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Community and Culture Committee
5 April 2022
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Housing Action Plan Update
Department: Property
EXECUTIVE SUMMARY
1 This
report provides an update on the Housing Action Plan (‘the Plan’),
and an overview of the meetings the Housing Plan Advisor (‘the
Advisor’) has held with stakeholders, as well as the key themes that are
emerging from those meetings.
2 The
Advisor has met with 75 individuals and groups, including iwi, Non-Governmental
Organisations, and Community Boards.
3 The
key themes from these meetings are shown in Attachment A – HAP Key Themes
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RECOMMENDATIONS
That the Committee:
Notes the Housing Action Plan update.
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BACKGROUND
4 In
2020 Council requested that staff undertake a review of the Dunedin City
Council Housing Policy 1997, the Dunedin City Housing Social Housing Strategy
2010-2020, and asked for six monthly update reports on the Plan adopted by
Council in May 2019.
5 In
January 2022 Council approved a new Dunedin City Council Community Housing
Policy, which replaced the Council Housing Policy 1997. This portion of
the work is now complete.
6 The
Plan sets out 16 actions aimed at providing increased and improved housing
stock in Dunedin. The actions address three key result area: healthy
housing, planning, and delivery.
7 Council
agreed to take a stewardship role in implementing and advocating for the Plan,
and since 2019 there has been progress on several of the 16 actions by
departments across Council working together.
8 No
overall project governance structure or work programme involving internal and
external stakeholders had existed. In July 2021 a 2-year Advisor role was
created in the DCC (seconded from Kainga Ora) to support coordinated cross
sector work on housing development, to develop the Plan, and to identify an
appropriate governance structure and create an ongoing work programme.
DISCUSSION
Progress – achievements
in the last SIX months
Action Area 1 – Health Housing Recommendations
Promote Heathy Homes across all tenures
9 Planning
and work towards upgrades of all DCC Community Housing continues. There
is $3 million allocated in the 10 Year Plan 2021-31 for DCC Community
Housing and Healthy Homes work. This work includes heating, ventilation
and draught stopping.
10 Approximately
64% of DCC Community Housing stock has now been audited and improvement work
continues to meet Healthy Home standards. There are 53 community housing
units which are now healthy homes compliant, and 10 community housing units
currently have work underway. The project remains on target to meet the
Residential Tenancies (Healthy Homes Standards) Regulations 2019 by 2024.
Action Area 2 – Planning Recommendations:
Leadership to Deliver Community Outcomes and Action Area 3 – Delivery
Recommendations: Building Homes to meet Community Need
11 The
latest published report from the Ministry of Housing and Urban Development
(ending September 2021) identifies that Dunedin City has:
· 302 applicants on the Social Housing Register
· 52 applicants on the Social Housing Transfer list
12 The
Advisor has assumed a coordination role for meetings between
development/management staff at Kainga Ora and Dunedin City Council
staff. The current meetings are:
· Monthly meetings to assist in early identification of issues with
Kainga Ora potential development sites. Kainga Ora have an ambitious
build target within the city and are looking to build/develop at speed.
Kainga Ora continues to explore appropriate sites for OSM (off site
manufacturing) to aid in speed of build.
· Meetings have been held to aid Kainga Ora in completing an Area
Development Strategy. Kainga Ora wants to align any planned development
to the DCC future work programme for 3 Waters and Transport upgrades.
This review is aimed to inform a long term ‘masterplan’ to fulfil
their goals to build both social and possibly affordable housing in the city.
Dunedin City Council staff have been actively involved in the process and the
outcomes will be shared between the entities.
13 An
update of the appeals to the 2GP Variation 2 is expected in May 2022.
HOUSING ACTION PLAN –
PROGRESS TO DATE
14 The
Advisor has continued to meet with a wide range of stakeholders (both internal
and external) across the Housing Continuum with an interest in housing in
Dunedin. The feedback from stakeholders to this work has been very
positive, and they have welcomed the opportunity to work with the DCC to
improve housing for our community.
15 The
summary of the 75 individuals and 51 groups to date are shown in Attachment B
16 The
Advisor has worked with the Manahautū - General Manager Māori,
Partnerships & Policy to ensure engagement with mana whenua. Meetings
with Runanga Managers of both Otakou and Puketeraki have taken place.
17 The
Advisor has ongoing contact with the management of Arai Te Uru Marae.
This has been in conjunction with Te Puna Kokiri, Aukaha (in the capacity of
Healthy Homes provider), and Habitat for Humanity. The focus has been on
upgrades to the urban marae’s kaumatua housing.
18 The
Advisor has met with some Community Boards in March, and this information has
not yet been incorporated into the table in Attachment B, nor in the key themes
in Attachment A due to the timing of this report.
19 The
Advisor will continue to meet with individuals and groups (including remaining
Community Boards) who want to discuss housing in our city.
20 Conversations
with stakeholders have been wide ranging and very positive. Stakeholders have
very much welcomed the opportunity to discuss current housing issues with the
Advisor, support the approach by Council to work in partnership with the
community on this issue, and have expressed their willingness to contribute
further.
21 As
well as identifying improvement opportunities and actions, there have also been
opportunities for the Advisor to provide information and introductions to
parties to support immediate improvements. An example of this being the
introduction of an interested developer to a provider of progressive home
ownership.
22 The
Customer and Regulatory Directorate is also undertaking proactive steps to
refresh its approach in providing services to our community.
23 The
approach is underpinned by a commitment to ensuring that services are
accessible, adaptable, user-friendly, and tailored to our customers’
changing needs. This includes:
- Helping our residents access the right information and services they
need at the right time
- As regulators, being timely, fair, reasonable, and transparent by:
o understanding the demands and issues affecting our customers and
their sectors
o placing a greater emphasis on public information, stakeholder
engagement so regulatory services are trusted, understood, timely and fit for
purpose
o working collaboratively with others to help them meet regulatory and
compliance obligations
o increasing both our efficiency and capacity to deliver services
o proactive communications and stakeholder engagement
24 This
is a work in progress. Each service area is implementing a tailored work plan
which includes:
- Readjusting operating models which require the lowest customer
effort, providing multiple channels for easy customer access to the information
and services they need
- Ensuring plain English communication that is user friendly and
easily understood (to date we have revised 20 customer letters. This is already
showing promise: since January, we have seen an increased response in the
payment of parking fines, and a reduction of enforcement costs – with a
net value of $80k to date;)
25 Increased
service capacity in building services and the introduction of an Education and
Liaison role to support customers navigate the Building Act and other
legislative requirements, with an increased focus upon feedback loops and
pro-active stakeholder liaison.
26 Making
the most effective use of technology to improve our processes and systems to
increase timeliness, transparency, and efficiency.
27 Revising
data and information collection to strengthen customer feedback loops and
service improvement.
28 The
issues and ideas from the conversations with stakeholders have been grouped
into ‘themes’ by the Advisor, and are listed in Attachment A.
Some anonymised examples of comments by stakeholders have been included into
the themes to give context.
29 The
feedback is grouped into five themes:
· Advocacy
· Affordability
· Communication
· Communities
· Process
30 These
themes will continue to be refined as further stakeholder meetings are held and
will form the basis of hui scheduled for May.
31 The
hui will invite stakeholders to hear the overall feedback, to check if we have
the correct key themes and issues and provide an opportunity to refine these to
ensure they match the issues and opportunities raised. Once finalised,
the themes will inform both the goals of the Plan and specific actions moving
forward.
OPTIONS
32 The
are no options as this report is for noting.
NEXT STEPS
33 The
Advisor will continue to meet with stakeholders.
34 Hui
will be held in May to finalise themes which will inform the Plan and actions.
35 An
update report will go to the Māori Participation Working Party on 15 June
2022.
36 The
Advisor will commence on an implementation plan as part of the next phase of
this project.
Signatories
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Author:
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Gill Brown - Housing Action Plan Advisor
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Authoriser:
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Robert West - General Manager Corporate
and Quality
Sandy Graham - Chief Executive Officer
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Attachments
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Title
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Page
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⇩a
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HAP
Key Themes
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35
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⇩b
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HAP
Individual and group meetings
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40
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SUMMARY OF CONSIDERATIONS
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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
well-being of communities in the present and for the future.
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Fit
with strategic framework
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Contributes
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Detracts
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Not applicable
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Social Wellbeing Strategy
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☒
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☐
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☐
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Economic Development Strategy
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☒
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☐
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☐
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Environment Strategy
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☐
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☐
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☒
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Arts and Culture Strategy
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☐
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☐
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☒
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3 Waters Strategy
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☐
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☐
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☒
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Spatial Plan
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☐
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☐
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☒
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Integrated Transport Strategy
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☐
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☐
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☐
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Parks and Recreation Strategy
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☐
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☐
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☒
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Other strategic projects/policies/plans
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☒
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☐
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☐
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This report responds to Council’s
request for progress on the Housing Action plan 2019 and responds to future
housing needs in Dunedin.
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Māori
Impact Statement
Future housing need and provision is of
significant importance to mana whenua and mataawaka communities.
Meetings have been held with Runanga Managers of both Otakou and Puketeraki.
The Advisor has ongoing contact with the management of Arai Te Uru
Marae. A report will go to the Māori Participation Working Party
in June 2022.
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Sustainability
Planning and future housing need and
provision of the community, and its economic, social, and environmental
well-being.
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LTP/Annual
Plan / Financial Strategy /Infrastructure Strategy
This report responds to submissions
received as part of 10 Year Plan consultation, and to Councils Housing Action
Plan 2019.
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Financial
considerations
There are no known financial
implications.
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Significance
This report is considered of low
significance in terms of the Councils Significance and Engagement Policy.
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Engagement
– external
The Advisor has met with multiple
external parties as outlined in the report.
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Engagement
- internal
The Advisor has had discussions with all
key internal departments and stakeholders - Property Services, 3 Waters,
Transport, City Development, Community Development, Maori Partnership and
Policy, Regulatory Services, and members of ELT.
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Risks:
Legal / Health and Safety etc.
There are no identified risks.
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Conflict
of Interest
There are no known conflicts of interest.
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Community
Boards
The Advisor met with Community Boards in
March 2022.
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Community and Culture Committee
5 April 2022
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Dunedin Former Refugee Steering Group
Department: Community and Planning
EXECUTIVE SUMMARY
1 Council
is asked to note the three-year Resettlement Action Plan developed by the
Dunedin Refugee Steering Group and approve updated Terms of Reference for the
Steering Group.
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RECOMMENDATIONS
That the Committee:
a) Notes the Resettlement Action Plan developed by the Dunedin
Former Refugee Steering Group.
b) Approves the Terms of Reference presented for the
Dunedin Former Refugee Steering Group.
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BACKGROUND
2 The
Dunedin Refugee Steering Group (DRSG) was established in February 2017,
following the city’s selection as a Refugee Resettlement Centre.
The Terms of Reference was approved by the Council, with a Councillor delegated
the role of Chair. Councillor Laufiso is Chair until the end of the
triennium.
3 A
three-year Resettlement Action Plan was identified as a key outcome of the
Group. This has taken longer than three years to develop due to changes
in national strategy, changes in Group membership and the local
environment.
4 The
Action Plan was developed over the past 12 months following three workshops
with DFRSG members (see Attachment A). The Steering Group confirmed the
Action Plan at its February 2022 meeting.
DISCUSSION
Resettlement
Action Plan
5 The
Resettlement Action Plan aims to ensure there is long-term, sustainable support
for former refugees who make their home within the city, and to achieve this,
better understanding of local needs and challenges.
6 Council
is asked to note the Action Plan, which will rely on co-operation of Steering
Group members and other identified stakeholders, engagement with former
refugees, and ongoing monitoring and review to be achieved. DCC staff
will report to the Community and Culture Committee on the Action Plan as part
of regular reporting on Steering Group activity.
Updated
Dunedin Refugee Steering Group Terms of Reference
7 Changes
proposed by the Steering Group members have been highlighted in Attachment B.
There is a proposed amendment to the original group title (Dunedin Refugee
Steering Group to Dunedin Former Refugee Steering Group) and the inclusion of a
Ministry of Ethnic Communities representative on the Group. Group members
note the importance of “former” to denote the change in status
people achieve, moving from refugees to residents of New Zealand. The
inclusion of Ministry staff is recommended with the recent creation of the
Ministry of Ethnic Communities and appointment of local staff.
OPTIONS
Option
One – Recommended Option – Notes the Resettlement Action Plan,
approves the Terms of Reference presented for the Dunedin Former Refugee
Steering Group
Advantages
· Community
representatives, government and non-government representatives have contributed
to the development of the Action Plan and Terms of Reference presented.
· The
proposed Dunedin Former Refugee Steering Group Terms of Reference includes
representation from Ministry of Ethnic Communities staff, strengthening links
between the community, and local and central government.
Disadvantages
· There
are no known disadvantages.
Option
Two – Status Quo – Council does not approve the amended Terms of
Reference for the Dunedin Former Refugee Steering Group
Advantages
· There
are no known advantages in declining approval of the Terms of Reference.
Disadvantages
· Declining
the proposals could result in disengagement by Steering Group members, who have
collaborated on the recommendations.
NEXT STEPS
8 Staff
will undertake the required action to deliver on the Council decision.
Signatories
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Author:
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Joy Lanini - Manager Community Development and Events
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Authoriser:
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Simon Pickford - General Manager Community Services
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Attachments
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Title
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Page
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⇩a
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Dunedin Former Refugee
Steering Group Resettlement Action Plan 2021 - 2024
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45
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⇩b
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Dunedin Former Refugee
Steering Group Terms of Reference, February 2022
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55
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SUMMARY OF CONSIDERATIONS
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Fit with purpose
of Local Government
This decision enables democratic local
decision making and action by, and on behalf of communities that promotes the
social, economic, and cultural well-being of communities in the present and
future.
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Fit with strategic
framework
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Contributes
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Detracts
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Not applicable
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Social Wellbeing Strategy
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☒
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☐
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☐
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Economic Development
Strategy
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☒
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☐
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☐
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Environment Strategy
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☐
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☐
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☒
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Arts and Culture Strategy
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☒
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☐
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☐
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3 Waters Strategy
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☐
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☐
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☒
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Spatial Plan
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☐
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☐
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☒
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Integrated Transport
Strategy
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☐
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☐
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☒
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Parks and Recreation
Strategy
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☒
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☐
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☐
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Other strategic
projects/policies/plans
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☐
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☐
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☐
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Māori Impact
Statement
Mana whenua have been invited onto the Steering Group
previously, and it’s intended there be a new phase of engagement with
mana whenua around participation in resettlement.
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Sustainability
Supporting former refugees to live improved lives within
the city contributes to the long-term social cohesion and sustainability of
the city.
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LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
There are no implications.
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Financial
considerations
There are no financial implications.
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Significance
The decision is considered low in terms of the
Council’s Significance and Engagement Policy.
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Engagement –
external
Engagement has included all current members of the
Steering Group.
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Engagement -
internal
No internal engagement has been undertaken.
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Risks: Legal /
Health and Safety etc.
There are no identified risks.
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Conflict of
Interest
There are no known conflicts of interest.
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Community Boards
There are no known implications for Community Boards.
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