Agenda of Council - 14 00 2021

Council

14 December 2021

Reports

Strategic Framework Refresh Update

Department: Executive Leadership Team

EXECUTIVE SUMMARY

1 This report updates Council on the progress of the Strategic Framework Refresh (the Refresh).

2 This update follows approval of the Refresh project plan in May 2021.

3 The Planning and Environment Committee will be regularly updated, the next update report will be February 14, 2022.

4 Council will receive annual updates.

RECOMMENDATIONS

That the Council:

a) Notes the Strategic Framework Refresh update.

BACKGROUND

5 DCC staff engaged consultants Harrison Grierson to investigate the opportunity to use the ‘Thriving Cities’ City Portrait’ (City Portrait) model for Dunedin as well as to create a Strategic Framework Refresh project plan. This plan was approved by Council in May 2021. The report is provided in attachment A.

6 The existing Strategic Framework incorporates eight high-level strategies, underpinned by a commitment to the principles of the Treaty of Waitangi and sustainability. 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.

7 Staff commissioned an evaluation of the Strategic Framework in 2020. Consultants Harrison Grierson provided 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.

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

9 On 14 December 2020 the findings of the Strategic Framework stocktake evaluation were provided to Council, which indicated that a full refresh was required, along with a high-level outline of potential project phases. This report also flagged that sustainability framework development would be considered as part of the Refresh.

10 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

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

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

11 It was subsequently determined during the development of the 10 year plan 2021-31 that a full review of the DCC Levels of Service was required to align with the Refresh. This was reported to Council on 27 January 2021.

12 Most recently, on 25 May 2021 the Council approved the Harrison Grierson report and an implementation project plan for the Refresh.

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

That the Council

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

Motion carried (CNL/2021/077) with Cr Vandervis recording his vote against.”

That the Council:

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

Division

The Council voted by division:

For: Crs Sophie Barker, David Benson-Pope, Rachel Elder, Christine Garey, Carmen Houlahan, Marie Laufiso, Jim O’Malley, Steve Walker and Mayor Aaron Hawkins (9)

Against: Crs Mike Lord, Jules Radich, Lee Vandervis and Andrew Whiley (4)

Abstained: Nil

The division was declared CARRIED by 9 votes to 4

Motion carried (CNL/2021/078)”

DISCUSSION

Strategic Context

13 There is a significant amount of change expected for the Local Government sector in the next 2-3 years which will impact the strategic environment. Changes include (but are not limited to) Three Waters reform, Resource Management Act reform, the development of a Future Development Strategy, the release of National Emissions Reduction and Adaptation Plans and the Future of Local Government review. Changing legislative requirements and national strategic context will likely have a substantial impact on how the DCC structures a future Strategic Framework.

14 This broader strategic context provides the DCC with opportunities to consider how to effectively contribute to local wellbeing. They also provide an opportunity to re-examine the DCC’s relationship with mana whenua particularly as the country moves to a new phase in the Treaty of Waitangi relationship.

15 In addition, there is ongoing DCC related strategic work to consider as the Refresh progresses including (but not limited to) developing Dunedin’s Emissions Reduction Plan, Housing Action Plan, reviewing the Waste Minimisation and Management Plan and the early stage development for the DCC’s next 10 year plan for 2024-34 (including the Infrastructure and Finance Strategies).

Initial Insights

16 The Harrison Grierson project plan has provided an effective road map for the project team. As staff have worked through the early project phases, some initial insights can be shared.

17 Embedding the Treaty of Waitangi: A critical benefit of developing mana whenua input alongside the broader Refresh project is a greater understanding of alignment between Te Ao Māori, Rūnaka aspirations and DCC aspirations. Discussions with mana whenua have highlighted the need for a clearly articulated vision for Māori wellbeing aspirations within the broader DCC Strategic Framework. Taking a strategic approach to prioritising Māori, will assist in rethinking current arrangements that place too many consultation and engagement demands on mana whenua without improving Māori wellbeing. A strategic approach to delivering on Māori aspirations can be achieved through the development of a Māori Strategic Framework (MSF) that can positively contribute to DCC strategies, plans, policies and culture of the organisation in a way that is meaningful and affirming of Māori interests while also benefiting all of Dunedin.

18 Community Wellbeing Strategies: Staff are keeping up to date with the review into the future of local government. One key aspect the review will focus on is how local government will need to evolve in order to be a key contributor to the success and wellbeing of communities. The DCC has four community wellbeing strategies as part of the suite of eight strategies that form the existing strategic framework. To address future challenges and to create thriving communities, a more defined, aligned and coordinated approach to community wellbeing will be required. This may require that the DCC simplifies the existing DCC strategies to four high level community wellbeing strategies.

19 The establishment of community outcomes and strategic priority areas that are aligned with mana whenua values and wellbeing concepts is a critical step in updating individual strategies. To support this, initial analysis was undertaken to assess existing DCC community outcomes against Te Ao Māori framing. This has shown that at a high level, the architecture of the four wellbeing strategies as an integrated package lends itself well to a Te Ao Māori strategic approach.

20 Continuous Improvement: The Refresh project has initially focussed on stocktaking and mapping alignment across all eight strategies. It is establishing a clear line of sight from high level community outcomes through to objectives, strategies, and plans as well as mapping and aligning DCC measures (levels of service), how we measure them (performance measures, targets and indicators), how we report on performance and how we use data to inform planning. This work is providing opportunities for continual improvement including into existing corporate planning processes, such as changes to activity reporting, levels of service and performance measures.

21 Performance Measures, Monitoring and Evaluation: The Refresh project has also focussed on understanding the effectiveness of the DCC’s existing suite of survey tools used to measure performance and monitor wellbeing. As the Refresh project progresses staff are looking for opportunities to use existing data to inform the refresh of strategies as well as identify data gaps and what data is required to support ongoing decision-making and planning. A critical aspect to developing a refreshed Strategic Framework will also be developing a clear monitoring and evaluation framework to sit alongside a refreshed Strategic Framework architecture.

Project Stages

Project Stage	Proposed Timing
Stage 1. Establishment/Governance	June/July 2021
Stage 2. Definition	June 2021 – March 2022
Stage 3. Community Engagement	March 2022 – June 2022
Stage 4. Strategy Refresh	May 2022 – December 2022
Stage 5. Implementation	January 2023 onwards

Stage One: Establishment

21 Stage one of the plan is complete. This phase of the Refresh Project aimed to establish project oversight in partnership with Māori and to create internal reference and working groups to lead various work streams. Internal meetings were set up to deliver project briefing sessions, share information and introduce the Refresh project to DCC teams.

22 The Refresh Project was discussed at a Māori Participation Working Party (MPWP) meeting on 10 June 2021 to gain advice on how best to achieve mana whenua oversight across the Project. Representatives from Ōtākou Rūnaka, Kāti Huirapa ki Puketeraki Rūnaka and Araiteuru Marae advised that given capacity issues for Māori, the MPWP was the best option for Māori oversight of the Strategic Refresh Project.

23 Refresh Project structure and oversight arrangements are:

· Council Committee Oversight – Planning and Environment Committee

· Mana Whenua and Mataawaka Oversight – Māori Participation Working Party

· Steering Group – Executive Leadership Team.

· Staff Reference Group: the group has expertise on DCC’s current strategic priorities which will inform the development of the Refresh.

· Staff Working Group: the group leads workstreams and provides a forum for a number of DCC projects with interdependencies to the Refresh Project, including South Dunedin Future, Zero Carbon and the Housing Action Plan.

Stage Two: Definition

24 Stage two of the Refresh is subsequently underway with aims to set up a process for refreshing the framework and strategies through workstreams. There are currently five workstreams that form the Refresh Project, these are: Strategy Oversight, Strategy Governance, Mana whenua, Levels of Service and City Portrait. A brief update of each workstream follows.

Strategy Oversight Workstream

25 The aim of this workstream is to develop overarching strategic guidance for the Refresh Project. This will involve the development of an integrated guiding document that includes overarching principles and processes to be followed by all strategy owners.

26 The development of guidance and the creation of overarching strategic architecture, principles and processes to underpin the refresh of individual strategies, will be informed by outputs across all other Strategic Refresh project workstreams. As the Refresh project has progressed this workstream has been responsible for providing advice and analysis to guide decision-making across the workstreams. Particular areas of focus are:

· The relationship between the city ‘wellbeing’ strategies and more operational DCC strategies and plans.

· How statutory requirements can be accommodated and how upcoming legislative and regulatory changes are likely to impact the Refresh project.

· Incorporating the Doughnut Economics perspective into the refresh of DCC strategies.

· The opportunity to embed ongoing strategic refresh and review into existing corporate planning processes to ensure continuous improvements.

27 Next steps include synthesising recommendations based on the outputs of the mana whenua; strategic governance; levels of service and city portrait workstreams in alignment with legislative requirements. This will be used to formulate specific recommendations for steering and governance group consideration in relation to proposed strategic framework architecture and integration; principles; processes and timeframes for implementation.

Treaty of Waitangi Workstream

28 The aim of this workstream is to work alongside mana whenua and mataawaka to develop an overarching Māori Strategic Framework (MSF).

29 This workstream has focussed on developing processes and systems to embed the Treaty of Waitangi within a refreshed strategic framework and across the DCC as an organisation. Research was undertaken on Māori strategic frameworks and Māori wellbeing models. Online hui were held with Māori counterparts from other Councils and hui were held with Māori Academics, mana whenua and mataawaka. These discussions have focussed on a Māori strategic vision for the City and to explore the Thriving Cities, City Portrait model from a Māori perspective.

30 Next steps involve further hui planned for early 2022 to develop Māori values that will underpin the development of a draft MSF. This process will begin to identify and establish Māori aspirations and the actions necessary to enable greater Māori participation and contribution to the future direction of Dunedin city.

31 The Māori Cultural Capability Plan and the Māori Engagement Plan are two further pieces of work being developed as part of this workstream. Both plans are strategic guidance documents to support a stronger Treaty of Waitangi relationship between the DCC, mana whenua and mataawaka.

32 Staff have begun to develop Tu Kotahi, DCC’s Māori Cultural Capability Plan to address the cultural capability needs of staff to meet Treaty of Waitangi obligations and lay the foundations for meaningful engagement with mana whenua and mataawaka communities.

33 The first step in the development of Tu Kotahi was to conduct a cultural capability survey across all DCC staff. The survey was launched in September; 508 individuals (57% of all DCC staff) completed the 52 question survey. The survey has provided staff with the ability to identify what the cultural capability needs of DCC staff.

34 Next steps include developing and designing appropriate initiatives to meet DCC staff cultural capability needs.

35 Staff have begun to develop Tu Hono, DCC’s Māori Engagement Plan. This plan is a key component that will guide the DCC’s Treaty of Waitangi partnership approach. The plan will provide guidance and introduce a set of tools that will assist Council staff with determining when and how to successfully engage with mana whenua.

36 The first phase of this work is now complete. Staff have developed a stocktake of DCC projects currently engaged with mana whenua. This stocktake has provided greater visibility over projects and a greater understanding of the challenges, cultural knowledge gaps and internal processes that are required for successful engagement outcomes.

37 Next steps will involve the production of an online guide and resources that will support DCC staff in their engagement practices and processes.

Strategic Governance Workstream

38 The aim of this workstream is the development of a consistent and aligned approach to the oversight and governance of each DCC strategy.

39 An initial stocktake was completed across each of the eight strategies to identify both formal strategy governance groups and other advisory groups connected to the DCC. The work has also identified purpose, terms of reference, membership, year established, meeting frequency and reporting arrangements.

40 The first phase of this work is now complete and a comprehensive stocktake has identified the status of governance arrangements over the existing strategic framework. The four community wellbeing strategies each have a governance group, although there are differences and inconsistencies across how each governance group operates. A further stocktake of current advisory groups that exist has also been undertaken.

41 Next steps involve workshops in the new year with each of the four existing strategy governance groups to begin to develop a consistent strategy oversight approach that will include a clear purpose, terms of reference and a consistent reporting structure to Council Committees.

Levels of Service Workstream

42 The aim of this workstream is to review the levels of service in preparation for the 10-year plan 2024-34. The review will be based on the renewed Strategic Framework. As mentioned earlier in this report, the project team has identified opportunities to embed ongoing strategic refresh insights into current corporate planning processes, including changes to activity reporting and levels of service.

43 Council’s 10 year plan sets out the activities undertaken by Council. Each activity has levels of service that describe what Council will provide to the community, along with measures and targets used to assess the level of achievement in delivering those activities. These statements, measures and targets are Council’s performance framework. Council reports on how it is achieving its levels of service through its Annual Report and quarterly activity reporting.

44 At its meeting on 27 January 2021, Council agreed that a review of level of service statements and measures would be undertaken in parallel with the Strategic Framework refresh to ensure future alignment of its performance framework with its strategic objectives.

45 Currently there is no formal reporting to Council on progress being made in achieving its strategic objectives. The alignment of levels of service statements with strategic objectives will enable measuring and reporting on progress of both level of service delivery and delivery of the objectives set out in Council’s strategic plans.

46 A review of levels of service has commenced. The objectives of each strategy within the strategic framework have been identified along with their associated indicators of success. Council’s current level of service statements are now being mapped to each strategy’s objectives, to:

· identify the indicators of success that are being measuring through the levels of service work

· identify any levels of service that do not contribute to an objective

· identify objectives that do not have an associated level of service.

47 This mapping exercise is also identifying other work being undertaken that is contributing to objectives but is not associated with a level of service statement. This work is also providing an understanding of the links between Council’s strategic direction and its performance framework. It will assist the development of improved levels of service statements, measures and targets that are meaningful and in line with council’s strategic objectives.

48 Next steps will include holding a series of workshops with Councillors on the Council’s performance framework and its alignment with the strategic framework.

49 City Portrait Workstream: The development of a City Portrait is the initial step towards developing a snapshot of how Dunedin City is performing against the four lenses of the Thriving Cities Model (Global, Local, Social, Ecological). The City Portrait methodology enables the development of a concept of ‘thriving’ that is locally relevant to Dunedin. As a snapshot of the city through a Doughnut Economics lens, the City Portrait is intended to support data-driven discussions to define and measure living well within the means of the planet.

50 Staff undertook initial research and examined four other cities and their application of the City Portrait methodology. Insight gained from Amsterdam, Melbourne, Nanaimo and Portland will inform the development of Dunedin’s City Portrait, including innovative approaches to working alongside the community throughout the process. Meetings were held with City of Nanaimo staff, Doughnut Economics Advocates New Zealand, and academics from the University of Otago.

51 Staff conducted a stocktake as a first step in applying the City Portrait methodology to Dunedin. The stocktake involved mapping out DCC’s current strategic objectives, community objectives and Levels of Service. Where applicable, the stocktake assessed how the DCC’s existing strategies reflect the ‘lenses’ of the City Portrait model. The results of the stocktake have informed an initial draft City Portrait, which illustrates Dunedin’s current social foundation. Creating a City Portrait is a highly iterative process and is intended to be informed by ongoing engagement with stakeholders and the wider community.

52 Next steps involve capturing data to further inform the development of the City Portrait. Staff will continue to develop internal understanding and input into the development of the City Portrait. Following this, staff will work with the community to further develop a ‘Thriving Dunedin City’ community vision to inform the final City Portrait product.

OPTIONS

53 Not applicable.

NEXT STEPS

54 Next steps for each of the workstreams have already been identified within the body of this report.

55 A Strategic Refresh Project workshop for Councillors to present progress across all the workstreams is planned for early in 2022.

56 The next phase of the Strategic Refresh project plan is Stage 3 – Community Engagement, which will begin early in 2022. Under Stage 3, a further workstream will be developed to lead the community engagement part of the Refresh project.

57 The purpose of stage 3 of the Refresh project plan is to socialise the initial City Portrait and the Thriving Cities approach with the wider community. Next steps will involve:

· Develop and design a collaborative approach to community engagement

· Explore opportunities to streamline community engagement with possible annual plan engagement and other DCC engagement opportunities

· Undertake community engagement to develop a community vision for a ‘Thriving Dunedin City’ to inform the development of the Dunedin City Portrait. Community engagement will also involve input and feedback into the current state and future changes to the DCC Strategic Framework.

58 Staff will provide an update to the Planning and Environment Committee in February 2022.

Signatories

Author:	Jeanette Wikaira - Manahautū (General Manager Māori Partnerships and Policy)
Authoriser:	Sandy Graham - Chief Executive Officer

Attachments

	Title	Page
⇩a	Thriving Cities City Portrait: Progressing the Strategic Framework Refresh Report	42

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

This Refresh also 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 Refresh comprises all of the above strategies.

Māori Impact Statement

Mana whenua and mataawaka are partners in the Strategic Refresh and the Māori Participation Working Party is the mechanism for Māori oversight of the Refresh project. Hui about the Refresh and the Thriving Cities model have occurred with mana whenua and mataawaka communities.

Sustainability

Development and adoption of the City Portrait 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 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 an update of the Refresh. The Refresh itself is of high importance and the project plan allows for community engagement.

Engagement – external

DCC has engaged with mana whenua in the work to date. An overview of the Refresh has also been discussed with academics at the University of Otago including a Māori academic forum and the Strategy team at the ORC. Discussions have also been held with Māori senior staff from other Councils.

Engagement - internal

Staff have engaged with departments currently responsible for individual strategies. Staff have also engaged with staff from related work areas, including South Dunedin Future, Zero Carbon, the Housing Action Plan and the wider Māori, Partnerships and Policy directorate.

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

14 December 2021

Residents' Opinion Survey 2020/21 Results

Department: Executive Leadership Team and Community and Planning

EXECUTIVE SUMMARY

1 This report provides a summary of the annual results of the 2020/21 Residents’ Opinion Survey (ROS) (Attachment A).

2 The Dunedin City Council (DCC) has commissioned a ROS every year since 1994. This is the second year that the results have been formally reported to Council.

3 This year’s survey was conducted over the 12 months from 1 July 2020 to 30 June 2021. Overall, residents were less satisfied across various DCC services when compared to the previous year. This report provides a summary of these findings.

RECOMMENDATIONS

That the Council:

a) Notes the annual results of the 2020/21 Residents’ Opinion Survey.

BACKGROUND

4 The ROS is a monitoring tool utilised by the DCC to measure residents’ satisfaction and engagement with a wide range of DCC services and facilities. It has been commissioned by the DCC every year since 1994 and provides an annual snapshot of residents’ satisfaction. Resident opinion surveys are a common tool utilised by other Councils across the country to monitor residents’ satisfaction.

5 Since 2016, the ROS has been conducted on a monthly, rather than annual basis, to provide for analysis of trends throughout the year. Gravitas Research & Strategy Limited was selected in 2019 to conduct ROS following a public procurement process. They have since rebranded to GravitasOPG after being acquired by Big Picture Marketing Strategy & Research Ltd, a New Zealand owned and operated marketing insights and research company.

6 The ROS results are publicly released every year, and most recently reported to Council via a report. All ROS reports from 2006 onwards are available on the DCC website.

7 The aim of the ROS is to provide statistically representative results on residents’ satisfaction with DCC services and facilities and perceptions of Council performance.

8 The specific objectives of the ROS are to:

· Gauge the extent to which the Council is meeting its 10 Year Plan and Annual Plan objectives.

· Measure resident’s satisfaction with the services, facilities and infrastructure Council provides to the community.

· Identify areas for improvement that would be valued by residents.

9 The results of the ROS are used to inform 40 levels of service performance measures that are set out in the 10 Year Plan 2021-2031. Council’s 10 year plan sets out the activities undertaken by Council. Each activity has levels of service that describe what Council will provide to the community, along with measures and targets used to assess the level of achievement in delivering those activities. These statements, measures and targets are Council’s performance framework. Council reports on how it is achieving its levels of service through its Annual Report and quarterly activity reporting.

10 Many of the results from the 2020/2021 ROS report have already been reported to the relevant Council Committees within the quarterly activity reports.

11 Currently staff are undertaking a Strategic Refresh project and as part of this Project, a review of the Council’s levels of service is underway. The focus of the levels of service review is to evaluate the effectiveness of DCC’s existing performance framework and existing suite of survey tools used to measure performance and monitor wellbeing. The review will also assess the best way to gauge community satisfaction of Council services and performance. The review will also assess whether the right questions are being asked for the information that the DCC requires in order to monitor and improve service delivery to the community.

12 The ROS is one survey tool that the DCC utilises as part of a suite of survey tools used to measure performance and monitor wellbeing. Other tools utilised by the DCC unclude the Quality of Life Survey (QoLS), The Peoples Panel Survey, Stakeholder Satisfaction Surveys, The Visitor Centre Survey and other visitor surveys, Community Housing Tenant Survey, and the Travel Time Survey. Of the suite of survey tools, the ROS and the QoLS are the two main surveys the DCC utilises for performance and wellbeing measurement.

13 The QoLS is a collaborative partnership between Auckland Council, Hamilton, Tauranga, Wellington, Porirua, Hutt, Christchurch and Dunedin City Councils and Wellington Regional Council. The survey was first conducted in 2003, repeated in 2004, and has been undertaken every two years since. An overall report is produced, as well as a report for every participating Council region. In 2020 the QoLS measured the perceptions of almost 7,000 New Zealanders across overall quality of life, built and natural environment, housing, transport, crime, safety and local issues, community, culture and social networks, climate change, economic wellbeing, Council processes and impact of Covid-19. The results from the QoLS are particularly useful for undertaking monitoring of progress towards strategic social, cultural, environmental and economic wellbeing goals.

DISCUSSION

ROS Objectives and Methodology

14 The ROS survey is based on a sample of randomly selected residents from the electoral roll, with a target sample size of 1,200 residents each year. Some groups of residents are more likely to respond to ROS than others, younger people in particular are harder to reach through sample surveys like ROS. The results are weighted to known population distributions based on the 2018 census data for age, gender, ethnicity and location to reduce sample bias due to the differential response rate.

15 The ROS 2020/21 Report was conducted over the 12 months from 1 July 2020 to 30 June 2021. A total of 4,800 survey invitations were sent over the 12 months and 1,287 responses were received. A response rate of 31% was achieved compared with 32% in 2019/20. The results have a margin of error of +/-2.7%.

ROS Summary of findings

16 The Residents’ Opinion Survey 2021 report (Attachment A) shows statistically significant differences in results, indicated throughout the report by black arrows, compared to the previous year’s results, or between users and non-users of facilities. These differences are statistically significant at a 95% confidence level.

17 Below is a high level snapshot of the 2020/2021 ROS.

a) Services/facilities residents are most satisfied with in 2021

· Otago Museum (90%)

· Botanic Garden (88%)

· Toitū Otago Settlers Museum (88%)

· Libraries (81%)

· Regent Theatre (81%)

a) Services/facilities residents are least satisfied with

· Availability of parking in the central city (14%)

· Availability of on-street metred parking in the central city (19%)

· The flow of traffic through the city at peak times (22%)

· The suitability of the road network for cyclists throughout the city (32%)

b) Largest increases in satisfaction in 2021 from 2020

· Satisfaction with Dunedin Ice Stadium (up 10 points to 77%)

· Satisfaction with Dunedin Chinese Gardens (up 7 points to 90%)

· Satisfaction with community pools (up 5 points to 76%)

· Satisfaction with sewerage system (up 4 points to 66%)

· Satisfaction with Edgar Centre (up 3 points to 79%)

c) Largest decreases in satisfaction in 2021 to 2020

· Satisfaction with cleanliness of streets (down 16 points to 48%)

· Satisfaction with DCC supporting Dunedin’s economic development (down 15 points to 32%)

· Satisfaction with the performance of Mayor and Councillors (down 15 points to 25%)

· Overall satisfaction with the DCC (down 14 points to 40%)

· Satisfaction with the look and feel of the central city retail area (down 14 points to 51%)

18 High level summaries for each of the activities represented in the survey are provided below.

Public Facilities

Parks Reserves and Open Spaces

19 Visitation and satisfaction of parks, reserves and open spaces remains steady, with slightly more people visiting these spaces than the previous year, particularly for walking and off-road biking tracks which saw a 4% increase. There have been significant decreases in user satisfaction with the Botanic Gardens, walking and biking tracks, and cemeteries.

Sports and Recreation Facilities

20 While usage of most sports and recreation facilities (Forsyth Barr Stadium, Edgar Sports Centre Moana Pool, and Community Pools) had a slight decrease over 2020/2021, user satisfaction with most of these facilities remain steady. In particular the Edgar Centre, community pools and the Ice Stadium saw higher user satisfaction than the previous year.

Other Public Facilities

21 There is a similar pattern with a slight decrease in usage of other DCC facilities (Otago Museum, Toitu, Libraries, Regent Theatre, Dunedin Public Art Gallery, Town Hall, Chinese Gardens, Olveston and the Dunedin i-site Visitor Centre) however for residents who did use DCC facilities, a high satisfaction rating across all facilities was recorded. In particular a significant 7% increase in user satisfaction was recorded for the Dunedin Chinese Garden.

Infrastructure

Water related Infrastructure

22 Overall, just over half the respondents are satisfied with water related infrastructure. After a significant decline in 2019/2020, the percentage of residents satisfied with water infrastructure is stable.

Roading, footpaths, lighting and parking

23 Around half of residents remain dissatisfied with roads, footpaths, lighting and parking, consistent with previous years. Only 29% of residents are satisfied, while 26% are neutral and 46% are dissatisfied with the roading network. Residents are most dissatisfied with the availability of parking in the central city, with 69% dissatisfied, 16% neutral and only 14% satisfied. Half the residents (51%) are also dissatisfied with availability of on-street metered parking and flow of traffic at peak times, with only 19% and 22% satisfied with each respectively.

24 Over the last few years, residents have become more dissatisfied with various aspects of transport. Residents identified parking as a major issue, as well as poor traffic flows and poor-quality roads. Issues raised were also featured amongst residents’ top priorities for the DCC to address this year.

Services

Waste Management

25 Residents were less satisfied overall with waste management with 52% of residents satisfied in 2020/21, compared to 64% in 2019/20. Residents were less satisfied with kerbside recycling, cleanliness of streets, public litter and recycling bins when compared to 2019/20. Residents commented on wanting wheelie bins, needing green waste collection and cleaner streets.

Regulatory Services

26 Residents were less satisfied overall with regulatory services in 2020/21, with 51% satisfied compared to 58% in 2019/20. Lower positive ratings were seen with parking enforcement, control of roaming dogs, barking dogs, and noise when compared to 2019/20. Most common topics from residents’ comments included dogs not being on lead/under control, parking enforcement staff not doing their job, and owners not picking up after their dogs.

Planning and Urban Design

27 Residents were less satisfied with the overall look and feel of the city in 2020/21, with 62% satisfied compared to 70% in 2019/20. Positive ratings about overall look and feel have been gradually decreasing since 2016/17. Residents were also less satisfied with the look and feel of suburbs/townships, retail centres and the central city retail area in 2020/21 compared to 2019/20. Residents’ comments noted the DCC is focusing on the wrong development areas and types and that there are too many empty retail stores.

Communications, Contact and Information

28 Overall satisfaction with how well DCC keeps residents informed has declined significantly for the second consecutive year. Satisfaction with the DCC website, the DCC FYI newsletter and DCC Social Media have also declined significantly this year.

29 The percentage of respondents who interacted with DCC staff increased over 2020/2021 with 36% of residents making contact with the DCC, with over half of these interactions occurring via telephone. Of the respondents who contacted DCC staff the majority were satisfied with how staff communicated with them.

Leadership and Overall Satisfaction

30 Satisfaction with the DCC’s city festivals, events and economic development along with satisfaction of the Mayor, Councillors and Community Board members and satisfaction with the amount of public consultation undertaken, have all declined significantly from the previous year.

31 A third of residents are satisfied with overall value for money, with positive ratings at 32% in 2020/21 compared to 42% in 2019/20. This follows the trend from the previous year, where satisfaction decreased from 46% in 2018/19 to 42% in 2019/20.

32 Residents commenting about Council performance most frequently cited issues with focusing on the wrong areas, issues or plans, and on the need to reduce rates, wanting more value for money, and for the DCC to spend more wisely.

Perceptions of Dunedin

33 Relative to prior years, the survey indicates that positive ratings have declined significantly for residents’ perceptions of the majority of measures (Dunedin maintains and preserves its architectural heritage, Dunedin is a safe city, Dunedin recognises and supports cultural diversity, Dunedin is a fun city, Sense of neighbourhood community, Dunedin is a thriving city, the DCC is a leader in encouraging the development of a sustainable city). The only measures that have remained stable are Dunedin being both a creative and sustainable city.

Overall satisfaction with DCC

34 With a number of disruptions over the 2020/2021 year, perceptions of DCC services and facilities have decreased, with 40% satisfied in 2020/21 compared to 54% in 2019/20.

Overall value for money

35 A third of residents are satisfied with overall value for money, with positive ratings at 32% in 2020/21 compared to 42% in 2019/20. This follows the trend from the previous year, where satisfaction decreased from 46% in 2018/19 to 42% in 2019/20.

Top priorities

36 Residents provided their top two priorities for the DCC this year. The top two priorities featured in the responses include maintaining infrastructure and more parking. Other priorities include more environmentally friendly initiatives and reducing city debt. The top priorities in the responses provided are the same as the previous year, however maintenance of infrastructure is now the most prominent priority compared to 2019/20 where more parking was the top. A summary of the comments is provided below and on page 70 of Attachment A.

Correlation analysis

37 A performance versus importance correlation analysis was undertaken last year by GravitasOPG, and again for the 2020/21 year (see pages 72-75 of Attachment A). This analysis considers the relationship of each measure in the survey to the overall satisfaction question.

38 Roading, performance of Mayor and councillors and Community Boards were areas that are of high importance but lower performance in 2020/21. This reflects last year’s analysis where the same areas were also noted for improvement. These areas strongly influenced residents’ overall satisfaction ratings, and improvement would be expected to boost overall satisfaction with the DCC.

Summary

39 While the ROS provides the opportunity to understand what Dunedin City residents think about the Council, the results reflect a snapshot of residents’ perceptions at one point in time. There are many factors that contribute to an individual’s perceptions and so it cannot be assumed that all opinions of Dunedin residents have been captured via this survey methodology. Further research would be necessary to provide a more in-depth and comprehensive understanding of the reasons behind particular results and perceptions.

40 Historically the DCC have collected the ROS data without understanding how the data can effectively be used. Now, with the Levels of Service review underway, DCC plan to incorporate the ROS data into a continuous improvement programme to drive improvement of service delivery. ROS results will be used to monitor and track progress against the Annual Plan and 10 Year Plan. The ROS results will also be used to understand residents’ perceptions, measure trends and changes over time, assess existing operational activities and identify opportunities for improving satisfaction and overall performance.

41 Progress with the Levels of Service review means that staff are already starting to measure and assess the results of the ROS, consider what action can be taken to make improvements in what will become a continual cycle of improvement. Changes to quarterly activity reporting and the use of ROS results have already occurred throughout 2021 and further improvements will occur throughout 2022.

NEXT STEPS

42 The 2020/21 ROS results report will be uploaded onto the DCC website. GravitasOPG will continue to deliver the ROS survey monthly.

43 The Levels of Service review and the continuous improvement approach to embedding change across the Council’s performance framework will assist in on-going monitoring and evaluation to ensure the DCC uses the ROS results to deliver improved services to the Dunedin community.

Signatories

Author:

Jeanette Wikaira - Manahautū (General Manager Māori Partnerships and Policy)

Jessie Wu - Policy Analyst

Authoriser:

Sandy Graham - Chief Executive Officer

Attachments

	Title	Page
⇩a	Residents Opinion Survey Results Report 2020-2021	82

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

The ROS survey enables democratic local decision making and action by, and on behalf of communities.

Fit with strategic framework

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

The ROS contributes to all aspects of the strategic framework as it gauges resident’s opinions on DCC services and performance across the board.

Māori Impact Statement

No specific impact identified. The ROS survey is based on a randomly selected sample of the Dunedin population.

Sustainability

The ROS survey asks about residents’ perception of Dunedin as a sustainable city, and whether the DCC is a leader in encouraging the development of a sustainable city.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The ROS survey asks about resident’s satisfaction with the ‘value for money’ of the services provided by the DCC.

Financial considerations

There are no direct financial considerations.

Significance

The significance of this report is low, in terms of Council’s Significance and Engagement policy, as it is for noting only.

Engagement – external

The ROS survey is a form of external engagement.

Engagement - internal

ROS survey results are available to management and staff monthly, and some results have been reported to Council committees quarterly. Reporting of ROS results will be considered as part of future work on non-financial reporting, levels of service and strategic framework refresh.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

ROS survey result breakdowns are available at a community level, which includes Community Board areas.

Council

14 December 2021

Council

14 December 2021

Dunedin City Council's Letter of Expectations for Dunedin City Holdings Limited and Group

Department: Office of the Chief Executive

EXECUTIVE SUMMARY

1 The purpose of this report is to consider a draft Letter of Expectations (“the Letter”) for the Dunedin City Holdings Limited (DCHL) Board. The draft Letter is at Attachment A.

2 The Letter provides Council's direction to DCHL, outlining the parties' respective accountabilities, roles and responsibilities, and the future plans of the Shareholder. The Letter will assist DCHL and the wider group in developing their Statements of Intent (SOI) documents for 2022/23.

RECOMMENDATIONS

That the Council:

a) Considers the draft Letter of Expectations to the Board of Dunedin City Holdings Limited on behalf of the Council as Shareholder.

b) Authorises the CEO to make any changes to the Letter of Expectations following Council’s feedback.

c) Authorises the Mayor to sign the Letter of Expectations on behalf of the Council as Shareholder.

BACKGROUND

3 Council and the Boards of the Council-Controlled Organisations (CCOs) continually work to enhance the relationship between all organisations.

4 The Council and DCHL are both aware of the importance of the Letter of Expectations in ensuring that the subsidiaries are aware of Council's expectations of the Group. The Letter is a governance and accountability tool that communicates what outcomes the Council, as Shareholder, wants from its CCOs.

5 Council sends an annual Letter of Expectations to DCHL with the intention that this information will be discussed and implemented within the wider Council Group.

6 The expectations are, where appropriate, included in the group’s draft SOIs which are due to Shareholders by 1 March 2022.

7 The most recent Letter of Expectations was issued to DCHL on 25 February 2021 and a copy is attached to this report at Attachment C.

DISCUSSION

8 The attached draft Letter for the 2022/23 financial year details the expectations of Council under the following headings:

· DCHL purpose

· Focus for the 2023 financial year

· Climate change

· General expectations of DCHL

· Dividends and debt

· Group Investment Plan

· Reports

· Working with DCC

· Next steps.

9 The draft Letter is seeking to have strategic alignment between DCC and DCHL, through enhanced communications and engagement.

10 It identifies some specific items for the 2022/23 financial year including continuing to work towards adopting living wage policies, achieving the best from its investments for Dunedin, and continuing to set targets and strategies that will contribute to Council’s goal of reducing Dunedin’s carbon emissions to net zero by 2030.

11 The draft Letter acknowledges the commitment of DCHL to address climate change. It asks DCHL group to review its activities and advise Council how the DCHL group will contribute to the Council’s zero carbon work programme.

12 The draft Letter identifies that a greater level of certainty and transparency is needed on DCHL’s dividend policy. It requests a Group wide view of where debt and debt servicing are best placed.

13 The draft Letter identifies that Council wishes to be a more active shareholder. Over the next 18 months, Council will lead the development of a group wide investment plan for all its investment assets. This will be a consolidated review of the group, and it is expected that DCHL will fully engage and assist with the process as necessary.

OPTIONS

14 This report is seeking feedback on the content of the Letter of Expectations prior to finalisation and issuing to DCHL.

NEXT STEPS

15 Once agreed, the Letter of Expectations will be signed by the Mayor on behalf of the Shareholder and sent to the Board of DCHL for action.

Signatories

Author:	Kim Barnes - Executive Advisor
Authoriser:	Sandy Graham - Chief Executive Officer

Attachments

	Title	Page
⇩a	Draft Letter of Expectations	167
⇩b	Draft Letter of Expectations with tracked changes	171
⇩c	Current Letter of Expectations	175

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report relates to providing local infrastructure, public services and regulatory functions for the community.

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 performance of the companies helps Council deliver across the strategic framework, but this report has no direct contribution.

Māori Impact Statement

There are no known impacts for Māori.

Sustainability

There are no known implications for sustainability.

LTP/Annual Plan / Financial Strategy / Infrastructure Strategy

The report fulfils the financial reporting requirements for Council land the Local Government Act 2002.

Financial considerations

Not applicable.

Significance

This report has been assessed as being of low significance in terms of the Council's Significance and Engagement Policy.

Engagement – external

There has been no external engagement.

Engagement - internal

The final letter will incorporate feedback from Elected Members.

Risks: Legal / Health and Safety etc.

No risks have been identified.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no implications for Community Boards.

Council

14 December 2021

Dunedin City Council Annual Report for the year ended 30 June 2021

Department: Executive Leadership Team

EXECUTIVE SUMMARY

1 This report asks the Council to approve and adopt the Annual Report for the Dunedin City Council for the financial year ended 30 June 2021.

2 Audit New Zealand have provided audit clearance, subject to any final minor amendments.

3 Audit New Zealand have issued a modified audit opinion on the following matters:

· Limited scope qualification in relation to the valuation of Three Waters infrastructure assets. The methodology used by the DCC for the year ended 30 June 2021 is consistent with prior years, however given the current focus on the proposed Three Waters reform, Councils will start looking at how they approach the valuation of these assets. It has been decided that over the coming months DCC senior management will commission an extensive exercise, including the involvement of external infrastructure valuation expertise, to ensure our current approach is still appropriate. The review will cover off all components of the valuation including optimised gross replacement cost, and life to date accumulated depreciation for each asset/asset class.

This exercise may result in a change of approach and also may materially alter the carrying value of DCC’s 3 water infrastructure assets. This exercise will be completed in time for any changes necessary to be made in the 2022 annual report.

· Statement of Service Performance qualification relating to the categorisation of complaints about water, stormwater and wastewater, in particular the number of complaints. Audit New Zealand found that complete records for all complaints made to the DCC were not available and therefore they were unable to determine whether the DCC’s reported results for these performance measures were materially correct. Audit New Zealand also found that the DCC’s system for classifying complaints between the required categories was also deficient and they were unable to determine whether this deficiency results in a material misstatement of the number of complaints reported for each measure.

· Emphasis of matter related to the recent government three waters reform programme announcement in relation to the establishment of the four publicly owned water service entities. The opinion noted that the impact of these reforms, once legislated will mean that the DCC will no longer deliver three waters services.

4 In order to meet the statutory deadline for adoption, the Annual Report has not been reviewed by the Audit and Risk Subcommittee prior to presentation to Council. Independent members of the Sub-Committee will be provided this report and attachments for any feedback. This feedback will be verbally summarised at the Council meeting.

RECOMMENDATIONS

That the Council:

a) Approves the Dunedin City Council Annual Report for the financial year ended 30 June 2021.

b) Delegates the Chief Executive the authority to make any minor editing required to the approved Annual Report for the year ended 30 June 2021.

c) Authorises the Mayor and Chief Executive to sign the Statement of Compliance and Responsibility on behalf of Council.

d) Authorises the Mayor and Chief Executive to sign the Letter of Representation to the auditor on behalf of Council.

e) Receives the Audit Report on the Annual Report for the year ended 30 June 2021; and

f) Adopts the audited Annual Report for the year ended 30 June 2021.

BACKGROUND

5 Each year the Council must prepare an annual report in accordance with section 98 of the Local Government Act 2002. Each annual report must be completed and adopted by resolution within four months after the end of the financial year to which it relates, and within one month after the adoption, the local authority must make publicly available:

· its annual report; and

· a summary of the information contained in its annual report.

6 Last year Parliament passed legislation to extend this statutory reporting timeframe to 31 December.

DISCUSSION

7 This report is of an administrative nature and is of low significance in terms of the Council’s significance and engagement policy. Therefore, it is not necessary to include a summary of considerations or options in this report.

NEXT STEPS

8 The annual report will be published and made available on the website of the Dunedin City Council following Council’s authorisation and adoption of the report content.

Signatories

Author:	Gavin Logie - Chief Financial Officer
Authoriser:	Sandy Graham - Chief Executive Officer

Attachments

	Title	Page
⇩a	Representation Letter to Audit NZ	196
⇩b	Draft Audit Report	204
⇨c	Dunedin City Council Annual Report for the year ended 30 June 2021 (Section 1 Introduction) (Under Separate Cover 2)
⇨d	Dunedin City Council Annual Report for the year ended 30 June 2021 (Section 2 Services and Activities) (Under Separate Cover 2)
⇨e	Dunedin City Council Annual Report for the year ended 30 June 2021 (Section 3 Finance) (Under Separate Cover 2)
⇨f	Dunedin City Council Annual Report for the year ended 30 June 2021 (Section 4 Other Disclosures) (Under Separate Cover 2)

Council

14 December 2021

Resolution to Exclude the Public

That the Council excludes the public from the following part of the proceedings of this meeting (pursuant to the provisions of the Local Government Official Information and Meetings Act 1987) namely:

General subject of the matter to be considered	Reasons for passing this resolution in relation to each matter	Ground(s) under section 48(1) for the passing of this resolution	Reason for Confidentiality
C1 Confirmation of the Confidential Minutes of Ordinary Council meeting - 27 October 2021 - Public Excluded	S6(a) The making available of the information would be likely to prejudice the maintenance of the law, including the prevention, investigation, and detection of offences and the right to a fair trial. S7(2)(h) The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities. S7(2)(b)(ii) The withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information. S7(2)(i) The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations). S7(2)(a) The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person.	.
C2 Confirmation of the Confidential Minutes of Ordinary Council meeting - 23 November 2021 - Public Excluded	S6(a) The making available of the information would be likely to prejudice the maintenance of the law, including the prevention, investigation, and detection of offences and the right to a fair trial. S7(2)(h) The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities. S7(2)(i) The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).	.
C3 Confirmation of the Confidential Minutes of Ordinary Council meeting - 7 December 2021 - Public Excluded	S7(2)(b)(ii) The withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information. S7(2)(h) The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.S7(2)(i) The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations). S7(2)(g) The withholding of the information is necessary to maintain legal professional privilege.	.
C4 Confirmation of the Confidential Minutes of West Harbour Community Board - 20 October 2021 - Public Excluded		.
C5 Community and Community Events Sector Representatives; DCC Grants Subcommittee	S7(2)(a) The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.	Personal information about individuals is included within the report..
C6 Programme Business Case update	S7(2)(c)(i) The withholding of the information is necessary to protect information which is subject to an obligation of confidence or which any person has been or could be compelled to provide under the authority of any enactment, where the making available of the information would be likely to prejudice the supply of similar information or information from the same source and it is in the public interest that such information should continue to be supplied.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

This resolution is made in reliance on Section 48(1)(a) of the Local Government Official Information and Meetings Act 1987, and the particular interest or interests protected by Section 6 or Section 7 of that Act, or Section 6 or Section 7 or Section 9 of the Official Information Act 1982, as the case may require, which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public are as shown above after each item.

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

	Title	Page
⇩a	Summary Financial Information	181
⇩b	Statement of Financial Performance	182
⇩c	Statement of Financial Position	183
⇩d	Statement of Cashflows	184
⇩e	Capital Expenditure Summary	185
⇩f	Summary of Operating Variances	186
⇩g	Financial Review	187

	Title	Page
⇨a	Minutes of Ordinary Council meeting held on 27 October 2021 (Under Separate Cover 1)

	Title	Page
⇩a	Councillor Register of Interest	7
⇩b	ELT Register of Interest	16