenance resource and operational improvements. Final approval of the delivery plan is pending. Work has begun to implement project planning and procurement strategies.

38 St Clair – St Kilda Coastal Plan – the St Clair – St Kilda Coastal Plan mid-engagement update is being considered by the Planning and Environment Committee on Tuesday 17 November 2020.

OPTIONS

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

NEXT STEPS

40 Areas of focus for the next quarter will be:

a) Continued St Clair – St Kilda Coastal Plan community engagement.

b) Delivery of the 2020/21 capital programme.

c) Completion of a $15.84M 3 Waters Stimulus Funding application to the Department of Internal Affairs.

d) Initiation of the 3 Waters Stimulus Funding programme of work.

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

f) Initiate a work programme to respond to the Central Government 3 Waters Review.

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

Signatories

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

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report promotes the environmental 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 Three waters activities support the outcomes of a number of strategies.

Māori Impact Statement

The principals of Te Mana o te Wai are adopted when operating and maintaining the 3 Waters network.

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

16 November 2020

Parks and Recreation Activity Report for the Quarter Ending 30 September 2020

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 July 2020 to 30 September 2020.

2 Highlights for the quarter include:

a) Completion of the data collection phase of the strategic sports facilities review.

b) Release of the Draft Truby King reserve Management Plan for consultation.

c) Completion of the surface upgrade of the University of Otago Oval number 1 outfield.

RECOMMENDATIONS

That the Committee:

a) Notes the Parks and Recreation Activity Report for the quarter ending 30 September 2020.

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 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.

5 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.

6 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.

7 City Sanctuary is Council’s operational contribution to the Predator Free Dunedin initiative. It aims to engage the community in predator trapping in backyards and Council reserves, targeting possums, rats and mustelids.

8 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.

DISCUSSION

9 Freedom Camping:

10 Three community rangers have been employed in a joint initiative with the Department of Conservation (DOC) to cover the season from Labour Weekend until the end of April 2021. The community rangers will patrol a number of DCC and DOC sites across the city, providing education and advice to campers and collecting data via questionnaires.

11 MBIE have reintroduced their funding support for freedom camping again this year. Council will receive $140,000 which will contribute to funding the community rangers, temporary toilet facilities at the unrestricted camping sites and increased security patrols.

12 Reserves and Beaches Bylaw:

13 The Reserves and Beaches Bylaw 2017 contributes to the Parks and Recreation Strategy 2017 – 2027 objective of “our parks, natural landscapes flora and fauna are treasured by the community”.

14 Preparation is underway to promote understanding of the Reserves and Beaches Bylaw over the summer months, particularly not allowing vehicles on beaches. This includes signage at Tomahawk and Warrington coastal reserves reinforcing messages around protection of wildlife and not driving on beaches.

15 The community rangers will visit beaches as part of their daily routine over summer and provide education, information and advice on a number of topics including providing space around wildlife and not driving on beaches.

16 Sports Facilities Strategic Plan:

17 The development of a strategic plan for our sports and recreation facilities is identified as an action in the Parks and Recreation Strategy 2017 – 2027. It contributes to 3 of the strategy’s objectives, being: “people are active”, “we work with others” and “open spaces and facilities support Dunedin’s communities to thrive”.

18 This project is nearing the end of the data collection phase. Data was collected through a community survey that received 525 responses and direct engagement with 51 active sporting codes and other stakeholders in Dunedin.

19 The interim findings of the data collected will be presented to sporting code representatives in early November.

20 Sports Ground Improvements:

21 University Oval field number 1 was extensively renovated with additional sand-slit drainage added. The surface was stripped off to a depth of 40mm, then resurfaced, levelled and seeded. This work was required to bring the outfield up to international cricket standards.

22 AQUATICS

23 Mosgiel Pool:

24 The tender process for the Mosgiel Pool construction is into the second stage. The second stage closes on 23 October with tender evaluation commencing early November.

25 The Traffic Impact Assessment (TIA) has started and discussions with the NZTA are progressing regarding the scope of required upgrades to Gordon Road.

26 Moana Pool:

27 A scope of works has been completed for the upgrade work at Moana Pool. The scope of works includes concept planning, detailed design and project management for the upgrade work identified in the Moana Pool Master Site Plan.

28 Strategic Aquatic Network Review:

29 Staff have commenced a strategic review of the aquatic network in Dunedin, including school and community owned pools. This work will give an understanding of current network provision and identify issues and opportunities. The work will include a needs assessment, facility condition assessments, current funding model review and regional benchmarking.

30 BOTANIC GARDEN

31 The Botanic Garden Strategic Plan is progressing. The stakeholder engagement plan is nearing completion. This will identify key stakeholders and provide an outline of the timing and phases of engagement. Workshops will then be scheduled with key stakeholders seeking their input into the strategic direction of the Botanic Garden.

32 CITY SANCTUARY

33 City Sanctuary is working in partnership with the Valley Project, assisting residents undertaking backyard predator trapping. The Valley Project have also established a community trap-line in Chingford park targeting possums.

34 Student groups have been engaged and supported to establish possum trap lines in the Town Belt and at Aquinas College.

35 There has been growing interest from residents in Maori Hill to take part in the pilot site trapping programme. To date, approximately 20% of the target number of residential properties have installed predator traps through the programme.

36 City Sanctuary ran a successful campaign to engage Dunedin residents with the Great Kererū Count. There was a significant increase in the number of observations (up 250% on last year) and the number of kererū counted (up 200% on last year). The Great Kererū Count has been adopted as a City Sanctuary community outcome measure that will help inform and engage communities about the importance of predator control.

OPTIONS

37 As this is an administrative report, there are no options.

NEXT STEPS

38 Areas of focus for the next quarter will be:

a) Sports facility review. The next planned engagement is a workshop that will be run in partnership with Sport Otago, where findings from the sporting code interviews and community survey will be presented to sports codes.

b) Collating and analysing submissions to the Draft Truby King Reserve Management Plan.

c) Evaluation of the tenders for the Mosgiel Pool construction.

d) Progress the engagement phase of the Botanic Garden Strategic Plan project.

e) Progress the strategic aquatic network review.

Signatories

Author:

Kelly Thompson - Personal Assistant to Group Manager

Authoriser:

Scott MacLean - Acting Group Manager Parks and Recreation

Robert West - Acting General Manager City Services

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report promotes the environmental 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	☒	☐	☐

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.

Infrastructure Services

16 November 2020

Waste and Environmental Solutions Activity Report for the quarter ending 30 September 2020

Department: Waste and Environmental Solutions

EXECUTIVE SUMMARY

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

2 Highlights for the quarter include:

· A third recycling drop-off facility to supplement kerbside recycling in the Tertiary Precinct opened in July.

· Two additional receptacles to provide additional capacity for glass recycling in the Tertiary Precinct were installed in July.

· Green Island Rummage Store refurbishment works were completed in late July.

· Physical works improve traffic flow in the Green Island Resource Recovery area and accommodate the installation of a second weighbridge began in September.

· A new agreement for waste tyres collected at Green Island Landfill to be recycled by Tyre Collection Services began in July.

RECOMMENDATIONS

That the Committee:

a) Notes the Waste and Environmental Solutions Activity Report for quarter ending 30 September 2020.

BACKGROUND

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

DISCUSSION

4 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.

5 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 also managed by Waste Management Ltd.

6 The monitoring and reporting for Council’s one active and five closed landfills are carried out by GHD Ltd.

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

Value and Efficiency

8 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.

9 From July to August 2020 a total of 1,090.47 tonnes was diverted (the figure for September will not be available until early November). This represents a reduction of 10% based on the same period in 2019, when a total of 1209.39 tonnes was diverted. Contamination has increased by 24% from 166.15 tonnes in 2019, to 205.16 tonnes for the same period in 2020, primarily due to the changes in materials accepted for recycling and lower tolerance for contamination at the Material Recovery Facility.

Major initiatives

10 Waste Minimisation Grants – To the end of September, $1,500 has been awarded for small waste minimisation projects of $500 or less. The September round of funding has closed, with final decisions to be made by the Grants Subcommittee in November.

11 Green Island Landfill and Transfer Station Management – The Landfill Gas collection system continues to be improved and expanded as the landfill progresses. Further work to assess the composition of waste entering the landfill is underway in order to potentially further reduce Council’s ETS liability. However, this will be off-set by recent changes to the ETS which will increase the purchase cost of future carbon credits.

12 The installation of a second weighbridge and improvements to the layout of the resource recovery area have been decoupled due to the delays associated with ordering a weighbridge from overseas during COVID-19. The new weighbridge is expected to be delivered in early December. The improvements to the layout of the resource recovery area and Rummage Store have progressed on schedule.

13 City Recycling Facilities – A third facility to supplement kerbside recycling in the Tertiary Precinct was opened in July located next to the Marsh Study Centre on Castle Street. This facility is hosted by the University of Otago. Potential new sites for additional facilities south of the Octagon have been identified and are now being worked through with internal departments, stakeholders, and land owners.

14 Glass Recycling in the Tertiary Precinct – Funding received from the Glass Packaging Forum was used to purchase two additional Glass ‘Bintainers’ to provide additional capacity for glass recycling in the Tertiary Precinct. The two sites have been installed after consultation with the University of Otago and as agreed with DCC Parks and Recreation.

15 Public Places Recycling Bins – The procurement of replacement public places recycling bins has begun, with the Procurement Plan and RFP documents being drafted. This procurement will involve an ongoing programme of replacing existing bins with a new style bins that are current best practice and consistent with other districts, and includes the facility to add remote monitoring if required.

16 Rural Diversion Days – In response to an initiative to provide more diversion opportunities for rural communities, DCC supported the Portobello Lions Club in holding a ‘hawk and hurl’ style event in October. The Outram community is currently planning another similar event, and the West Harbour Community Board has also agreed to hold a similar event in conjunction with the Port Chalmers and District Lions Club.

17 Rural Recycling – A trial rural recycling collection service was started in Momona but had to be suspended during the Covid-19 lockdown. The trial restarted in August and will end in November.

18 Internal Waste Minimisation Initiatives – In order to improve the DCC’s sustainability performance, several sustainability initiatives are being introduced to the DCC. Desk bins have been removed and replaced with small desk cubes for waste, alongside additional recycling bins, designed to change staff behaviour.

19 Combined Community Focussed Composting and Sustainable Living Workshop - In September a facilitated composting workshop was held in Calton Hill which attracted full attendance (12 people). More combined workshops are scheduled in November and further workshops are to be held in conjunction with the University of Otago sustainable living project.

20 Kerbside Recycling Audits - The inspections commenced on 31 August for an 8-week period. A revised methodology was used in order to target a greater number of recycling bins to identify contamination and remind households of the recent changes of recycling acceptance criteria i.e. we no longer take caps, lids, or 3,4,6 & 7 plastics. Further checking will be carried out on bins that contained significant amounts of contaminated material.

21 Rummage Store Improvement Plan – Refurbishment works were completed in late July. The works have attracted good feedback from the public. Improvements have continued with new signage being developed and all shelving receiving a repaint courtesy of the task Force Green team.

22 Education Centre – Planning is underway for refurbishment of the disused gas building (formerly used by Beta Antifreeze) near the Green Island Resource Recovery area and turn it into a community waste reduction education centre. It is expected that this facility will open in spring 2021. Initial clearing of the site and painting of the building will commence in April/May, conducted by Task Force Green.

23 Tyre Recycling – DCC has secured a continuing agreement for tyres to be recycled by Tyre Collection Services based in Christchurch.

24 Waste Futures Project – Following approval by Council on 25 August the consent applications for the proposed Smooth Hill landfill were lodged on 27 August. The consent applications are now undergoing formal review, including requests for additional information.

25 Work is ongoing to develop detailed options for waste diversion infrastructure to reduce waste to landfill and support the objectives of both the Waste Futures project and the Waste Minimisation and Management Plan. These options will be included in the 2021-31 Ten Year Plan Capital Expenditure programme.

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 – Installation of second weighbridge and new security system

· Waikouaiti Landfill – Final capping

· Waikouaiti Transfer Station – redevelopment

· Middlemarch Transfer Station - redevelopment

· Additional City Recycling Facilities

OPTIONS

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

NEXT STEPS

28 Areas of focus for the next quarter will be:

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

· Progressing the Waste Futures project to fully develop the DCC’s future waste services operating model for inclusion in the 10-year plan 2021-31

· Continued implementation of options for the preservation of capacity at Green Island landfill

· Detailed design and procurement 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

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

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

Māori Impact Statement

Tangata whenua will continue to be involved in key Waste Futures projects.

Sustainability

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

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

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

Financial considerations

The updates reported are within existing operating and capital budgets.

Significance

This update Activity Report 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 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

16 November 2020

Property Services Activity Report for the Quarter Ending 30 September 2020

Department: Property

EXECUTIVE SUMMARY

1 This report updates the Committee on Property Services operations, maintenance and capital works for the quarter ending 30 September 2020.

2 Highlights for this quarter include:

a) Community Housing Aotearoa continued their review of DCC’s existing Social Housing Policy 1997 and Social Housing Strategy 2010-2020.

b) Refurbishment of block one of the Palmyra housing site was completed and the units re-tenanted in July 2020. The refurbishment includes improved insulation, new bathrooms, double glazing, and electrical and safety improvements.

c) Successful funding application from the Provincial Growth Fund for $426,298 for the repair and renewal of 12 Dunedin City Council owned community halls and libraries.

RECOMMENDATIONS

That the Committee:

a) Notes the Property Services Activity Report for the quarter ending 30 September 2020.

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 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.

Levels of Service

1) 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 tenant is visited annually and 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 July 2020 and 30 September, 179 tenants were surveyed and 81% completed the survey. Of those that responded 98% said their “housing meets or exceeds their needs”.

13 Comments from respondents who indicated the “housing exceeded their needs” provided positive feedback about the level of service they received from DCC and commented on the location of their unit and how functional, warm and dry their unit is.

14 Between 1 July 2020 and 30 September, 2% of tenants indicated their housing did not meet their needs. This was primarily due to disability related needs, such as requiring a walk-in shower rather than a bath, and a suggestion that a different type of heating source would be more suitable. A planned upgrade to heating sources is underway in order to comply with new healthy homes standards.

15 Staff investigate and follow up all situations where feedback indicates the housing does not meet the tenants’ needs.

Percentage occupancy of Council provided rental housing

16 The turnover time between tenancies is kept to a minimum to ensure the community housing portfolio is effectively meeting the high demand for housing. The occupancy rate is measured as the number of days a unit is occupied during the period divided by the total number of days in the period.

17 Occupancy remains high at 95% as at 30 September 2020.

18 There are currently 21 short-term vacant units, of which 5 units are under offer to new tenants and 16 units are undergoing renovations.

19 Due to ongoing renovations at the Palmyra housing site and School Street housing site, tenants have been relocated. This will affect occupancy rates over the course of the redevelopment.

Number of occupancy changes in community housing

20 The number of community housing units that are vacated over time reflects the volume of work for staff when tenancies end; formalising the end of a tenancy, organising changeover work, and placing and settling in new tenants.

21 The number of tenants vacating is in line with previous years and no seasonal trends were identified.

22 Evidence indicates most vacancies arise due to the death of a tenant or the tenant going in to care.

Waiting list for community housing

23 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.

24 As at 30 September 2020 the waiting list was 272 with 159 of those applicants considered Priority 1 (people over the age of 55, on low income, and below the asset threshold).

25 43 new applications were received between 1 July 2020 and 30 September2020, some applications were processed remotely, during various COVID-19 levels.

26 Approximately half of applicants in the Priority 1 category of the waitlist have received an offer of housing at some stage, which they have declined.

27 The waitlist will be reviewed in January 2021. The review analyses all applicants’ circumstances and their level of housing need.

Community housing rental income

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

29 Rental income for Community Housing typically remains steady as the occupancy rate remains steady. There were three fortnightly payment cycles in July 2020, rather than two, which is why the rental income is higher for this month.

2) Council investment properties are appropriately managed

Percentage overall occupancy of Council investment properties

30 The investment portfolio serves as a non-rates revenue stream for Council. The reported occupancy rate is measured as the number of tenanted lease units divided by the total number of lease units within the portfolio.

31 The investment portfolio contains 16 properties, comprised of 50 lease units. As at 30 September 2020, 45 of these units are occupied, equating to an occupancy rate of 90%.

32 Two vacant units (Parry Street and Rosebank Road) have since been leased in October, and will be reflected in reporting for the quarter ending 31 December 2020.

33 Two vacant units at 54 Moray Place remain advertised for lease following completion of compliance upgrades earlier this year.

34 One retail space vacancy at 211 George Street (Wall Street Mall) is currently advertised for lease, with limited enquiry to date due to the uncertainty created by COVID-19.

Revenue of Commercial and Investment Properties

35 Revenue is generated from commercial and investment properties through rent payments, operational expense recoveries, and rates.

36 Revenue received from both investment and commercial properties remains steady after rebounding from the second quarter of 2020, following the end of COVID-19 rent relief.

37 Investment property revenue has increased following completion of a number of scheduled Consumer Price Index and fixed percentage reviews across the portfolio. The larger increase for the month of August reflects the delayed timing of back rental invoices capturing these increases.

3) Council operational properties are appropriately managed

Percentage of service request resolution times met

38 Overall resolution of scheduled work during the quarter improved upon the prior quarter results (when COVID-19 restrictions were in place) and have continued to perform above target results.

Number of Reactive Work Initiated

39 Reactive maintenance is carried out for all property portfolios. The level of reactive work required is measured by the total number of reactive work orders initiated in a given month.

40 Reported overall reactive work volumes are slightly higher (+1%) than the same quarter in the previous year. This is as a result of maintenance of public toilets transferring from the Parks and Recreation Services Group.

41 The housing portfolio currently accounts for around half of all reactive work. The operational services portfolio is the next largest contributor to reactive work and accounts for around a third of all reactive work. Reactive work related to public toilets is included within this portfolio.

Number of Planned Preventative Maintenance Work Required

42 Planned preventative maintenance (PPM) is carried out for all property portfolios 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.

43 The overall number of PPM work orders is similar to the previous year.

Major initiatives

44 Major initiatives for the period include;

a) Community Halls: Repair and renewal work on 12 community halls commenced, aided by PGF funding of $426,298. Works include roof repairs, repainting, new heating, and general upgrades.

b) Community Housing: Community Housing Aotearoa continued the review of DCC’s existing Social Housing Policy 1997 and Social Housing Strategy 2010-2020.

c) Dunedin Public Art Gallery: Work to repair the roof and atrium commenced. Work is due for completion by December 2020.

d) Palmyra: Refurbishment of block one of the Palmyra housing site was completed and the units re-tenanted in July 2020. The refurbishment includes improved insulation, new bathrooms, double glazing and electrical and safety improvements. Refurbishment of block two commenced in July 2020.

e) School Street: Replacement of nine housing units at the School Street site continued with site excavation work completed.

f) South Dunedin Library & Community Complex: Work on the concept design continued.

g) COVID-19: Property Services provided a range of support during the various levels of the COVID-19 pandemic, firstly to help maintain our essential services in a safe way, and secondly to support Council tenants.

OPTIONS

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

NEXT STEPS

46 Areas of focus for the next quarter will be:

a) Community Halls: Repair and renewal work on 12 community halls will continue, aided by PGF funding of $426,298. Works include roof repairs, repainting, new heating, and general upgrades.

b) Community Housing: A review of DCC’s existing Social Housing Policy 1997 and Social Housing Strategy 2010-2020, will be completed, and will report to Council in December 2020.

c) Dunedin Public Art Gallery: Work to repair the roof and atrium will continue, and is due for completion by December 2020.

d) Dunedin Railway Station: Stage one of a three-stage exterior repair project will start in November 2020. The first stage will concentrate on the north end of the station and will include roof removal, replacement of damaged tiles, extensive lead work, stone repairs, timber replacement and repainting. The second and third stages are planned for 2021 and 2022.

e) Edgar Centre: Roof replacement and compliance upgrade works will commence. This work includes minor structural improvement to the facility, remediating roof leaks, upgrading access for people with disabilities and upgrading fire services. It is scheduled to start in November 2020 and be completed by June 2021.

f) ID Cards: Rollout of staff ID cards will commence.

g) Palmyra: Refurbishment of block two at Palmyra housing site is scheduled to be completed by December 2020. The work includes improved insulation, new bathrooms, double glazing, electrical work, and safety improvements. Refurbishment of blocks three and four are due to commence in 2021 and be completed by 2022.

h) School Street: Continuation of work constructing ten new housing units designed to meet Homestar 8 standard. This project is scheduled for completion by June 2021.

i) South Dunedin Library & Community Complex: Concept design will be completed and an options report will be presented to Council in December 2020.

Signatories

Author:	David Bainbridge-Zafar - Group Manager Property Services
Authoriser:	Robert West - Acting 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 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

16 November 2020

Transport Activity Report for the Quarter ending 30 September 2020

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 quarter include:

a) The construction of Section 4 between Company Bay and Broad Bay of the Peninsula Connection Project continues with $7million of work completed in the quarter. This section is due for completion mid 2021.

b) There has been an effective transition to the new transport maintenance provider Fulton Hogan. The contractor is successfully addressing a backlog of maintenance work and is ahead of programme for preparational repair works required for the 2021/22 re-seal programme.

c) A Mobility project is being rolled out to Transport field staff. This project provides staff with mobility devices that enables information to be accessed remotely and work to be completed on site in ‘real time’ stream lining inspection and audit processes.

d) Work continues to advance several major projects including Our Streets, George Street Upgrade, Tertiary Precinct and Shaping Future Dunedin Transport.

RECOMMENDATIONS

That the Committee:

a) Notes the Transport Activity Report for the quarter ending 30 September 2020.

BACKGROUND

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

· Roads.

· Cycleways.

· Footpaths.

· Bridges and retaining walls.

· Street lighting.

· Traffic signals.

· Road marking.

4 Waka Kotahi, the national road funding authority, provides a financial assistance rate (FAR rate) for works that meet agreed criteria via the National Land Transport Programme. The current FAR rate is 54% and reduces 1% each year until it reaches 51% in financial year 2023/24.

DISCUSSION

Road Maintenance Contract

5 The 10-year Transport Maintenance contract was tendered in June 2019 and awarded to Fulton Hogan with a contract value of $293 million.

6 The contract delivers transport maintenance activities with additional renewal work covering re-seals and a portion of 3 Waters renewals awarded as extra work on the successful delivery of agreed performance targets.

7 A revised performance framework of measures and targets are currently being developed. This will be reviewed by the contracts Governance Board (CGB) in the new year. This is comprised of senior executives from Fulton Hogan, Council and key sub-contractor South Roads and its role is to oversee the successful performance of the contract.

8 The performance framework will also cover a schedule of projects and initiatives that contribute to Council’s think local, social and environmental procurement goals over the duration of the contract. These cover:

a) Within the first three years of the contract Fulton Hogan has committed to reducing carbon emissions by building an energy efficient asphalt plant in Dunedin.

b) Electric vehicles will be used for city cleaning activities and light maintenance patrols. Further electric vehicles will be trialled for suitability across the remaining fleet.

c) Developing strong partnerships with local Iwi through a heads-of-agreement with Aukaha that seeks to identify and develop opportunities for Maori and Pacifica. Currently the contract commits to providing two cadet opportunities for Maori and Pacifica per annum.

9 The contract’s current draft performance framework focuses on the following key result areas (KRAs).

a) Safety – commitment to achieving positive health and safety outcomes and seek opportunities for continuous improvement.

b) Customer Service – responsiveness, communication and works scheduled to minimise disruption.

c) Sustainability – making a positive environmental, social and economic footprint in the region.

d) Value and Assurance – asset management supports quality outcomes while taking a whole of life approach.

Contract – Value and Assurance

10 Work has progressed well in the quarter for mud tank maintenance with 2,706 (31%) inspected versus a target of 25%. Of those inspected 52% (1,407) required cleaning of which 1,270 (90%) have been cleaned for the quarter. This is an increase on those cleaned last year (553) when delays occurred due to the discovery of low-level asbestos traces in mud tank waste. This has been addressed with appropriate operational procedures in place.

11 Inspections and cleans for the quarter covered the following areas: Abbotsford, Concord, Green Island, North East Valley, Port Chalmers, The Peninsula, South Dunedin, Mosgiel, Fairfield, Waldronville, CBD and Pinehill.

Contract - Customer Service

12 Performance is measured by Customer Service Agency (CSA) response times and volumes.

13 Contractor CSA requests totalled 1,206 in the quarter compared to 962 in the previous year’s quarter – an increase of 25%. The largest volume of service requests are related to clearing detritus, potholes, dumping and vegetation.

Contract - Safety

14 Safety performance of Contract 8515: Transport Network Maintenance is measured through Traffic Management Plan (TMP) audits, Health and Safety audit results, and valid complaints from the community.

15 The first quarter health and safety results have been acceptable. Of the 31 TMP audits undertaken by DCC capital delivery staff in July, August and September 2020, all passed with no sites deemed dangerous. When dangerous sites are identified they are shut down immediately.

16 An independent health and safety auditor undertook a review of the contractor’s health and safety documentation in June 2020. The review cited that Fulton Hogan have a range of processes already in place for managing health and safety in relation to the contract. However due to COVID-19 delays, some health and safety aspects such as training have not yet been put in place. A follow up audit is scheduled early November 2020.

Contract – Sustainability

17 During the duration of the contract a number of initiatives and projects are being developed and rolled out that contribute to Councils carbon zero goals. To date the following has been put in place:

a) Purchase of an electric vehicle for the light maintenance patrol fleet- A 100% electric utility vehicle has been purchased for the cyclic patrol fleet. It operates in the CBD and harbour area of Dunedin (including Baldwin Street) filling potholes, fixing signs and undertaking other light maintenance tasks. Charging takes 6 hours and lasts for 1-2 days.

Major initiatives

18 Capital Renewals 2020/21 - Shortfalls in Waka Kotahi funding for the renewal programme remain. Applications to the shovel ready fund made during lockdown to address this shortfall were unsuccessful. Elements of the planned renewal programme have therefore been deferred and budgets adjusted. This will result in asset management renewal targets not being met for kerb and channel and footpaths. Reseal level of service targets will also not be met with an estimated 5.3% of the network being resealed versus a target of 6%. Rehabilitation projects have also been placed on hold with the exception of Ward Street.

19 Pre-seal repairs 2020/21 programme - The timely undertaking of pre-seal repairs is essential for the successful delivery of re-seals. Asset management best practice aims to have all repairs complete 6 to 12 months in advance allowing time for the repairs to settle and cure in preparation of the reseal the following year. This avoids potential seal failures such as flushing. The team is on track to achieve this target in preparation for the 2021/22 reseals with the proposed programme close to being finalised.

20 New Maintenance Contract – The new maintenance contract commenced during lockdown. The contract is a collaborative model with shared office space on Ward Street where DCC and Fulton Hogan teams can work along-side each other sharing resource, expertise and knowledge driving a best for network outcome. The contract aspires to become a cost reimbursable model pending acceptable on-going performance.

21 Mobility Project – A mobility project went live in late October. This provides mobility devices for field staff stream-lining process and reducing the time needed to undertake field audits, inspections and addressing customer issues. Staff using mobile devices are experiencing a significant increase in productivity as necessary information can be accessed and work completed on-site in real-time.

22 Peninsula Connection Safety Improvement Project – The official opening of Section 2 took place in October. The construction of section 4 between Company Bay and Broad Bay is ongoing and due for completion in mid 2021. Section 5 between Portobello and Harington Points is due for tender early next year. An on-line community consultation about the Broad Bay reserve area was undertaken and is now closed with feedback being collated.

23 Our Streets – Harbourlink. The Harbourlink project covers the cycle path between Portsmouth Drive and the Water of Leith Bridge. This and the completion of the SH88 cycleway into Port Chalmers, are the final sections of cycleway to complete a link from Port Chalmers to Dunedin. Construction of the Habourlink is underway with the St Andrew St carpark sealing upgrade (due for completion early December) and works necessary to route the cycleway over the St Andrews Street level crossing. All works are forecasted for completion in March 2021.

24 City to Waterfront Bridge Connection – This project is currently on hold.

25 Tertiary Precinct – The Tertiary Precinct Project will renew underground stormwater and wastewater pipes at the same time as improving safety, enhancing the accessibility, amenity and public space of the streets near the University of Otago and Otago Polytechnic campuses for all users. Preparation of the business case for this project has started. Further detail on this Project will be subject to a Long Term Plan Council report.

26 Central City Project – Retail Quarter (George Street) – A report on this project is being presented to the Planning and Environment Committee on Tuesday 17 November 2020.

27 LED Street Light Installation – 1,061 lights were installed in September with work undertaken in Andersons Bay, St Kilda, St Clair, South Dunedin, Mosgiel and Port Chalmers. The total installed to date is 5,900 with 8,828 remaining. The project has four installation crews, one maintenance crew and additional crews are being sourced from Auckland and Timaru to ensure weekly installation targets are being met with the project on target for 30 June 2021 completion.

28 Shaping Future Dunedin Transport – This is a collaborative partnership between Waka Kotahi, Dunedin City Council and Otago Regional Council to improve how people move into, out of and around central Dunedin. The first stage public engagement was completed on June 2020. A summary report was issued in September 2020. Work continues on the Programme Business Case following public engagement.

29 Minor Safety Improvement Projects (low cost, low risk projects) – Projects planned for completion this financial year are as follows:

a) Blackhead Road footpath and roundabouts at Blackhead Rd/Tunnel Beach Rd and Blackhead Rd/Emerson St (Enhanced FAR rate of 71%)

b) Forbury / Bayview / Allandale roundabout

c) 15 Schools speed management projects

30 Due to funding constraints the following projects planned for completion this financial year have been deferred:

a) Mobility crossings (2021 package)

b) Road safety barrier package (2021 package)

c) Wharf Street/Roberts Street intersection upgrade

OPTIONS

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

NEXT STEPS

32 Areas of focus for the next quarter will be:

· Continue with the LED Street Light Installation.

· Continue the development of the performance framework for the new 10-year Maintenance contract.

· Continue to advance with the minor safety improvement programme.

· Prepare for the 2021/2022 renewal programme.

· Prepare for the next NLTP funding round for 2021/23.

· Continue to progress the major projects.

Signatories

Author:

Merrin Dougherty - Asset and Commercial Manager, Transport

Authoriser:

Jeanine Benson - Group Manager Transport

Simon Drew - General Manager Infrastructure Services

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report promotes the social, economic and environmental 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 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 external 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 known conflicts identified.

Community Boards

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

Infrastructure Services

16 November 2020

Resolution to stop a portion of Willmott Street and Harbour Terrace, Careys Bay

Department: Transport

EXECUTIVE SUMMARY

1 This report recommends concluding the road stopping at 2 Willmott Street (on the Harbour Terrace and Willmott Street frontages) as the public notification process has been completed with no objections received.

RECOMMENDATIONS

That the Committee:

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

b) Resolves that under Section 342 of the Local Government Act 1974 the portion of unformed road described as Section 1 SO 543943 is stopped.

c) Authorises a public notice declaring that the road is stopped.

BACKGROUND

2 The owners of 2 Willmott Street applied for a road stopping to enable a boundary adjustment to accommodate retaining works on their property. This application was reported to the Infrastructure Networks and Service Committee on 15 April 2019.

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

4 The Infrastructure Services and Networks Committee on 15 April 2019 resolved as follows:

Moved Cr Mike Lord/Cr Conrad Stedman): That the Committee:

a) Approves the publishing of a public notice of the intention to stop a portion of legal road adjacent to 2 Willmott Street, Careys Bay, subject to the applicant agreeing to:

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

ii) Pay the Council the actual costs involved in the stopping, regardless of whether or not the stopping reaches a conclusion, AND the value of the stopped road, assessed by the Council’s valuer.

iii) Amalgamate the stopped portion of the road with the title of the adjacent land that is owned by the applicant, namely OT11A/553.

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

v) Register any easements on the stopped portion of road in favour of utility companies and/or relocate any utilities as required.

Motion carried (INF/2019/023)

DISCUSSION

5 The applicants and the Council entered into a conditional sale and purchase agreement in accordance with the Committee resolution.

6 The road stopping was publicly notified on 29 August and 5 September 2020, and no objections were received during the 40-day notification period.

7 The Infrastructure Services Committee is now able to formally resolve to stop the road.

OPTIONS

Option One – Recommended Option

8 As no objections have been received, the Infrastructure Services Committee may declare the road to be stopped.

Advantages

· This option is consistent with the Infrastructure Services Committee decision of 15 April 2019.

· This option will have negligible impact on the public road and will enable the creation of a practical boundary for the construction of retaining works within private land.

· The rateable area of private land will increase (slightly) following amalgamation of title.

Disadvantages

· There are no disadvantages identified.

Option Two – Status Quo

9 The Infrastructure Services Committee may decide not to declare the road stopped.

Advantages

· There are no identified advantages.

Disadvantages

· This option would be inconsistent with the Infrastructure Services and Networks Committee decision of 15 April 2019.

· This option would not resolve the boundary alignment to enable the applicant’s retaining works to proceed.

· This option would result in no increase in the rateable area of private land.

NEXT STEPS

10 If agreed, a public notice declaring that the road is stopped will be published in the Otago Daily Times. A new Record of Title for the stopped road will be raised and the Record of Title will then be transferred and amalgamated with the adjacent property at 2 Willmott Street. The existing water toby will be moved to outside of the new property boundary.

Signatories

Author:

Michael Tannock - Transport Network Team Leader

Paula Dickel - Property Officer Advisory

Authoriser:

Jeanine Benson - Group Manager Transport

Simon Drew - General Manager Infrastructure Services

Attachments

	Title	Page
⇩a	Title Plan SO 543943	87

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	☐	☐	☒

There is no contribution to the Strategic Framework.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

Proactive management of the transportation network supports social and economic sustainability

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications.

Financial considerations

Cost incurred in the process are met by the applicant.

Significance

Engagement – external

Initial consultation has been undertaken with Chorus NZ, Vodafone NZ, 2degrees Mobile, Aurora Energy Limited, Vocus Communications (FX Networks) and adjacent landowners. A full public notification process was carried out and no objections were received.

Engagement - internal

Transport, Parks and Recreation, Customer and Regulatory Services, Community and Planning Group, Planning and Urban Design, Property and Water and Waste Services have been consulted. The In-House Legal Counsel has reviewed this report.

Risks: Legal / Health and Safety etc.

There are no significant risks identified.

Conflict of Interest

There is no conflict of interest.

Community Boards

The Community Board was consulted and had no issues with the proposal.

Infrastructure Services

16 November 2020

Naming of New Private Way

Department: Transport

EXECUTIVE SUMMARY

1 This report seeks approval of a road name for one new private way.

2 The road name proposed by the developer has been assessed against the DCC Road Naming Policy, and the recommended name complies. The suffix ‘Crescent’ rather than ‘Place’ or ‘Close’ is considered most appropriate having regard to the curvature of the accessway.

RECOMMENDATIONS

That the Committee:

a) Names a private way off Hagart Alexander Drive Mosgiel as ‘Alder Crescent’.

BACKGROUND

3 The Road Naming Policy provides the framework for timely and consistent naming of roads that reflect the identity of the local community. For reference, the Road Naming Policy and Road Naming Procedure can be accessed on the DCC website at www.dunedin.govt.nz/road-naming

DISCUSSION

4 The developer has provided a proposed name and an alternative road name for the private way. There are a number of streets within the immediate area which are named with a tree related them i.e. Beech Street, Cedar Crescent, Oak Place, Rimu Court, Elmwood Drive and Ash Place.

5 The following table provides a summary of the road name proposed by the developer, and its compliance with the Road Naming Policy. Additional details, including a full assessment of the road name and the location/map of the new private way is provided in Attachment A.

Summary of proposed road names

Location of road	Proposed road name	Alternative road name	Recommended road name
Private Way at 89 Hagart Alexander Drive Mosgiel (Attachments A and B)	Alder Place	Alder Close or Alder Crescent	Alder Crescent

OPTIONS

Option One – Recommended Option – Name the new private way as recommended

Advantages

· The recommended road name for the private way complies with the similarity, spelling, length and appropriateness criteria of the Road Naming Policy.

· The private way is named, and landowners gain a street address, allowing them to progress with building and access to services including postal deliveries.

Disadvantages

· There are no disadvantages identified with this option.

Option Two – Council does not name the private way (alternative option)

Advantages

· There are no advantages identified with this option.

Disadvantages

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

NEXT STEPS

4 If the private way name is approved, staff will process the required documentation and advise the developers and Land Information New Zealand of the new private way name.

Signatories

Author:

Nick Sargent - Transport Strategy Manager

Authoriser:

Jeanine Benson - Group Manager Transport

Simon Drew - General Manager Infrastructure Services

Attachments

	Title	Page
⇩a	Proposed road name assessment Attachment A	94
⇩b	Proposed road name assessment Attachment B	95

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision supports the social, environmental and cultural 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	☒	☐	☐

This is an administrative function

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

There are no implications for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications

Financial considerations

There are no financial implications as the costs of installing the road signs will be charged to the developers.

Significance

The significance of this decision is considered low in terms of the Council’s Significance and Engagement Policy.

Engagement – external

There has been engagement with the developers.

Engagement - internal

There has been engagement with Transport colleagues regarding the proposed Private Way name.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The new private way is in the Mosgiel – Taieri Community Board area. The community board has been consulted and has not raised any objections to the proposed name.

Infrastructure Services

16 November 2020

Draft Litter Compliance Policy 2020

Department: Waste and Environmental Solutions

EXECUTIVE SUMMARY

1 This report presents an updated Litter Compliance Policy 2020 to the Committee and seeks approval to give public notice of the Council’s intention to adopt this policy.

2 This updated policy extends the regime of littering offences under the existing Litter Compliance Policy 2018 to assist in regulating littering and illegal dumping incidents on public property under the control of Council and on private property.

3 The purpose of the Litter Compliance Policy is to ensure Dunedin’s people and environment remain protected from harm by minimising the negative effects of littering and illegal dumping/fly tipping.

4 The Litter Compliance Policy 2018 (LCP) has been revised and updated in line with provisions set out in the Litter Act 1979 (The Act).

RECOMMENDATIONS

That the Committee:

a) Approves the 14-day public notification of the proposed Litter Compliance Policy 2020.

BACKGROUND

5 The Litter Act 1979 provides that a Council may adopt infringement provisions for breaches of the Litter Act only after it has given at least 14-days’ notice of its intention to do so.

6 The current Litter Compliance Policy (Attachment A) was adopted by Council on 1 May 2018 following a 14-day public notification period. A number of infringement offences were adopted and set out in the policy; however, the existing infringement offences do not provide Council with any powers regarding litter on private land.

7 Since 1 May 2018 warranted Council staff have issued several warning letters and one infringement notice for incidents of illegal dumping on public land under the control of Dunedin City Council.

8 The Infrastructure Services Committee has the delegation to approve and adopt a Litter Compliance Policy and associated enforcement processes.

DISCUSSION

9 Littering and illegal dumping incidents cause wider environmental effects that impact on communities and ecological systems including the contamination of land and waterways.

10 There are areas within Dunedin City that consistently report higher rates of littering and illegal dumping events. Residents, businesses, and visitors to Dunedin often request that Council do more to address these issues.

11 Waste and Environmental Solutions have identified that some households, primarily in the University Campus and City Rise areas, often stockpile general waste on private property while waiting to take advantage of free disposal during the ‘Skip days’ provided by the University of Otago.

12 No matter where the rubbish stockpiles are located, they are usually untidy and a source of nuisance complaints to Council. This rubbish can escape from properties during high winds and heavy rain, as well as attracting animal scavengers. In the worst cases these stockpiles can become potential health hazards.

13 Accordingly, and in recognition of the principles contained in the Sophia Charter (https://www.otago.ac.nz/otagobulletin/otago741232.pdf), Waste and Environmental Solutions have reviewed and suggested amendments to the Litter Compliance Policy with sections of the Act that will deal more directly with litter and illegal dumping incidents on private property. These suggested amendments will assist Council in creating a cleaner and safer environment, especially in the North Dunedin area.

14 The revised policy is attached to this report (Attachment B: Proposed Litter Compliance Policy 2020) with new or amended text coloured blue. The previous wording of the policy has also been simplified where possible, alongside minor changes to the structure of the document.

15 It should be noted that littering or illegal dumping on private land is only an offence under the Act if it is done without the consent of the occupier. In these cases, before the Council could issue an infringement, it would have to contact the occupier and confirm that the litter or dumped items had been left on their property without the occupier’s permission. Where an occupier had given consent, then the Council can issue a Notice to Clear Litter (described below) and may pursue enforcement by issuing an infringement if the occupier fails to comply with the Notice.

Litter Compliance Policy Amendments

16 This report presents the revised Litter Compliance Policy 2020 which includes new infringement offences for breaches of the Act, for:

· Failing to comply with a notice requiring an occupier of private land to clear litter (Section 10);

· Deposit of litter in a public place or on private land (Section 15); and

· Wilful breaking of bottles or glass (Section 16).

17 Section 10 of the Act provides for the issuing of a Notice to Clear Litter on private land that is judged to grossly deface or defile an area:

‘Any territorial authority may serve or cause a Litter Control Officer appointed by it to serve, on its behalf, on the occupier of any private land or any land vested in or controlled by the Crown or any local authority (within the meaning of section 5(1) of the Local Government Act 2002) a notice in writing requiring the occupier, to the satisfaction of an Officer,—

a) to clear away, or remove, from the land; or

b) to clean up; or

c) to screen, cover, or otherwise obscure from view—

such litter as may be specified in the notice within 14 days or such further time as may be so specified, being litter which, in the opinion of the territorial authority, tends to grossly deface or to defile the area in which the private land is sited.’

18 If the occupier fails to comply with a Notice to Clear Litter, then an infringement may be issued. The term ‘occupier’ is defined in the Act and means ‘any lessee, licensee, or other occupant of the land, and includes the owner or the agent of the owner where there is no apparent occupier’. In the case of multi-occupancy properties, every tenant or owner including property managers can be considered as an occupier and where appropriate all could be infringed.

19 The wilful breaking of glass, creating glass litter on roads, walkways, and in recreational areas can cause harm to people and property. The campus and city rise areas of the city have higher incidents of this kind of litter due to the high density of rental properties containing groups of young people.

20 Conversely, littering in the Central City environment is more likely to be caused by a disregard of the environment where materials such as packaging or cigarette butts are disposed of on the ground or in gutters which lead to the stormwater system, and ultimately into the environment and/or ocean. Littering is one significant cause of plastic in our oceans.

21 Existing Council staff who are appointed as Warranted Litter Control Officers (LCO’s) will decide on the enforcement action to take in relation to a littering or illegal dumping incident; this may involve education, warnings, investigations and infringement notices. Nothing in the policy prevents the Council from pursuing a serious offence to prosecution in the District Court.

OPTIONS

Option One – Recommended Option

22 Approve the proposed amended Litter Compliance Policy for 14-day public notification.

Advantages

· The amended policy will give more powers to Council to respond appropriately to littering or illegal dumping incidents, including hazardous litter and the prevention of rubbish stockpiling.

· The amended policy supports Council’s commitment to the Sophia Charter.

Disadvantages

· Additional staff time may be required for alleged littering investigations.

Option Two – Status Quo

23 Do not approve the proposed amend Litter Compliance Policy for 14-day public notification.

Advantages

· No public notification period is required.

· No additional staff time will be required for investigations.

Disadvantages

· The existing policy will remain in force giving Council less powers to respond appropriately to littering or illegal dumping incidents, including hazardous litter and the prevention of rubbish stockpiling.

· Does not support Council’s commitment to the Sophia Charter.

NEXT STEPS

24 If the Council approves the amended Litter Compliance Policy 2020 for publication, a notice will be prepared for insertion in the Otago Daily Times and on the Council website, providing a link to proposed policy, and allow submissions to be lodged within a set period.

25 Staff will then consider the submissions received and make any reasonably necessary amendments to the proposed policy, as required. A final report will be prepared for the Committee, which shall include the proposed version of the Litter Compliance Policy 2020. Adoption of the proposed 2020 policy and revocation of the existing 2018 policy will be sought to be made by way of resolution.

Signatories

Author:

Catherine Irvine - Solid Waste Manager

Chris Henderson - Group Manager Waste and Environmental Solutions

Authoriser:

Simon Drew - General Manager Infrastructure Services

Simon Pickford - General Manager Community Services

Attachments

	Title	Page
⇩a	Litter Compliance Policy 2018	103
⇩b	Proposed Litter Compliance Policy 2020	108

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision promotes the social and environmental 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 objective of the Litter Compliance Policy is to keep Dunedin’s communities and environment free from litter and illegal dumping, ensuring Dunedin remains one of the world’s great small cities.

Māori Impact Statement

This Policy supports the principle of Kaitiakitaka in partnership with Kāi Tahu in their inherited role as kaitiaki.

Sustainability

The Proposed Litter Compliance Policy will enable enforcement action to be taken in accordance with the Litter Act 1979 in respect of littering and illegal dumping events, and the Policy aims to protect people and the environment from harm.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

No LTP/Annual Plan / Financial Strategy /Infrastructure Strategy implications.

Financial considerations

Staff time may be required for investigations in to incidents of littering or illegal dumping. The requirement for additional staff time is unknown and unbudgeted.

Significance

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

Engagement – external

The amended Litter Compliance Policy will be available for public consultation through the 14-day public notice period.

Engagement - internal

Internal engagement has occurred with the Waste and Environmental Solutions, In-House Legal Services, and Environmental Health teams.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

No conflicts of interest have been identified.

Community Boards

Notification will be provided to the Community Boards regarding the 14-day public notice period.

	Title	Page
A ⇩	Minutes of Infrastructure Services Committee meeting held on 3 August 2020	18

Author:	Jenny Lapham - Governance Support Officer
Authoriser:	Clare Sullivan - Team Leader Civic

	Title	Page
⇩a	Open Actions	31
⇩b	Completed Actions	33