Notice of Meeting:

I hereby give notice that an ordinary meeting of the Planning and Environment Committee will be held on:

 

Date:                                                    Wednesday 6 July 2022

Time:                                                   1.00 pm

Venue:                                                Edinburgh Room, Municipal Chambers, The Octagon, Dunedin

The meeting will be live streamed on the Council’s YouTube Channel: https://youtu.be/P898GX9PWnY

 

Sandy Graham

Chief Executive Officer

 

Planning and Environment Committee

PUBLIC AGENDA

 

MEMBERSHIP

 

Chairperson

Cr David Benson-Pope

 

Deputy Chairperson

Cr Sophie Barker

Cr Steve Walker

Members

Cr Rachel Elder

Mr Matapura Ellison

 

Cr Christine Garey

Cr Doug Hall

 

Mayor Aaron Hawkins

Cr Carmen Houlahan

 

Cr Marie Laufiso

Cr Mike Lord

 

Cr Jim O'Malley

Cr Jules Radich

 

Cr Chris Staynes

Cr Lee Vandervis

 

Ms Rachel Wesley

Cr Andrew Whiley

 

Senior Officer                                               Robert West, General Manager Corporate and Quality

 

Governance Support Officer                  Lauren McDonald

 

 

Lauren McDonald

Governance Support Officer

 

Telephone: 03 477 4000

Lauren.mcdonald@dcc.govt.nz

www.dunedin.govt.nz

 

 

Note: Reports and recommendations contained in this agenda are not to be considered as Council policy until adopted.

 


Planning and Environment Committee

6 July 2022

 

 

ITEM TABLE OF CONTENTS                                                                                                                                         PAGE

 

1             Public Forum                                                                                                                                                              4

2             Apologies                                                                                                                                                                    4

3             Confirmation of Agenda                                                                                                                                        4

4             Declaration of Interest                                                                                                                                           5

5             Confirmation of Minutes                                                                                                                                    17

5.1       Planning and Environment Committee meeting - 9 May 2022                                                17

Part A Reports (Committee  has power to decide these matters)

6             Actions from resolutions of Planning and Environment Committee meetings                               22

7             Planning and Environment Committee Forward Work Programme                                                   24

8             Dunedin Future Development Strategy                                                                                                        31

9             South Dunedin Future - Programme Plan                                                                                                     38

10           DCC Submission - Exposure draft of amendments to the National Policy Statement for Freshwater Management 2020 and National Environmental Standards for Freshwater 2020                                                                      108

NOTICE OF MOTION

11           Notice of Motion - Review of Council use of herbicides                                                                       119

 


Planning and Environment Committee

6 July 2022

 

 

1          Public Forum

At the close of the agenda no requests for public forum had been received.

2          Apologies

An apology has been received from Cr Doug Hall.

 

That the Committee:

 

Accepts the apology from Cr Doug Hall.

3          Confirmation of agenda

Note: Any additions must be approved by resolution with an explanation as to why they cannot be delayed until a future meeting.


Planning and Environment Committee

6 July 2022

 

Declaration of Interest

 

 

EXECUTIVE SUMMARY

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

 

2.         Elected members are reminded to update their register of interests as soon as practicable, including amending the register at this meeting if necessary.

 

 

RECOMMENDATIONS

That the Committee:

a)     Notes/Amends if necessary the Elected Members' Interest Register attached as Attachment A; and

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

 

 

Attachments

 

Title

Page

a

Register of Interest - July 2022

6

 

 


Planning and Environment Committee

6 July 2022

 

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Planning and Environment Committee

6 July 2022

 

Confirmation of Minutes

Planning and Environment Committee meeting - 9 May 2022

 

 

 

RECOMMENDATIONS

That the Committee:

a)     Confirms the public part of the minutes of the Planning and Environment Committee meeting held on 09 May 2022 as a correct record.

 

 

 

Attachments

 

Title

Page

A

Minutes of Planning and Environment Committee meeting  held on 9 May 2022

18

 

 


Planning and Environment Committee

6 July 2022

 

 

 

Planning and Environment Committee

MINUTES

 

Minutes of an ordinary meeting of the Planning and Environment Committee held in the Edinburgh Room, Municipal Chambers, The Octagon, Dunedin on Monday 09 May 2022, commencing at 1.14pm

 

PRESENT

 

Chairperson

Cr David Benson-Pope

 

Deputy Chairperson

Cr Sophie Barker

Cr Steve Walker

Members

Cr Rachel Elder

Mr Matapura Ellison

 

Cr Christine Garey

Mayor Aaron Hawkins

 

Cr Carmen Houlahan

Cr Marie Laufiso

 

Cr Mike Lord

Cr Jim O'Malley

 

Cr Jules Radich

Cr Chris Staynes

 

Cr Lee Vandervis

Ms Rachel Wesley

 

Cr Andrew Whiley

 

 

 

IN ATTENDANCE

Robert West (General Manager Corporate and Quality) and Claire Austin (General Manager Customer and Regulatory), Simon Drew (General Manager Infrastructure and Development), Paul Freeland (Principal Policy Advisor), Paul Henderson (Building Solutions Manager),

 

Governance Support Officer                  Lauren McDonald

 

 

 

Moved (Chairperson David Benson-Pope/Cr Steve Walker)

 

That the meeting adjourn until 1.45 pm.

 

Motion carried

 

The meeting adjourned at 1:14 pm and reconvened at 1:45 pm.

1          Public Forum

There was no Public Forum held. 

 

 

2          Apologies

That the Committee:

 

Accepts the apologies from Cr Doug Hall and Matapura Ellison.

 

Motion carried

 

3          Confirmation of agenda

 

 

Moved (Chairperson David Benson-Pope/Deputy Chairperson Sophie Barker):

That the Committee:

 

Confirms the agenda without addition or alteration.

 

Motion carried

 

 

4          Declarations of interest

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

 

Cr Elder declared an interest as a member of the South Dunedin Street Art Murals Project.

 

 

Moved (Cr David Benson-Pope/Cr Steve Walker):

That the Committee:

 

a)     Amends the Elected Members' Interest Register and

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

             Motion carried

         

5          Confirmation of Minutes

5.1       Planning and Environment Committee meeting - 4 April 2022

 

Moved (Cr David Benson-Pope/Cr Mike Lord):

That the Committee:

 

Confirms the public part of the minutes of the Planning and Environment Committee meeting held on 4 April 2022 as a correct record.

             Motion carried

 

5.2       Extraordinary Planning and Environment Committee meeting - 14 April 2022

 

Moved (Cr David Benson-Pope/Cr Mike Lord):

That the Committee:

 

Confirms the public part of the minutes of the Extraordinary Planning and Environment Committee meeting held on 14 April 2022 as a correct record.

             Motion carried

    

Part A Reports

6          Actions from resolutions of Planning and Environment Committee meetings

 

A report from Civic detailed the public open and completed actions from resolutions of Planning and Environment Committee meetings from the start of the triennium in October 2019.

 

Moved (Cr David Benson-Pope/Cr Steve Walker):

That the Committee:

 

Notes the public open and completed actions from resolutions of Planning and Environment Committee meetings.

             Motion carried

 

7          Planning and Environment Committee Forward Work Programme

 

A report from Corporate Policy provided an update of the Planning and Environment Committee forward work programme, including activity, progress and expected timeframes for decision making across a range of areas of work.

 

Mr West (General Manager Corporate and Quality) and Mr Pickford (General Manager Infrastructure and Development) spoke to the report and responded to questions.

 

 

Moved (Cr David Benson-Pope/Cr Chris Staynes):

That the Committee:

 

Notes the Planning and Environment Committee forward work programme.

  Motion carried

 

8          Planning and Environment Activity Report for the period to 31 March 2022

 

A report from City Development and Customer and Regulatory provided an update on progress towards achieving levels of service for the City Development, Resource Consents, and Regulatory Services activities for the period 1 July 2021 to 31 March 2022.

 

 

Ms Austin (General Manager Customer and Regulatory), Mr Drew (General Manager Infrastructure and Development, Mr Paul Henderson (Building Consents Manager) and  Mr Freeland (Principal Policy Advisor) spoke to the report and responded to questions.

 

 

Moved (Cr David Benson-Pope/Deputy Chairperson Steve Walker):

That the Committee:

 

Notes the update reports on the City Development, Resource Consents, and Regulatory Services activities to 31 March 2022.

Motion carried (PLA/2022/006)

 

9          Items for Consideration by the Chair

 

There were no items of consideration by the Chair.

             

 

The meeting concluded at 2:17 pm.

 

 

 

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

CHAIRPERSON

 


Planning and Environment Committee

6 July 2022

 

Part A Reports

 

Actions from resolutions of Planning and Environment Committee meetings

Department: Civic

 

 

 

EXECUTIVE SUMMARY

1          The purpose of this report is to detail the public open and completed actions from resolutions of Planning and Environment Committee meetings from the start of the triennium in October 2019 (Attachment A).

2          As this report is an administrative report only, there are no options or Summary of Considerations.

 

RECOMMENDATIONS

That the Committee:

a)     Notes the public open and completed actions from resolutions of Planning and Environment Committee meetings shown in Attachment A.

 

discussion

3          This report provides an update on resolutions that have been actions since the last Planning and Environment Committee meeting.

 

 Signatories

Author:

Lauren McDonald - Governance Support Officer

Authoriser:

Sharon Bodeker - Acting Manager Governance

Attachments

 

Title

Page

a

Public Action List - July 2022

23

 

 


Planning and Environment Committee

6 July 2022

 


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Planning and Environment Committee

6 July 2022

 

 

Planning and Environment Committee Forward Work Programme

Department: Civic

 

 

 

EXECUTIVE SUMMARY

1          The purpose of this report is to provide a regular update of the Planning and Environment Committee forward work programme to show areas of activity, progress and expected timeframes for decision making across a range of areas of work. (Attachment A). 

2          As this is an administrative report only, there are no options or Summary of Considerations. 

RECOMMENDATIONS

That the Committee:

a)     Notes the Planning and Environment Committee forward work programme as shown in Attachment A.

 

Discussion

3          The forward work programme is a regular agenda item which shows areas of activity, progress and expected timeframes for decision making across a range of areas of work. 

4          As an update report, purple highlights show changes to timeframes.  New items added to the schedule are highlighted in yellow. Items that have been completed or updated are shown as bold.  Months where no Committee meetings are scheduled are highlighted as grey. 

NEXT STEPS

5          An updated report will be provided to future meetings of the Planning and Environment Committee.

 

Signatories

Author:

Sharon Bodeker - Acting Manager Governance

Authoriser:

Robert West - General Manager Corporate and Quality

Attachments

 

Title

Page

a

Forward Work Programme

25

 

 


Planning and Environment Committee

6 July 2022

 

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Planning and Environment Committee

6 July 2022

 

 

Dunedin Future Development Strategy

Department: City Development

 

 

 

EXECUTIVE SUMMARY

1          The Dunedin Future Development Strategy (FDS) is a joint strategy that is to be prepared by DCC and ORC in partnership with mana whenua. It will set out how sufficient development capacity will be provided and enabled over the coming 30 years to meet future needs.

2          The purpose of this report is to inform Dunedin City Council’s Planning and Environment Committee of the interim governance arrangements to oversee the preparation of the FDS in the period leading to the 2022 local government elections. It also seeks endorsement for DCC to assume the lead coordinator role in the partnership of DCC, ORC and mana whenua. Finally, the report also sets out the project management arrangements that will steer the project through to completion in late 2024.

RECOMMENDATIONS

That the Committee:

a)     Endorses the recommendation that DCC acts as lead coordinator in the preparation of the Dunedin Future Development Strategy and Implementation Plan, subject to endorsement of Otago Regional Council.

b)     Notes the interim governance arrangement for the period leading to the 2022 local government elections.

c)     Notes the project management arrangements that are proposed to endure throughout the preparation of the Future Development Strategy and Implementation Plan.

 

BACKGROUND

3          The National Policy Statement on Urban Development 2020 (NPS-UD)[1] sets out objectives, policies and requirements relating to urban development. Its primary focus is to integrate land use planning with infrastructure planning. Specifically, it aims to ensure sufficient development capacity is provided in district plans, and sufficient infrastructure is in place to support this development.

4          The NPS-UD requires DCC and ORC, in partnership with mana whenua, to jointly develop a Future Development Strategy (FDS) for Dunedin that sets out how sufficient development capacity will be provided over the next 30 years to achieve ‘well-functioning urban environments’. The FDS must also include a clear statement of hapū and iwi values and aspirations for urban development, noting a well-functioning urban environment is one that ‘enables Māori to express their cultural traditions and norms’.

5          The FDS must spatially identify:

·        the broad locations for long-term growth (capacity for short- and medium-term growth must be included in the District Plan (2GP))

·        infrastructure required to support and service that long-term capacity, and

·        any constraints on development.

6          The FDS must be informed by:

·        the most recent applicable Housing and Business Assessment(s)[2]

·        a consideration of the advantages and disadvantages of different spatial scenarios for achieving the purpose of the FDS

·        the relevant long-term plan and its infrastructure strategy, and any other relevant strategies and plans

·        Māori, and in particular tangata whenua values and aspirations for urban development

·        feedback received through consultation and engagement with the community

·        every other National Policy Statement under the Act, including the New Zealand Coastal Policy Statement

·        any other relevant national policy required by, or issued under, legislation.

7          The FDS is not a regulatory resource management document (it is a Local Government Act (2002) document), but it may trigger reviews of regional and district planning documents. For example, a district plan change may be required to ensure provision of adequate medium-term development capacity. For ORC, discharge permits may be required for new infrastructure and consequential alterations may be required to ORC’s Public Transport plans to support agreed development areas.

8          The FDS must be prepared in time to inform each authority’s 2024 long-term plan and then be reviewed every three years to inform the next long-term plan. Alongside the FDS, DCC and ORC must also develop an FDS Implementation Plan, and update this annually. 

9          Two critical decisions relating to the adoption of the FDS will be the responsibility of DCC and ORC full councils. As the FDS is prepared under the Special Consultative Procedure of the Local Government Act (2002), a draft FDS must be endorsed by respective councils and published for public submissions to be heard by a joint Hearings Panel established by resolution of both councils. The joint Panel may be granted the power to recommend changes (for the respective councils to accept or reject), or to decide changes and adopt the FDS on the councils’ behalf. The membership of the joint panel, and its decision-making powers, will be decided later in the FDS programme, in the next triennium. 

10        The requirement to prepare an FDS is likely to be superseded by new requirements that emerge through the national resource management system reforms. Therefore, the FDS may be an interim strategy. Greater clarity on the resource management system reforms is expected over the course of the FDS preparation period and Committee members will be briefed on new information relevant to the FDS.

DISCUSSION

Project leadership

11        The FDS is a joint strategy that is to be prepared by DCC and ORC in partnership with mana whenua. Because DCC is responsible for many aspects of long-term growth planning, including the provision of development capacity and critical infrastructure, it is recommended DCC lead the coordination of the project. As lead coordinator, DCC will be responsible for coordinating resources, and ensuring delivery of tasks and outputs. ORC will be responsible for providing expertise and evidence on matters of regional significance, including highly productive land, natural hazards, air quality, water quality, and other natural environment features or values (wetlands, coast etc). Mana whenua will be responsible for matters of importance to iwi and hapū.

Interim project governance arrangements

12        The objective of project governance is to provide strategic direction to ensure the draft FDS is acceptable to DCC, ORC and mana whenua. In the period leading up to the 2022 elections, interim governance arrangements are proposed whereby DCC’s Planning and Environment Committee and ORC’s Strategy and Planning Committee will be responsible for providing strategic direction. Both committees have mana whenua representatives, and this approach will enable the draft FDS to be prepared in partnership with mana whenua.

13        The respective committees will be responsible for shaping the content of the draft FDS through advising officers on strategic objectives and priorities through joint committee workshops that explore strategic issues in detail. The workshops will be co-chaired by the Chair of DCC’s Planning and Environment Committee and one of the Co-chairs of ORC’s Strategy and Planning Committee. The workshops will be ‘public excluded’ as no decisions will be made.

14        Under the interim governance arrangements the strategic intent and matters of significance will be confirmed by reports to the respective committees. Project governance arrangements for the completion of the FDS, including the membership and powers of the joint Hearings Panel, will be revisited following the 2022 local government elections.

Project delivery approach

15        Strategic oversight and leadership over the lifespan of the project will be provided by an Executive Steering Group (ESG) comprised of chief executives and general managers from DCC and ORC. Preparation of the FDS will be undertaken alongside both councils’ 2024 long-term plans and the Otago Southland Regional Land Transport Plan (RLTP). A key role for the ESG will be to ensure that strategic alignment is maintained between the FDS, 2024 long-term plans, the RLTP, and other strategic projects. The ESG will also be responsible for maintaining the interface with committee members, identification and resolution of significant issues and risks, and ensuring resources (in-kind and financial) are available to meet key decision milestones.

16        The ESG includes the following personnel:

·        Chief Executive, DCC

·        General Manager, Infrastructure and Development, DCC (Project Sponsor)

·        Manahautū (General Manager Māori, Partnerships and Policy), DCC

·        Chief Executive, ORC

·        General Manager, Policy and Science, ORC

·        General Manager, Operations, ORC

17        A Project Management Team (PMT) will be responsible for maintaining the progress of the project, ensuring delivery of tasks and ensuring the project delivers NPS-UD requirements. The PMT will comprise officers from both councils and Aukaha (as an operational link into the project to represent mana whenua’s interests). External stakeholders to the project, including government agencies and the development industry, will be engaged throughout the project through a Stakeholder Reference Forum and ongoing engagement on specific issues on an as-needed basis. 

18        Figure 1 illustrates the interim project governance and delivery structure for the FDS as set out above.

Fig. 1 Interim FDS project governance and delivery structure

OPTIONS

19        There are no options.

 

 

 

NEXT STEPS

20        The Executive Steering Group and the Project Management Team will be formally established as set out in this committee report. This will enable DCC and ORC officers and mana whenua to make further progress the preparation of the FDS. The Executive Steering Group will coordinate engagement between the PMT, councillors and mana whenua.

21        Provided ORC’s Strategy and Planning Committee also endorses the recommended governance approach, DCC will host joint committee workshops throughout the preparation of the FDS and reports will be taken to both committees and/or Full Councils as needed to progress the project.

 

Signatories

Author:

Philip Waters - Strategic Spatial Planner

Anna Johnson - City Development Manager

Authoriser:

Simon Drew - General Manager Infrastructure and Development

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

Attachments

There are no attachments for this report.


 

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 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 Dunedin Future Development Strategy will replace the Spatial Plan 2012.

Māori Impact Statement

The Future Development Strategy will be prepared in partnership with mana whenua, and mana whenua will actively participate in project governance through their role on the Planning and Environment Committee and ORC’s Strategy and Planning Committee, in addition to joint committee and mana whenua workshops. The NPS-UD provides for Future Development Strategies to include a clear statement of iwi and hapū values for urban development. The Future Development Strategy is to achieve ‘well-functioning urban environments’, noting a well-functioning urban environment is one that ‘enables Māori to express their cultural traditions and norms’.

Sustainability

The Future Development Strategy is to support well-functioning urban environments in existing and new urban areas. Well-functioning urban environments have or enable a variety of sites to meet the needs of different households and business sectors should provide good accessibility, including by sustainable modes of transport, reduce greenhouse gas emissions and be resilient to the effects of climate change.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The Future Development Strategy will inform the 2024 Long Term Plan and Infrastructure Strategy. The FDS is required under the NPS-UD and it must be prepared under the Special Consultative Procedure of the Local Government Act.

Financial considerations

Costs to prepare and consult on the Future Development Strategy are included in the 10 Year Plan 2021-2031.

Significance

The decisions of this report are considered low in term of Council’s Significance and Engagement Policy

Engagement – external

External engagement includes ORC and mana whenua. Other stakeholders that will be engaged at specific points throughout the project include Kāinga Ora, Waka Kotahi, Ministry for Housing and Urban Development, Department of Internal Affairs, Ministry for the Environment, and representatives from the development industry (amongst others).

Engagement - internal

Internal engagement includes City Development, Corporate Policy, 3 Waters, Transport and Parks

and Recreation.

Risks: Legal / Health and Safety etc.

There are no known risks associated with this report.

Conflict of Interest

There are no known conflicts of interest with this report.

Community Boards

The FDS will be of interest to all parts of the City, including those areas covered by Community Boards. Community Boards will be engaged with in relation to the future growth of their areas.

 

 


Planning and Environment Committee

6 July 2022

 

 

South Dunedin Future - Programme Plan

Department: Maori, Partnerships & Policy

 

 

 

EXECUTIVE SUMMARY

1          This report provides an update on the South Dunedin Future (SDF) programme and seeks the approval of Council Committees to proceed on the basis outlined in the attached programme plan. Approval will be sought from the Dunedin City Council (DCC) Planning and Environment Committee (P&E) and Otago Regional Council (ORC) Strategy and Planning Committee (S&P) on 6 and 13 July 2022 respectively.

2          The programme plan has been developed collaboratively by DCC and ORC to outline the 4-year process by which partners and stakeholders can navigate the complex social, environmental, economic and political issues required to determine the future for South Dunedin. The programme plan does not provide answers, these will come in time. Rather, it outlines the key questions that need to be asked and describes how partners, stakeholders, and decision-makers will progressively work through the issues.

3          The objective is to develop a comprehensive climate change adaptation strategy for South Dunedin, and to do this in a way that is robust, transparent, and inclusive. Central to this will be community engagement, where partners and stakeholders will be provided with a range of opportunities to consider the issues, understand the options and trade-offs, hear what others think and want, and ultimately influence the final decisions. In this way, everyone should have an opportunity to shape the future of South Dunedin.

4          Effectively adapting South Dunedin to a changing climate will be a complex process, filled with uncertainties. It is very unlikely to be a challenge that is ‘solved’ by a single, large, one-off investment or decision, because the issues involved are diverse, interwoven, and enduring. The more likely course is a series of incremental decisions, policies and investments which over time reshape the urban form of South Dunedin to better manage climate risk, while seeking to retain and enhance the many unique characteristics of the community and environment present today.

5          While the challenges facing South Dunedin are considerable, the expectations for its future are correspondingly, and appropriately, ambitious. This programme is not simply about protecting the status quo for as long as possible. Rather it seeks to empower partners and stakeholders to envision a better future for South Dunedin, one where they are not only better prepared for and more resilient to the effects of climate change, but where adaptation occurs in a manner that also supports their broader social, cultural, and economic ambitions.

6          In this sense, the programme has a dual focus on managing the growing risks presented by climate change, while also about realising the opportunity that will come with change. In doing so, the intent is to realise the best possible future for South Dunedin.

RECOMMENDATIONS

That the Committee:

a)     Notes this report titled South Dunedin Future – Programme Plan.

b)     Notes the contents of the attached South Dunedin Future Programme Plan, which outlines the proposed process for developing a climate change adaptation strategy and implementation plan for South Dunedin.

c)     Endorses the proposed approach to delivering the South Dunedin Future programme, which includes utilising the Dynamic Adaptive Planning Pathways (DAPP) methodology, as recommended by the Ministry for the Environment for climate change adaptation work.

d)     Notes the proposed strategic intent for the South Dunedin Future programme, noting this is interim, will be further developed to incorporate mana whenua inputs, and that Council approval of a final version will be sought in due course.

e)     Endorses the proposed scope of the South Dunedin Future programme, noting the complexity, uncertainty and interdependence of the issues involved, and the graduated and flexible nature of the scope.

f)     Notes the systemic nature of climate change and urban development issues will likely require the South Dunedin Future programme to examine the wider natural hazards environment, and to consider city-wide planning and infrastructure issues, when assessing the implications for South Dunedin.

g)     Endorses the proposed South Dunedin Future governance and management arrangements, noting these arrangements may need to be revisited in future, including following the local government elections in October 2022.

h)     Endorses the continued collaboration between Dunedin City Council (DCC) and Otago Relational Council (ORC) to manage and deliver the South Dunedin Future programme

i)      Approves the South Dunedin Future Programme Plan attached to this report.

 


 

BACKGROUND

7          For many years the Dunedin City Council (DCC) and Otago Regional Council (ORC) have been collaborating to address the numerous climate change-related issues facing South Dunedin. This has included adopting a programme approach, working across both councils, and in August 2021 included appointing a dedicated Programme Manager to oversee the work.

8          This report on the South Dunedin Future programme plan builds on three previous interactions with Councillors since August 2021, including:

·        November 2021: A report updated Councils on the status of the South Dunedin Future programme, following the appointment of a dedicated Programme Manager in August 2021. It presented the findings of an initial assessment of climate change-related challenges facing South Dunedin and outlined the proposed programme, structure, logic, activities, and next steps. Councillors noted the report, including that a programme plan would be provided in mid-2022.

·        April 2022: A report provided an interim update on the South Dunedin Future programme to the Dunedin City Council’s Planning & Environment (P&E) Committee and the Otago Regional Council’s Strategy & Planning (S&P) Committee, each of which includes mana whenua representation. The report outlined activities underway and described the steps involved in developing the programme plan by June 2022, as the programme progressed through a definition phase. Committee members noted the report.

·        May 2022: A workshop provided P&E and S&P Committee members with updates on the programme, including overviews of the Dynamic Adaptive Planning Pathways (DAPP) process, updates on natural hazard work, insights into the interdependencies across the programme, and an engagement exercise modelled on those undertaken with community groups. Committee members provided a range of comments and feedback that has since been used to develop the programme plan.

DISCUSSION

Summary

9          The South Dunedin Future programme provides a framework for developing climate change adaptation options for South Dunedin. Adaptation means adjusting to the actual or expected climate and its effects, to reduce harm and take advantage of new opportunities. Taking the time to carefully develop these options and craft a strategy will maximise opportunities to enhance resilience, and improve social, cultural, economic, and environmental wellbeing.

10        The focus is on developing options for adapting to the locked-in impacts of climate change, and better understanding the risks presented by our changing climate, so we can better plan for the future. Successful delivery of the programme will require coordination of detailed technical work and extensive engagement with mana whenua partners, affected communities, and other stakeholders, over a number of years. The aim is to develop and deliver an adaptation strategy for South Dunedin that is viable, affordable, and backed by the community.


 

Overview of the programme plan

11        The programme plan seeks to consolidate and summarise key information associated with defining what the programme is (and what it is not), outlining how the programme will be controlled, and how progress will be tracked over time. The programme plan seeks to:

·        Outline the background and context of the programme, enabling a common understanding of its origins, and the key problems it is seeking to address.

·        Record the objectives of the programme and desired outcomes in a draft strategic intent. This strategic intent will be further tested and refined as the programme progresses through subsequent phases.

·        Define the scope of the programme, by providing a framework for assessing activities and determining their relevance to the programme. This includes identifying exclusions, that is things that are considered outside of the programme scope (but which might commonly be thought of as being inside or associated with the programme).

·        Record programme constraints and assumptions, including known boundaries in which the programme must operate, and areas of uncertainty in which assumptions are made due to timing or limited available information.

·        Identify the key interfaces and dependencies the programme has with other key pieces of work, and note how these might affect the programme now or in the future.

·        Describe key risks and issues related to the programme, and outline roles, responsibilities, and arrangements for managing and mitigating risk.

·        Describe the overall approach, including the methodology that will be used to deliver the programme, and how the DAPP approach will be applied. This will also outline the programme structure, phases of work, connections and dependencies between, and key milestones, including a high-level programme schedule.

·        Provide a high-level breakdown of the work that is expected to be undertaken as part of the programme. This includes a range of questions that need to be answered, and associated activities that are planned to provide the necessary information or outputs.

·        Outline the programme structure, including key roles and responsibilities, and how these roles interact in the governance, management, and delivery of the programme. This includes summarising how the programme will be controlled, and how performance will be monitored and measured.

Highlights from the programme plan

12        The draft strategic intent seeks to provide goalposts for the programme, supporting South Dunedin to adapt to the impacts of climate change, while also promoting community wellbeing, resilience, and regenerating South Dunedin in the process. The main tool for doing this will be a climate change adaptation strategy for South Dunedin, which will seek to shape and inform work across DCC and ORC, as well as influence wider local and central government, community, and private sectors. The intention is to embed adaptation into day-to-day decisions.


 

13        Importantly, the programme will not replace or deliver business-as-usual functions of Councils (e.g. hazard investigations, land use planning, or infrastructure investment). Rather it will seek to (i) complement day-to-day functions through temporary, targeted additional work, and (ii) shape and inform day-to-day work to drive greater consideration of climate change adaptation factors, in an effort to ensure council work is more sustainable and climate resilient.

14        The programme plan breaks this work into five phases, which mirror the DAPP process, and focus on answering five key questions: (i) what is happening; (ii) what matters most; (iii) what can we do; (iv) (how can we) make it happen; and (v) how is it working?

15        Within this framework, the programme is broken down into 37 different steps or programme actions, each of which will seek to provide essential information, answer critical questions, or step partners and stakeholders through a set of issues relevant to the programme.

16        The programme schedule outlines the high-level timeframes involved in working through the 37 steps and five phases of the programme over a 4-year period through to 2026. Importantly, throughout this process there will be many opportunities for the programme to inform business-as-usual work of councils, through periodic reporting and delivery of programme milestones (e.g. community engagements, risk assessments, staged adaptation option assessment, etc), which will each provide new information to inform decision-making across DCC and ORC. There is no requirement to wait until delivery of the final climate change adaptation strategy and implementation plan in 2026. The programme will also be informed by developments in a range of areas, such as new technical information, new legislation, or community feedback.

17        As the programme works through the 37 steps and five phases, all partners and stakeholders will play a role identifying viable adaptation options and pathways. This is expected to follow a cycle of: technical work – community engagement – council decision, which repeats several times until preferred options and pathways are identified and these are captured in a climate change adaptation strategy and implementation plan for South Dunedin.

What could this look like in practice?

18        How South Dunedin could best adapt to the impacts of climate change is not yet known. This will be progressively produced by the programme over time. How this process may develop, and what that might mean for South Dunedin and the wider city, could take shape as follows:

·        The programme produces information about the anticipated changes to the physical environment, the risks these changes present, and how this could affect what people value most in South Dunedin.

·        Following a series of community engagements, which assess a range of options for adapting to the expected impacts of climate change, viable options are identified and combined over different time periods to form adaptation pathways.

·        This network of adaptation options is progressively implemented across South Dunedin to manage risk and support other objectives. These initiatives could varyingly seek to:

i)          accommodate hazards (by adjusting existing assets, such as raising floor levels or increasing stormwater network capacity in anticipation of future flood events);

ii)         protect from the hazards (by holding the line using natural buffers, like dunes, or hard structures, like seawalls);

iii)        retreat from hazard-prone areas (by moving people and existing assets away from the risk areas in a managed way over time); or

iv)       avoid (stopping placing people and assets in harm’s way, primarily using land-use planning measures to prevent or discourage development in higher risk areas).

·        As progress is made along pathways, certain signals would be registered (e.g. increasing severe rainfall events, more frequent flood events), eventually leading to certain triggers (e.g. sea-level reaches a particular height, certain infrastructure reaches end of life, withdrawal of finance or insurance), which lead to a switch between options or pathways.

·        The combination of changing physical environment, infrastructure investment, and shifting land use in different pathways potentially leads to de-intensification in high-risk areas of South Dunedin, and intensification in lower risk locations (to help compensate for any lost capacity and support general growth of the city).

·        Over time (likely decades) this process gradually reshapes the current mosaic of land use in South Dunedin to reflect to the changing climate change risk and hazard profile. The urban form of South Dunedin is reshaped in the process, in a gradual but constant progression that seeks to stay ahead of the changing physical environment, while remaining in sync with the community’s priorities and ability to absorb change.

·        The resulting urban form would potentially be less-evenly developed than at present, with certain areas de-intensified and transitioned to green or blue space (e.g. parks, wetlands, open water courses, which may flood periodically), with other areas intensified (higher-density, possibly mid-rise, residential, commercial and industrial land use with additional infrastructure enabling such development).

·        This would be a continual process of adaptation, with the rate and ultimate duration likely determined by the trajectory of global emissions and the resulting sea-level rise.

19        The above description is one of many possible paths the programme and process may follow.

OPTIONS

20        Councillors have previously endorsed a programme approach to managing climate change adaptation issues facing South Dunedin. There are two primary options for progressing this work, either (i) though a formal, dedicated programme of work; or (ii) via business-as-usual approaches supplemented by informal coordination and collaboration across councils, partners, and stakeholders. The merits of these respective approaches are summarised below.

Option One – Recommended Option

 

21        The recommended approach is through a formal, dedicated programme of work that establishes a framework for collaborating across councils, partners, and stakeholders, with dedicated staffing and operating budget.

Advantages

·        Clearer strategic intent for the work, including alignment to existing organisational strategies of DCC and ORC, supporting greater strategic coherence.

·        Provides a formal structure in which to work across both councils, enabling staff to coordinate and collaborate more effectively, and establish additional work streams necessary to progress the programme (which might otherwise sit outside or in between existing structures).

·        Enables a range of operational efficiencies, including through:

i)          centralisation of selected council functions relating to South Dunedin (e.g. communications, community engagement, multi-disciplinary work like risk assessments);

ii)         enhanced coordination should reduce duplication of effort, help resolve previously intractable issues, and enable a range of efficiencies in terms of staff time and operating expenditure; and

iii)        embedding climate change adaptation into council strategy, planning, budgeting, and operations to reduce the risk of both maladaptation (actions that lead to unintended consequences or increased risk from climate change); and creation of stranded assets (assets that have suffered from unanticipated or premature write-downs, devaluations, or conversion to liabilities).

·        Provides a dedicated vehicle through which to undertake the extensive community engagement considered necessary to develop climate change adaptation options for South Dunedin in a robust, transparent and inclusive manner.

Disadvantages

·        A formal, dedicated programme of work requires additional resourcing, including personnel and financial, and involves contributions of time and effort from a wide range of DCC and ORC staff (which will need to be redirected from other functions).

Option Two – Status Quo

22        The alternative approach is to continue to manage the collection of work via business-as-usual approaches, supplemented by informal, or less formal, coordination and collaboration across DCC and ORC on a case-by-case basis.

Advantages

·        Avoids creation of a new or separate structure, and the financial and personnel commitments associated with a formal, dedicated programme office.

·        Staff can focus primarily on delivering core functions of their respective areas, coordinating and collaborating on a case-by-case approach, if and as required.

Disadvantages

·        Less clarity on strategic direction of the work, or how constituent projects fit together to form a coherent whole, as these are subject to interpretation from the disparate parts of DCC and ORC undertaking the work. Leads to ad hoc, issues-based adaptation.

·        Primarily dependent on good will and individual efforts of staff, meaning momentum can easily be lost, through staff departures, changing workloads or priorities.

·        Requires staff undertaking multidisciplinary work to either operate outside their areas of responsibility, or depend on others to complete different aspects of the work, which can lead to a lack of clarity around roles and responsibilities, and wasted effort on partly completed work.

·        Unclear how the extensive community engagement would be undertaken, though likely this would be on a case-by-case basis, led by different teams across DCC and ORC.

·        This approach has proved problematic in the past and has not been effective or efficient at managing climate change adaptation issues facing South Dunedin.

NEXT STEPS

23        If approved by Council Committees, the next step would be to transition the programme from definition phase to a delivery phase. This would include several tranches of work, including:

·        Undertaking programme management activities:

i)          Developing and delivering a communications and engagement strategy

ii)         Detailed stakeholder analysis and profiling

iii)        Establishment of programme governance and management groups

·        Commencing initial programme actions (from the programme plan):

i)          Engagement with mana whenua

ii)         Consolidated natural hazards information management

iii)        Initial climate change and natural hazards risk assessment for Dunedin

iv)       Detailed review of national and international adaptation options

 

Signatories

Author:

Jonathan Rowe - Programme Manager, South Dunedin Future

Authoriser:

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

Attachments

 

Title

Page

a

SDF PROGRAMME PLAN

48

b

ANNEX 1 - SDF PROGRAMME MATRIX

93

c

ANNEX 2 - CROSS-COUNCIL ADAPTATION WORK

94

d

ANNEX 3 - DETAILED ROLE DESCRIPTIONS

95

e

ANNEX 4 - PROGRAMME ACTION DESCRIPTIONS

99

f

ANNEX 5 - GLOSSARY

105

 

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 well-being of communities in the present and for the future.

This decision promotes the economic well-being of communities in the present and for the future.

This decision promotes the environmental well-being of communities in the present and for the future.

This decision promotes the 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 SDF Programme is a horizontal initiative, working across a range of vertical strategies, groups, and budgets in both DCC and ORC. This horizontal focus is intended to drive greater strategic coherence across Councils’ strategies and operations regarding South Dunedin, particularly those with a direct climate change dimension. As such, the programme has links to a wide range of strategic objectives.

Māori Impact Statement

Accurately reflecting and integrating the principles of the Treaty of Waitangi, and Crown’s partnership with Māori, is a central element of the SDF Programme. This is currently envisaged to include governance arrangements, aligning strategic objectives with Te Ao Māori and mana whenua aspirations; providing meaningful opportunities for all Māori to input their views and values; and identifying and agreeing Māori-specific programme outputs.

Sustainability

Sustainability will be a central component of the SDF Programme as it seeks to develop climate change

adaptation options for South Dunedin over short-, medium- and long-term timeframes. This work will be integrated with the wider climate change work programme.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The programme management office and core programme actions within the SDF Programme have dedicated resourcing in the 2021-2031 10-Year Plan. Programme activities and projects (i.e. programme-related initiatives managed by other DCC or ORC teams) are subject to the planning and budgeting processes of those teams. The expectation is these activities and projects will be aligned with the infrastructure strategy (if/as appropriate). Programme planning will be aligned with the development of the 2024-2034 10-Year Plan, including the infrastructure strategy.

Financial considerations

The DCC’s portion of the SDF Programme budget is $500,000 per annum, which has been resourced in the 2021-2031 10-Year Plan. Programme activities and projects will have separate budgets, which fall outside the scope of this paper.

Significance

This decision is considered high in terms of the Council’s Significance and Engagement Policy.  Community engagement will be a central element of the SDF Programme, and extensive engagement is planned in future stages, in accordance programme plan and with relevance council polices.

Engagement – external

Extensive external engagement has been undertaken on the SDF Programme between 2020-22, including over 80 dedicated community meetings and hui. In addition, in development of the SDF Programme Plan, targeted engagement has been undertaken with 14 community groups listed below:

- South Dunedin Community Network and Dream South D

- South Dunedin Stakeholders Group

- Dunedin Youth Council

- Primary school pupils – STEAM cluster (Tahuna Intermediate and Andersons Bay)

- South Dunedin Secondary Principals

- New Zealand School Trustees Association

- Disability Issues Advisory Group

- Otago Property Investors Association

- Business South (Energy Committee)

- Pacific Trust Otago

- South Dunedin Ministers Group

- Dunedin Interfaith Council

- Dunedin Multi-Ethnic Council

- Sport Otago

Engagement - internal

A large number of internal departments and positions have been engaged in development of the SDF Programme Plan. This includes, but is not limited to, the departments listed in Figure 2 of the Programme Plan document.

Risks: Legal / Health and Safety etc.

There are no anticipated legal/health and safety risks associated with this report. Risks relating to the SDF Programme are described in the Programme Plan.

Conflict of Interest

There are no conflicts of interest to declare with this report.

Community Boards

Community boards have not been involved with the development of this report.

 

 


Planning and Environment Committee

6 July 2022

 

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Planning and Environment Committee

6 July 2022

 


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6 July 2022

 


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6 July 2022

 

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Planning and Environment Committee

6 July 2022

 

 

DCC Submission - Exposure draft of amendments to the National Policy Statement for Freshwater Management 2020 and National Environmental Standards for Freshwater 2020

Department: Infrastructure and Networks

 

 

 

EXECUTIVE SUMMARY

1          This report seeks approval of a Dunedin City Council (DCC) submission on the Exposure draft of amendments to the National Policy Statement for Freshwater Management 2020 and National Environmental Standards for Freshwater 2020.

RECOMMENDATIONS

That the Committee:

a)     Approves the DCC submission, with any amendments, to the Exposure draft of amendments to the National Policy Statement for Freshwater Management 2020 and National Environmental Standards for Freshwater 2020

b)     Authorises the Chief Executive to approve any minor editorial changes if required.

 

BACKGROUND

2          National Policy Statements have the purpose of stating objectives and policies for matters of national significance, while National Environmental Standards prescribe technical standards, methods or requirements. 

3          The National Policy Statement for Freshwater Management 2020 (NPS-FM) and National Environmental Standard for Freshwater 2020 (NES-F) were both introduced in 2020. 

4          The NPS-FM aims to embed long-term change to restore the health and wellbeing of waterbodies, including wetlands.  The NES-F sets out the consenting pathways for certain activities in and around wetlands.

5          The full consultation information can be found at Exposure draft of proposed changes to the NPS-FM and NES-F (including wetland regulations) - Ministry for the Environment - Citizen Space

6          An earlier submission on these documents was approved by Council (CNL/2021/185) in October 2021.  Refer Attachment A.

7          The Ministry for the Environment is now seeking feedback on their drafted amendments. The drafted amendments were made in response to earlier consultation. 

8          Submissions close on 10 July 2022.

DISCUSSION

 

9          A DCC submission has been prepared.  Refer Attachment B.

10        The submission

a)         supports the creation of a new discretionary activity status for activities and operations of landfills, cleanfills and other fills (Fills) within, or within 100 meters of "natural wetlands" under Regulation 45B of the Resource Management (National Environmental Standards for Freshwater) Regulations 2020 (NES-F).

b)        generally supports the recognition of urban development in the National Policy Statement for Freshwater Management 2020 (NPS-FM) but submits that the NPS-FM should include a definition of "urban development"; and does not support the application of the "no practicable alternative" test set out in clause 3.22(1)(c)(iv) to urban development.

c)         does not support the application of the "no practicable alternative test" in clause 3.22(1)(f)(iii) of the NPS-FM to Fills.

11        To address these concerns DCC seeks:

a)        the replacement of the "no practicable alternative test" in clauses 3.22(1)(c)(iv) and 3.22(1)(f)(iii) of the NPS-FM with a "best practicable location" test; and

b)        the inclusion of a definition of urban development in the NPS-FM.

 

OPTIONS

12        While there is always the option for DCC to not submit on National Policy Statement for Freshwater Management 2020 and National Environmental Standards for Freshwater 2020, staff cannot identify any reason not to.

NEXT STEPS

13        If approved by the Committee, staff will submit the DCC response by 10 July 2022.  

Signatories

Authoriser:

Simon Drew - General Manager Infrastructure and Development

Attachments

 

Title

Page

a

Original DCC Submission October 2021

112

b

DCC Submission on exposure draft amendments to NPS-FM and NES-F

116

 

SUMMARY OF CONSIDERATIONS

 

Fit with purpose of Local Government

This decision promotes the environmental well-being of communities and enables democratic local decision making and action by, and on behalf of communities.  This submission enables the DCC to highlight concerns to MfE about the implementation of the NPS-FM and NES-F with regard to natural wetlands and their impact on necessary development for the city.

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

Improved management of our wetlands will contribute to good environmental outcomes. Thresholds applying to wetland management should be appropriate to be consistent with necessary infrastructure and urban development being able to be assess on their merits.  

Māori Impact Statement

In developing the Exposure draft of amendments to the National Policy Statement for Freshwater Management 2020 and National Environmental Standards for Freshwater 2020, the Ministry for the Environment has undertaken consultation with iwi through the Kahui Wai Māori advisory group. The draft amendments seek to acknowledge Te Mana o te Wai and strengthen iwi and hapū values for freshwater management. As such, this will have a beneficial impact for the health and wellbeing of water and local iwi and hapū relationships to ancestral waterways.

Sustainability

The NPS-FM and NES-F may have long-term implications on infrastructure, urban development and environmental sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

While the decision to submit has no implications on the LTP, the current NPS-FM and NES-F may make it more costly to provide necessary infrastructure and provide for urban growth.

Financial considerations

There are no known financial implications as a result of this submission.

Significance

The decision is considered to be of low significance when assessed against the Significance and Engagement Policy.

Engagement – external

Anderson Lloyd has provided advice on the draft submission

Engagement - internal

Staff from 3 Waters, Waste, Legal and City Development have 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

Improved management of wetlands will be of interest to all members of the community, including those areas covered by Community Boards. 

 

 


Planning and Environment Committee

6 July 2022

 

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Planning and Environment Committee

6 July 2022

 

Notice of Motion - Review of Council use of herbicides

 

EXECUTIVE SUMMARY

1          In accordance with Standing Order 26.1, the following Notice of Motion has been received from Cr David Benson-Pope for inclusion on the agenda for the meeting being held on Wednesday, 6 July 2022.

            

 

RECOMMENDATIONS

That the Committee:

a)     Considers the Notice of Motion.

 

 

 

Attachments

 

Title

Page

a

Notice of Motion

120

 

 


Planning and Environment Committee

6 July 2022

 


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[1] https://environment.govt.nz/publications/national-policy-statement-on-urban-development-2020/

[2] DCC reported the most recent Housing Capacity Assessment to DCC’s Planning and Environment Committee in August 2021 (https://www.dunedin.govt.nz/__data/assets/pdf_file/0009/831744/Housing-capacity-assessment-for-Dunedin-City-2021.pdf). A Business Land Capacity Assessment is currently being prepared and this is expected to be reported to DCC Planning and Environment Committee and ORC’s Strategy and Planning Committee in mid 2022.