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Planning and Environment Committee
6 July 2022
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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.
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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.
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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
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Author:
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Philip Waters - Strategic Spatial Planner
Anna Johnson - City Development Manager
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Authoriser:
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Simon Drew - General Manager Infrastructure and
Development
Jeanette Wikaira - Manahautū (General Manager
Māori Partnerships and Policy)
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Attachments
There are no attachments for
this report.
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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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The Dunedin Future Development Strategy will replace the
Spatial Plan 2012.
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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’.
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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.
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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.
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Financial
considerations
Costs to prepare and consult on the Future
Development Strategy are included in the 10 Year Plan 2021-2031.
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Significance
The decisions of this
report are considered low in term of Council’s Significance and
Engagement Policy
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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).
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Engagement -
internal
Internal engagement includes City Development,
Corporate Policy, 3 Waters, Transport and Parks
and Recreation.
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Risks: Legal /
Health and Safety etc.
There are no known risks associated with this report.
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Conflict of
Interest
There are no known conflicts of interest with this report.
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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.
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Planning and Environment Committee
6 July 2022
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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.
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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.
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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.
|
