Supplementary Agenda of Council

Council

25 May 2021

Reports

Strategic Framework Refresh

Department: Executive Leadership Team

EXECUTIVE SUMMARY

1 The purpose of this report is to update Council on the latest stage of the Strategic Framework Refresh and to seek approval to implement the Strategic Framework Refresh project plan.

2 The DCC’s strategic vision was developed through a city-wide engagement process that started in 2011. Developed over a period of approximately eight years, the first of the DCC’s eight strategies was adopted in 2010 and the last completed in 2017.

3 The Thriving Cities, City Portrait framework was approved in 2020 as a model of sustainability for development and adaptation as part of the refresh of the DCC Strategic Framework.

4 An initial high-level stocktake of the existing DCC framework was undertaken in 2020. The findings of the stocktake and a high-level outline of project phases for the Strategic Refresh was presented to Council in December 2020.

5 Since December 2020, staff have been working with consultants Harrison Grierson to develop capability in understanding the ‘Thriving Cities’ City Portrait model for Dunedin, including discussions with mana whenua. This has informed the development of a Strategic Framework Refresh project plan for the next stages of the Strategic Refresh process.

RECOMMENDATIONS

That the Council:

a) Notes the attached report ‘Thriving Cities City Portrait: Progressing the Strategic Framework Refresh’.

b) Approves implementation of the Strategic Framework Refresh project plan.

BACKGROUND

6 The DCC’s strategic vision was developed through a city-wide engagement process ‘Your City Our Future’ that started in 2011. It was a comprehensive collaborative process, which was the genesis for early strategic partnerships including the Creative Dunedin Partnership.

7 The existing Strategic Framework incorporates eight high-level strategies, underpinned by a commitment to the principles of sustainability and the Treaty of Waitangi. The key strategies were developed by the DCC working with the community and stakeholders over a period of approximately eight years. The first strategy, the 3 Waters Strategic Direction Statement was adopted in 2010, and the last, the Parks and Recreation Strategy was completed in 2017.

8 On 29 September 2020 Council considered a range of sustainability frameworks and approved development of the ‘Thriving Cities’ City Portrait for adaptation for a Dunedin context.

“Moved (Cr Steve Walker/Cr Christine Garey):

That the Council:

a) Considers the sustainability frameworks set out in the report, and

b) Approves development of the City Portrait framework for development and adaptation.

Division

The Council voted by division:

For: Crs Sophie Barker, David Benson-Pope, Christine Garey, Doug Hall, Mike Lord, Jim O’Malley, Chris Staynes, Steve Walker and Mayor Aaron Hawkins (9).

Against: Crs Rachel Elder, Jules Radich, Lee Vandervis and Andrew Whiley (4).

Abstained: Nil

The division was declared CARRIED by 9 votes to 4

Motion carried (CNL/2020/072)”

9 As a first step in the refresh of DCC Strategic Framework, staff commissioned consultants Harrison Grierson to provide an initial high-level stocktake of the existing framework. The evaluation included analysis of the framework itself, DCC staff and Councillor feedback, a survey of existing governance groups and mana whenua feedback. The findings of the stocktake, and a high level outline of project phases for the Strategic Refresh, was presented to Council in December last year.

10 On 14 December 2020 the Strategic Framework stocktake evaluation was reported to Council where it was resolved:

“Moved (Cr Sophie Barker/Cr Rachel Elder):

That the Council:

a) Notes the findings of the DCC Strategic Framework evaluation and the next steps in the refresh of the DCC Strategic Framework.

b) Notes that staff would work with mana whenua and key stakeholders on a process for undertaking the review and report back to Council in May 2021 with a project plan.

Motion carried (CNL/2020/112) with Cr Lee Vandervis recording his vote against.”

11 Based on the Strategic Framework evaluation, a phased process was developed to closely align the following three strategic areas into a single integrated work programme:

· Discussions with mana whenua about priorities and opportunities to integrate Te Ao Māori and Treaty principles into DCC strategy and implementation

· Development of the ‘Thriving Cities’ City Portrait, establishing opportunities to integrate sustainability principles into DCC strategy and implementation

· Refresh of DCC Strategic Framework, comprising existing strategic goals for Dunedin.

12 It was subsequently decided to review the Levels of Service to align with the Strategic Framework refresh.

13 On 23 February 2021 the Council considered a report on 10 year plan 2021-31 proposed levels of service.

“Moved (Mayor Aaron Hawkins/Cr Steve Walker):

That the Council:

a) Notes that staff would work on a process for undertaking a review of Levels of Service statements and measures to align with the Strategic Framework refresh work, with a report back to Council in May 2021 on progress and with a project plan.

b) Notes that staff would be changing the quarterly activity report templates to incorporate performance tracking against 10 Year plan 2021-31 Levels of Service statements and various other reporting measures.

Motion carried (CNL/2021/044).”

DISCUSSION

14 In March 2021, staff commissioned consultants Harrison Grierson to work with the DCC to develop staff and stakeholder capability in understanding the ‘Thriving Cities’ City Portrait model for Dunedin. Harrison Grierson’s report, including the proposed project plan for the next stages of the Strategic Refresh, including reviewing Levels of Service, is attached (Appendix A).

15 The objectives of the Strategic Framework refresh project are to enable a review and update to DCC’s strategies in a manner that is inclusive of mana whenua and the community, and addresses issues highlighted in the 2020 review. The project will achieve this by:

· Developing a good understanding of DCC’s current state and defining common principles and governance procedures to inform development of all strategies.

· Embedding the Thriving Cities – City Portrait model as a means of defining and measuring sustainable outcomes desired for Dunedin.

· Improving DCC partnership with mana whenua generally, with a focus on:

· articulation of what Treaty principles will underpin the Strategic Framework

· exploration of what sustainability and sustainable outcomes means to mana whenua

· exploration of how a Te Ao Māori worldview can be used to develop a City Portrait, including examination of the doughnut economics model.

· Improving partnership with the Dunedin community and promoting the collaborative effort needed for success.

· Reviewing and updating DCC’s strategies and reviewing these against strategic priorities identified through the City Portrait process.

· Enabling implementation of defined sustainable outcomes and ongoing monitoring and adjustment of the strategic objectives, while maintaining an integrated and collaborative approach.

· Reviewing Levels of Service in alignment with the updated strategic priorities.

16 There are five stages to the Strategic Framework Refresh project plan. The scope of the work is phased, with each stage running in parallel and considers internal resources and timelines. Time frames will also be incorporated in the Council’s forward work programme.

17 Stage one (June - July 2021) is an establishment phase. The aim of this phase is to ensure the governance including mana whenua and control group needs are set up to oversee the project. This stage will be critical to the success of the project and time to create this foundation for the project has been factored into the plan. Stage two (June 2021 – March 2022) aims to set up the refresh of the individual strategies for success. Work planned for stage two includes developing an initial City Portrait and the development of a strategy guidance document to be used by all strategy owners to guide the refresh of their strategies. The development of a stakeholder engagement plan to guide community involvement is also part of this stage. Stage three (March 2022 – June 2022) focusses on community feedback. The aim is to socialise the initial City Portrait and the Thriving Cities approach to sustainability with the wider community, as well as gain feedback on the current state of DCC strategies and how these are measured. Stage four (May 2022 – December 2022) will carry out the Framework Refresh informed by the information and analysis of stages 2 and 3. The output of this phase is a renewed Strategic Framework and individual strategies that are reviewed and up to date. Stage five (From January 2023) represents ongoing implementation using the metrics and approaches developed through the earlier stages.

18 A Levels of Service review runs parallel throughout the Strategic Framework Refresh project plan to align Levels of Service for the 2024-34 10 year plan. The Levels of Service review will be based on the renewed strategic framework.

19 Mana whenua involvement is also built into the duration of the Strategic Framework Refresh project plan, across every stage of the project. This approach will be critical to ensuring the DCC’s refreshed Strategic Framework demonstrates a working commitment to the Treaty of Waitangi and a Treaty based partnership with mana whenua.

20 The Strategic Framework Refresh project will be managed by the Manahautū – General Manager Māori, Partnerships and Policy. The work required to implement the project plan will be undertaken within existing staff resourcing. External staff will be managed by existing budgets.

NEXT STEPS

21 If Council approves the Strategic Framework Refresh project plan, staff will begin implementation from June 2021.

22 Regular reporting to Council across key milestone points will occur at every stage of the project plan.

Signatories

Author:	Jeanette Wikaira - Kaiwhakamāherehere
Authoriser:	Sandy Graham - Chief Executive Officer

Attachments

	Title	Page
⇩a	Thriving Cities City Portrait: Progressing the Strategic Framework refresh	11

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision enables democratic local decision making and action by, and on behalf of communities.

This decision promotes the social, economic, 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 report provides a project plan for refreshing the DCC’s Strategic Framework comprising all of the above strategies.

Māori Impact Statement

Mana whenua and mataawaka perspectives have informed the draft project plan and mana whenua will be partners in the Strategic Refresh project. As part of this, the Kaiwhakamāherehere supported by Harrison Grierson, facilitated workshops with mana whenua and Māori academics from the University of Otago were held, to consider how the Thriving Cities, City Portrait model could integrate a Te Ao Māori lens to support the development of an integrated vision of a thriving city in the context of Dunedin.

Sustainability

The DCC’s Strategic Framework is underpinned by the guiding principles of the Treaty of

Waitangi and Sustainability. It is recognised that in the absence of a formal definition or framing of

Sustainability, there is room for ambiguity in its interpretation. Development and adoption of a clear

representation of sustainability is likely to promote social, economic, environmental and cultural

wellbeing of communities in the present and for the future by ensuring that there is clarity on both the interpretation and the measures of sustainability, and promoting consistent application of a

sustainable development approach.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The refresh of the DCC Strategic Framework is expected to bring greater visibility and clarity as to how current and future corporate planning functions (encompassing long term plans and associated

statutory strategies, levels of service and performance measures) are supporting DCC strategic goals

as well as meeting statutory requirements.

Financial considerations

There are no financial considerations.

Significance

This report is considered to be of low significance in terms of the Significance and Engagement Policy as it provides a project plan for the Strategic Framework refresh. The refresh of the DCC’s strategic priorities and strategies is of high importance and the project plan allows for community engagement on this phase of the work.

Engagement – external

DCC has engaged with mana whenua and Māori academics from the University of Otago in the work to date.

Engagement - internal

Harrison Grierson facilitated workshops with the Executive and Senior Leadership Teams, and staff with a role in the key strategies that currently make up the Strategic Framework. The purpose of the workshops was to upskill staff and consider how the City Portrait model could be used to develop an integrated vision of sustainability in the context of Dunedin.

Risks: Legal / Health and Safety etc.

There are no identified risks at this stage.

Conflict of Interest

There are no identified conflicts of interest.

Community Boards

There are no implications for Community Boards at this stage.

Council

25 May 2021

Maori Strategic Development

Department: Executive Leadership Team

EXECUTIVE SUMMARY

1 This report provides an update on Māori strategic development activities being led by the Kaiwhakamāherehere in collaboration with staff.

2 Included is an update on the development of a Māori Strategic Framework and priority areas that flow out of this work. Also provided is an update on mana whenua partnership and Aukaha and DCC partnership activities.

RECOMMENDATIONS

That the Council:

a) Notes the Māori Strategic Development update report.

BACKGROUND

3 From December 2020 the Kaiwhakamāherehere has initiated several Māori strategic development activities to progress work across three main areas;

· The development of an overarching Māori strategic framework that begins to set out key directions for Māori.

· The development of strategic priority areas for the DCC that will enable staff to deliver on outcomes for Māori.

· The strengthening of partnership with mana whenua.

DISCUSSION

Māori Strategic Framework

4 The DCC’s current strategic framework is underpinned by the guiding principles of both the Treaty of Waitangi and Sustainability. A clearer representation of these guiding principles is being explored as part of the strategic framework refresh.

5 As a first step in the refresh of DCC Strategic Framework, staff commissioned consultants Harrison Grierson to provide an initial high-level stocktake of the existing framework. The evaluation included analysis of the framework itself, DCC staff and Councillor feedback, a survey of existing governance groups and mana whenua feedback. In relation to Māori strategy development, the Harrison Grierson report recommended developing a structure with mana whenua through which mana whenua can work with the DCC to develop an overarching Māori strategy that identities priorities for mana whenua; and outlines opportunities to integrate Te Ao Māori and Treaty of Waitangi principles into all DCC strategies and implementation.

6 Feedback from key mana whenua representatives on the existing DCC strategic framework included potential improvements to the strategic framework in terms of Treaty of Waitangi commitments; considerations for governance arrangements; embedding Māori-focused outcomes in future strategies and other opportunities around capturing and using Māori data to inform decision making.

7 The Harrison Grierson report together with mana whenua consultation feedback provide a clear direction for the DCC to develop and agree an overarching Māori strategic framework that will deliver clarity and direction for the DCC’s commitments to the Treaty of Waitangi.

8 From December 2020, the Kaiwhakamāherehere has worked alongside Rūnaka members from the Māori Participation Working Party to progress discussions in relation to the development of a Māori strategic framework that ensures mana whenua development aspirations are understood and incorporated across the DCC’s cultural, economic, environmental and social strategic outcomes.

9 The Kaiwhakamāherehere has been involved in the development of the DCC’s Strategic Framework Refresh Project and has worked closely with staff and consultants from Harrison Grierson. The Strategic Framework Refresh project plan reflects how Mana whenua involvement has been built into the duration of the project plan and across every stage of the project. This culturally embedded and responsive approach will be critical to ensuring the DCC’s refreshed Strategic Framework demonstrates a working commitment to the Treaty of Waitangi and a Treaty based partnership with mana whenua that delivers clear outcomes for Dunedin’s Māori communities.

10 The development of Māori Strategic Framework will ensure Treaty of Waitangi principles are equally applied to all DCC strategies and offer clarity as to how commitments to the Treaty are to be delivered, by whom and how outcomes are to be measured. In addition, there are two key strategic priority areas that will be important for the DCC. The two priority areas that will need to form part of an overarching Māori Strategic Framework are; a Māori engagement plan and a Māori cultural capability plan.

11 A Māori Engagement Plan will be a key component that will guide the DCC’s Māori partnership approach. Such a plan would outline how Council will move towards a future where it is business as usual for staff to view Council work through a Māori responsiveness lens and where staff can engage with Māori in an effective, enduring and valued way. The aim of such a plan would be to enable Māori engagement that ensures DCC’s partnerships with mana whenua and mataawaka are enduring, effective and valued.

12 A Māori Cultural Capability Plan is another key component that will guide the DCC’s Māori partnership approach. Such a plan would help raise the cultural capability and confidence of staff to engage with mana whenua and mataawaka communities. A Māori Cultural Capability plan would support a significant culture shift across the DCC to develop strengthened mana whenua relationships, meet Treaty of Waitangi obligations and develop a set of cultural values that could serve across all DCC engagement, not just Māori.

13 It is intended that as the Strategic Framework Refresh Project plan progresses, the Māori Strategic Framework will also be developed. It will be important that the Māori Strategic work progresses in alignment with the Strategic Framework Refresh project plan.

Mana whenua partnership

14 The DCC’s partnership with mana whenua is expressed in a number of ways across a number of different platforms, including the Māori Participation Working Party (MPWP), DCC project governance arrangements and operational partnerships with Aukaha who work on behalf of both Te Rūnaka o Kāti Huirapa ki Puketeraki and Te Rūnaka o Ōtākou.

15 Mana whenua interests are currently represented within the Council’s governing arrangements by the MPWP. The MPWP was established as a Councillor advisory panel with the aim of providing greater understanding of Māori needs and aspirations and greater involvement in strategic decision making.

16 The MPWP is co-chaired by the Mayor and the Upoko (Head) of Te Rūnaka o Ōtākou. Māori members of the MPWP are currently made up of two members from Kāti Huirapa ki Puketeraki Rūnaka, two members from Te Rūnaka o Ōtākou and one member from Araiteuru Marae.

17 On 24 February 2021, the Local Electoral (Māori Wards and Māori Constituencies) Amendment Bill passed its third reading to become law. This bill removed a barrier to the ability of Councils to establish Māori wards. As a result, many Councils have been reconsidering the establishment of Māori wards as part of their representation arrangements.

18 Initial engagement in early 2021 was undertaken with Council’s key Māori partners to understand the preferences of mana whenua in relation to the establishment of Māori wards. A Representation Review and Māori Wards report was discussed at the MPWP on 17 March 2021 to seek confirmation of the MPWP’s position on establishing a Māori ward.

19 At this meeting, discussion was held on the role and representation of a Māori ward in Dunedin and perspectives of both mana whenua and mataawaka present at the meeting were put forward. Mana whenua’s position was that they would prefer to continue to develop a strong Treaty partnership relationship with Council. While understanding of this approach, mataawaka had concerns that the broader Māori community voice would be under-represented within Council.

20 It was agreed that time to have a more considered and full discussion with the wider Māori community and Council, on the marae needed to occur. The decision was made not to consider a Māori ward until the 2025 local government elections.

21 The 10 year plan consultation hui in April 2021 held with mana whenua and mataawaka communities, as well as the written and oral submissions received by the DCC, signalled the need to strengthen Māori partnership. Submissions asked for more effective representation and participation in decision making and supported the need for a stronger and more meaningful articulation of Treaty partnership with mana whenua.

22 Given the discussions held by member of the MPWP and the recent feedback received from the broader Māori community, as well as the current climate of change in terms of Councils who have voted to establish Māori wards; it is timely for Council to consider alternatives to the current Māori representation arrangements. This could include having Māori representatives on nominated Council standing committees.

Aukaha partnership

23 In October 2019 DCC and Aukaha signed an operational level Partnership Protocol. The aim of this Protocol was to further the partnership by clarifying an operational interface between Aukaha and DCC staff.

24 The Kaiwhakamāherehere, the Aukaha CEO and the Aukaha senior leadership team have regular fortnightly meetings to maintain high level visibility across a range of operational projects. These meetings provide a mechanism to identify potential issues and challenges and identify projects as exemplars for good partnership processes to begin to use as best practice approaches for effective engagement.

25 The Kaiwhakamāherehere has been working alongside DCC staff to ensure successful engagement with mana whenua to ensure more effective decision making, more robust and lasting solutions and more engaged Māori communities.

26 Below is a brief selection of current operational projects between DCC and Aukaha that the Kaiwhakamāherehere has had some recent involvement with.

· South Dunedin Future (SDF): Engagement plans are underway to align the SDF programme to work in partnership with mana whenua and to determine how they will be involved with the project going forward and to develop a shared understanding of the SDF programme.

· South Dunedin Library and Community Complex: Plans are underway to work in partnership with mana whenua in the design phase of the library build. A collaborative co-design process was undertaken in the initial stages of this project.

· George Street upgrade: The DCC and mana whenua are working collaboratively on the George Street upgrade project. The cultural narrative, a key component of the project, was prepared by Aukaha and introduced as a guiding document in the early stages of concept development.

· Waste Futures: The Waste Futures programme was presented to mana whenua, who supported Council’s ambitious waste minimisation targets, the move towards new collection arrangements and the diversion of waste (re-use, re-cycle and re-purpose) from landfill. Regular project updates have been provided to the MPWP, with Aukaha completing the Cultural Impact Assessment for the proposed Smooth Hill Landfill.

· Kaupapa Centre of Digital Excellence (CODE): The development of a partnership with local Rūnaka and Ngāi Tahu gaming companies is a critical component of CODE. Engagement commenced in 2020 with Te Rūnaka o Ōtākou and Kāti Huirapa Rūnaka ki Puketeraki regarding CODE and shareholding in the company as well as ongoing support for activities such as grants, employment pathways and curriculum development.

· Waterfront Bridge Connection: Engagement is underway with mana whenua to review the scope of the bridge project and revisit project objectives to include mana whenua values. Discussions with mana whenua have provided a strong foundation from which to progress the Waterfront Bridge project.

· Dunedin Tunnels Trail: Initial contact has been made with Aukaha at the beginning stages of this project in 2020. A business case and initial designs are being developed and the project team is ensuring that mana whenua are updated as the project progresses.

· Mosgiel Pool: The DCC and Aukaha are working collaboratively on the Mosgiel pool facility. Aukaha are leading the design process to develop the design narrative and concept visuals that reference the natural landscape and traditional iwi narratives.

OPTIONS

As this is an update report, no options have been presented.

NEXT STEPS

27 Regular reporting to Council on key milestone points of the Māori Strategic Framework will occur in alignment with the Strategic Framework Refresh Project reporting.

28 A report that will consider possible Māori representation arrangements will be prepared for the June Council meeting.

Signatories

Author:	Jeanette Wikaira - Kaiwhakamāherehere
Authoriser:	Sandy Graham - Chief Executive Officer

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report enables democratic local decision making and action by, and on behalf of communities.

This report promotes the social, economic, 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	☒	☐	☐

The report aligns with the Council’s key strategies and contributes most directly to the strategic principle of the Treaty of Waitangi.

Māori Impact Statement

This report is a direct result of Kaiwhakamāherehere discussions with mana whenua and mataawaka. It has ongoing implications for relationships with mana whenua and mataawaka in Ōtepōti.

Sustainability

This report is in line with the Sustainability principle of the strategic framework, as it discusses relationship agreements with Māori regarding leadership, decision-making, participation, and effective partnership.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The development of a Māori Strategic Framework is expected to bring greater visibility and clarity as to how current and future corporate planning functions (encompassing long term plans and associated statutory strategies, levels of service and performance measures) are supporting DCC strategic goals, the Treaty of Waitangi as well as meeting statutory requirements.

Financial considerations

There are no financial implications.

Significance

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

Engagement – external

There has been considerable engagement with mana whenua and mataawaka in the development of this report.

Engagement - internal

There has been considerable internal engagement with DCC staff and information for this report has been provided by staff across a range of Departments.

Risks: Legal / Health and Safety etc.

There are no known legal or Health and Safety risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Some of the projects and activities detailed in this report have direct implications for specific Community Boards.

Council

25 May 2021

DCC submission to the Draft Otago Regional Public Transport Plan

Department: Transport

EXECUTIVE SUMMARY

1 This report seeks approval for a Dunedin City Council (DCC) submission (Attachment B) to the Otago Regional Council’s (ORC) 2021/31 Draft Otago Regional Public Transport Plan (Attachment A).

RECOMMENDATIONS

That the Council:

a) Approves the DCC submission, with any amendments, to the Otago Regional Council 2021-31 draft Regional Public Transport Plan consultation.

b) Authorises the Mayor or his delegate to speak to the submission

BACKGROUND

2 The ORC is seeking feedback on their draft 2021-31 draft Regional Public Transport Plan (RPTP). The deadline for submissions is 23 May. The DCC have been granted an extension until 25 May to enable Council to consider the submission at this meeting. The draft RPTP sets out the objectives and policies for delivering public transport across the Otago region over the next ten years.

3 RPTPs are required to be prepared under part 5 of the Land Transport Management Act 2003. Their purpose is to encourage Regional Councils and operators to work together, engage with the public on network design & operation, and to provide information about policies, services, information and infrastructure.

4 The new ORC RPTP will be given effect through ORC’s Long Term and Annual Plans, but at the time of adoption it does not commit to or provide funding.

DISCUSSION

5 DCC staff have drafted a submission in line with current Council strategies and policies. Input was sought from elected members via email. Feedback received from elected members has been included in the submission.

OPTIONS

Option One – Recommended Option – Approve the DCC submission, with any amendments, on the ORC’s draft 2021-31 RPTP

6 Approve the DCC submission, with any amendments, to Otago Regional Council’s draft 2021-31 RPTP.

Advantages

· Opportunity to show support and highlight pathways for working with the ORC, one of the DCC’s major strategic partners.

· Provide feedback on public transport provision in Dunedin, which is relevant to the DCC’s strategic and operational work.

Disadvantages

· There are no identified disadvantages for this option.

Option Two – Do not approve the submission

7 Do not approve the DCC submission on the ORC’s draft 2021/31 RPTP.

Advantages

· There are no identified advantages for this option.

Disadvantages

· Missed opportunity to show support and highlight pathways for working with the ORC.

NEXT STEPS

8 If Council approves the DCC submission on the ORC draft 2021-31 RPTP it will be sent, with any amendments, to the ORC. The DCC will then speak to the submission during the ORC hearings process.

9 If Council does not approve the DCC submission, no further action is required.

Signatories

Author:

Simone Handwerk - Transport Planning Team Leader

Authoriser:

Jeanine Benson - Group Manager Transport

Simon Drew - General Manager Infrastructure & Development

Attachments

	Title	Page
⇩a	Draft Otago Regional Public Transport Plan 2021-31	52
⇩b	Draft DCC submission on ORC draft 2021-31 RPTP	128
⇩c	Dunedin Inner City Bus Loop - Study 1	134
⇩d	Dunedin Inner City Bus Loop - Study 2	199

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision promotes the social, economic, 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	☐	☐	☒

The RPTP identifies public transport priorities and projects that will be delivered by the ORC over the next ten years. Improving Dunedin’s public transport system will contribute to building better communities that make people feel connected and involved (Social Wellbeing Strategy). It will contribute to carbon zero 2030 (Environment Strategy). It will contribute to an accessible, connected and liveable city (Spatial Plan) and a resilient network that provides travel choices and is safe (Integrated Transport Strategy).

Māori Impact Statement

Given the timeframe constraints for submission feedback, staff have been unable to consult with mana whenua on the impacts that may result from a decision to approve the DCC submission.

Sustainability

The DCC submission supports and advocates for improved public transport outcomes that will contribute to carbon zero 2030 objectives.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no known impacts for current levels of service and/or performance measures resulting from a decision to approve the DCC submission

Financial considerations

There are no known financial implications resulting from a decision to approve the DCC submission

Significance

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

Engagement – external

There was no external engagement on this report

Engagement - internal

Staff from the Transport and Policy departments had input into the draft submission

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Issues related to the provision of public transport services to the non-urban areas of Dunedin City are of particular interest to a number of community boards.

Council

25 May 2021

PDF Creator

Council

25 May 2021

PDF Creator

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