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Council
27 September 2022
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Reports
Strategic Refresh Update
Department: Corporate Policy
EXECUTIVE SUMMARY
1 The
purpose of this report is to update Council on the progress of the Strategic
Refresh work programme and present a ‘refreshed draft’ strategic
framework.
2 A
‘refreshed draft’ Strategic Framework has been developed to
strengthen the work programme and to ensure that there will be improved
alignment and reporting across all of Council’s work activities.
3 The
timing of the Strategic Refresh programme continues to take account of other
Council related work, such as the development of the 10 Year Plan 2024-34.
4 This
report includes specific updates on progress across key workstreams including;
Wellbeing development, City Portrait, the Māori
Strategic Framework (MSF), Engagement development and the Levels of Service
(LoS) and Data Review.
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RECOMMENDATIONS
That the Council:
a) Notes the Strategic Refresh update and the ‘refreshed
draft’ Strategic Framework.
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BACKGROUND
5 In
September 2020, Council considered the Sustainability Framework Options.
Council approved the development of the City Portrait framework for development
and adaptation. The Council resolved as follows:
Moved (Cr Steve Walker/Cr
Christine Garey):
That the Council:
a) Considers
the sustainability frameworks set out in the report, and
b) Approves
development of the City Portrait framework for development and adaptation.
Division
The
Council voted by division:
For: Crs
Sophie Barker, David Benson-Pope, Christine Garey, Doug Hall, Mike Lord, Jim
O'Malley, Chris Staynes, Steve Walker and Mayor Aaron Hawkins (9).
Against: Crs Rachel Elder, Jules Radich, Lee Vandervis
and Andrew Whiley (4).
Abstained: Nil
The division was declared CARRIED by 9 votes to 4
Motion carried (CNL/2020/001)
6 Following
this resolution, an evaluation of the DCC’s existing Strategic Framework
(see Figure 1 below), was commissioned in relation to the City Portrait.
Consultants Harrison Grierson provided an initial high-level stocktake of the
existing framework and included feedback from Councillors, DCC staff and mana
whenua, and completed a survey of existing governance groups.
7 Figure
1: Council’s Current Strategic Framework
8 The
existing Strategic Framework incorporates eight high-level strategies,
underpinned by Council’s commitment to the Treaty of Waitangi and the
principle of sustainability. The key strategies were developed by the DCC
working with community and stakeholders over a period of approximately eight
years. The first strategy, the Three Waters Strategic Direction Statement was
adopted in 2010. The last, the Parks and Recreation Strategy was completed in
2017.
9 In
December 2020, an update report about Harrison Grierson’s findings was
presented to Council. It outlined the ‘next steps’ needed to
refresh the existing strategic framework and the need to develop a process with
mana whenua and key stakeholders.
“Moved (Cr Sophie Barker/Cr Rachel Elder):
That the Council:
a) Notes
the findings of the DCC Strategic Framework evaluation and the next steps in
the refresh of the DCC Strategic Framework.
b) Notes
that staff would work with mana whenua and key stakeholders on a process for
undertaking the review and report back to Council in May 2021 with a project
plan.
Motion
carried (CNL/2020/112) with Cr Lee Vandervis recording his vote
against.”
10 In
2021, Harrison Grierson was commissioned to produce a second report on
developing a City Portrait for Dunedin and identified key actions and
milestones.
11 In
May 2021, the report ‘Thriving Cities City Portrait: Progressing the
Strategic Framework Refresh’ was presented to Council. The Council
voted by division to approve the implementation of the Strategic Framework Refresh
project plan.
“Moved
(Cr Steve Walker/Cr Christine Garey):
That
the Council:
b)
Approves implementation of the Strategic Framework Refresh project plan.
Division
The
Council voted by division:
For: Crs
Sophie Barker, David Benson-Pope, Rachel Elder, Christine Garey, Carmen
Houlahan Marie Laufiso, Jim O'Malley, Steve Walker and Mayor Aaron Hawkins (9).
Against:
Crs Mike Lord, Jules Radich, Lee Vandervis and Andrew Whiley (4).
Abstained: Nil
The
division was declared CARRIED by 9 votes to 4. Motion carried
(CNL/2021/078)”
12 In
December 2021, an update report was presented to Council on the Strategic
Framework Refresh work programme.
13 Since
this last update report to Council, work has progressed across the main
Strategic Refresh Workstreams. As thinking has progressed from the original
project planning document, the programme has adapted to include wellbeing and
engagement development. Updates on the following areas are presented in this
report;
· Wellbeing
Development
· City
Portrait Development
· Māori Strategic Framework (MSF) Development
· Engagement Development
· Levels of Service (LoS) and Other Data Review.
14 The
project outline developed by Harrison Grierson in 2021 continues to be utilised
to drive the Strategic Refresh work programme. However, the timeline has been
adapted to account for upcoming legislative changes, and the time needed to
engage with mana whenua regarding the development of the MSF. The period for
community feedback related to the City Portrait in the 2021 report was also too
short and premature, as relevant measures/indicators had not been fully
developed. The impact of Covid also meant that community engagement was not
able to be fully realised within the original timeframe.
15 Another
change to the work programme is the inclusion of Wellbeing Development as a
workstream focus. Although the wellbeing work was implicit in the original
project plan, this has now been elevated to ensure priority focus is given to
wellbeing throughout the Strategic Refresh work programme.
16 The
key milestones in the Harrison Grierson report remain relevant; establishing a
schedule of Councillor workshops and updated reports to Council ensures that
information is provided to Councillors as work progresses. Staff are cognisant
of ensuring continual alignment so that there is a high level of integration
across the workstreams. Educational sessions across the organisation have kept
staff updated on the refresh project and community engagement remains a key
element in the work programme. The timing of the project continues to take
account of other Council related work, such as the development of the 10 Year
Plan 2024-34.
DISCUSSION
A ‘Refreshed Draft’
Strategic Framework
17 The
key purpose of the Strategic Refresh work programme is embed the DCC’s
commitment to the Treaty of Waitangi and sustainability across DCC’s
strategies and operational activities. The Strategic Refresh is also an
opportunity to ensure that current and future residents’ wellbeing is
considered across all of the DCC’s work activities and to strengthen
local decision-making by producing Levels of Service (LoS) that are meaningful
to residents and to Council.
18 The
Strategic Refresh work programme is also working to ensure that Council’s
strategic framework continues to be fit for purpose, particularly when facing
sector reform and change; and that Council continues to play an important
strategic role in promoting wellbeing for Dunedin people and place.
19 With this is mind the work programme has
needed to be flexible in its approach to prepare Council for changes related to
ongoing Government reform, particularly the ‘The Future of Local
Government’ review, the emphasis on residents’ wellbeing, and also
the Three Waters and Resource Management Act reforms. Keeping abreast of this
reform agenda has been an important part of the work to ensure that the
Strategic Refresh work is closely aligned with the broader shifts occurring
nationally.
20 The
existing ‘strategic framework wheel’ was made up of strategic
components that were developed over time independently from each other and with
very little alignment across strategies. It was also found that the
existing framework and suite of strategies were inconsistent in their approach
to prioritising, implementing, measuring and reporting on the Treaty of
Waitangi and Sustainability.
21 A
‘refreshed draft’ strategic framework has been developed (Figure2).
This ‘refreshed draft’ strategic framework is simply a visual that
has been developed in-house to reimagine strategic alignment while making
visible the key components that will help Council deliver improved wellbeing to
all Dunedin residents and clarity of alignment across operational activities.
22 This
‘refreshed draft’ strategic framework utilises the concept of
raraka/weaving to thread the Council’s key priorities, namely the MSF,
the City Portrait, Engagement and the four wellbeings through all of
Council’s operational activities. The ‘refreshed draft’ strategic
framework supports connectedness and takes an integrated approach. Figure 2
shows how each of the four wellbeings (vertical strands), connects to each
activity or plan (horizontal strands). The result is an integrated strategic
programme that is connected through clarity of shared purpose.
23 The
‘refreshed draft’ strategic framework clearly defines the role of
governance to oversee Council’s strategic priorities and recognises the
importance governance plays in providing oversight across and throughout the
framework.
24 The
finely woven pattern at the top of the weave, has utilised the concept of
Tāniko, which is a method of decorative weaving used in the borders of
fine woven garments such as kakahu cloaks, and it is often this part of a woven
garment where mana or leadership and authority is portrayed.
25 The
City Portrait, the MSF and Engagement sit at the top of the weave as priority
strategies that give effect to the Treaty, Sustainability and our connectedness
to the community through engagement.
26 The
area at the bottom of the weave signifies the importance of the 10 year plan
which includes reporting on LoS and seeking residents’ feedback through
the long-term planning process.
27 The
horizontal strands of the weave each represent specific plans that all
contribute to the broader strategic outcomes. Examples of these strands are the
recently adopted Housing Action Plan , the South Dunedin Future Programme and
the Play Spaces Action Plan. Each horizontal strand will have specific
oversight requirements, and these are represented in the left hand side of the
weave.
28 When
understood from a Māori cultural context this raraka or weaving process is
both powerful and uplifting. When weaving, each whenu or strand has its own
unique width, shape, texture and colour. When each strand is arranged in
certain ways, patterns are created. Each strand has a place, and each has its
own purpose. Collectively every strand brings its own contribution to the
entire woven piece. The strength of the final woven piece is determined by the
whole as well as the care and attention of the weavers until the woven piece is
completed. Utilising this weaving process and the completion of a woven kakahu
or cloak as a conceptual framework, provides a useful way to see and understand
the parts that make up the whole of the weave.
29 Figure
2: ‘Refreshed Draft’ Strategic Framework Visual
Figure 2: ‘Refreshed’ Strategic Framework
Visual
UPDATE: STRATEGIC REFRESH WORK PROGRAMME
30 As
mentioned earlier the Strategic Refresh work programme consists of five
integrated workstreams; Wellbeing Development, City Portrait Development; Māori Strategic Framework (MSF) Development; Engagement
Development and Levels of Service (LoS) and Other Data Review. Updates
on these are provided below.
UPDATE: WELLBEING
DEVELOPMENT
31 The
Local Government (Community Wellbeing) Amendment Act (2019) restored the
promotion of “social, economic, environmental, and cultural wellbeing of
communities” to the statutory purpose of local government.
32 In
April 2021, the Future for Local Government Review was established. The review
aims to determine how local authorities need to evolve over the next 30 years
in order to improve the wellbeing of New Zealanders, and actively embody Treaty
partnership. The review, to date, has signalled an increased role of community
wellbeing priorities in guiding planning and decision-making in local
government.
33 Currently,
the four wellbeings are a statutory purpose of local government, however the
terms are not defined in the Local Government Act 2002 (LGA). In the absence of
the definitions, Taituarā (then SOLGM) developed the definitions as part
of ‘The Community Wellbeing Indicator Framework Project’.
34 The
wellbeing work also helps inform and sustain a strong connection with the MSF
and City Portrait work streams by providing an opportunity to add a Dunedin
perspective.
35 Research
has been undertaken into the wellbeings. Key insights include observing how
cities/towns/metropolitans (nationally and internationally) are deepening their
understanding of wellbeing, and how their local citizens experience wellbeing
(or not) in their lives, (Durie 2006), (Dalziel, Saunders, and Savage
2019). There is increasing focus on how public institutions measure their
specific impact and influence in increasing or decreasing wellbeing. There is
also a stronger focus on developing a suite of ‘objective measures’
to clearly communicate how Council can sustain and grow community wellbeing
over time, and in elevating and protecting local democracy (Brad Olsen and
Kiernan, Infometrics, 2019).
36 Measuring
impact (outcomes and outputs) related to wellbeings is challenging. Data sets
used by other Councils have been reviewed and initial discussions have been had
with data providers such as Dot Loves Data, Taituarā and
and Statistics New Zealand. Data sets are improving and the ability to
drill down to suburb level and combine data across sets to better describe a
specific community is becoming available.
37 The
Wellbeing Development work has helped produce deeper understandings that are
both locally and internationally informed. The next step for this workstream is
to workshop wellbeings with Councillors and mana whenua as part of a schedule
of workshops being planned for 2023.
UPDATE: City Portrait DEVELOPMENT
38 Doughnut Economics was developed by
economist Kate Raworth, as a model of a circular economy that generates a
‘safe and just space for humanity to thrive’. The social foundation
of the doughnut is based on humanity’s minimum social standards, based on
the United Nations Sustainable Development Goals. The outer boundary, the
ecological ceiling, consists of nine categories, which scientists believe will
be a threat to the stability of the planet when exceeded.
39 The City Portrait is a way to bring the
theory of Doughnut Economics to a city level. In 2020, Council approved the
development of a City Portrait for Dunedin. Other Councils across the country
are considering doughnut economics, but at this time, none have formally
adopted it. Once developed, the City Portrait will enable the DCC to apply the
principle of sustainability to all its work activities and report on it through
its LoS.
40 In
developing a draft City Portrait (see below), staff conducted a stocktake of
the DCC’s current strategies and reviewed the DCC’s strategic
objectives, community outcomes and LoS. The results of the stocktake informed
an initial draft City Portrait (Figure 3) which illustrated Dunedin’s
current social foundation. Feedback from councillors and staff was the social foundation
was ‘too busy’.
41 Figure
3. Initial draft City Portrait showing social foundation indicators
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· Arts and Culture
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· Income and Work
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· Education
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· Networks and Communities
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· Energy
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· Peace and Justice
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· Food
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· Political Voice
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· Gender and Racial Equality
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· Sanitation
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· Health and Wellbeing
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· Social Equity
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· Heritage
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· Transport and Infrastructure
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· Housing
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· Water
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42 In
response to feedback, staff propose that the four Wellbeings are used to
describe Dunedin’s social foundation in the draft iteration of
Dunedin’s City Portrait. Applying the four wellbeings ties the City
Portrait strongly with Council’s statutory purpose - to prioritise the
economic, environmental, cultural and social wellbeings of its residents.
This will also help translate the City Portrait so it is relatable to the wider
community, while retaining a strong connection with the MSF, which has also
used the four wellbeings in its development.
43 Figure
4: Draft City Portrait using the four wellbeings to describe Dunedin’s
social foundation
44 Draft
definitions related to each of the four wellbeings are being developed along
with specific measures and as mentioned, these will be workshopped with
Councillors in the new year. One example is understanding, ‘how Dunedin
people and communities experience economic wellbeing’? Currently, the DCC
has access to a number of economic indicators and measures, but these need
further analysis to understand how they affect Dunedin residents specifically,
and to understand Council’s role in determining and/or monitoring these
measures over time. Corporate Policy are closely reviewing other Councils and
their strategic measures, as well as identifying measures that support Dunedin’s
ability to compare itself globally.
45 Understanding
the planetary boundaries and how these can be reflected at the city level by
examining ways to quantify Dunedin’s impact on the ecological ceiling. General research has also been undertaken, such as
completing a literature review and developing key understandings about the
‘local’ and ‘global’ aspects of the model.
46 Staff
have reviewed the Doughnut Economics model and spoken with representatives from
other cities who have explored the model such as Melbourne, Australia; Nanaimo,
British Columbia, Canada; Portland, USA and Brussels, Belgium. All of these
cities have expressed an interest in learning from how Dunedin is building a
City Portrait that considers an indigenous or Te Ao Māori perspective. The
work that the DCC has undertaken in partnership with mana whenua and Māori
to ensure a collaborative approach to developing a City Portrait that embeds
mana whenua values and aspirations as part of the model is unique and leading
the way in this field. The team has also undertaken research in understanding
climate challenges in the ‘global-south’ focussing on the Pacific
region. This will help develop a more localised view of the model and help
Council better understand the challenges and opportunities specific to Dunedin.
47 Creating
a City Portrait is an iterative process and is informed by ongoing engagement
with partners, stakeholders and with Dunedin’s wider community. Specific engagement with mana whenua in relation to
the City Portrait and how this will be aligned with the Māori Strategic
Framework is currently underway. Community
engagement will take place from November 2022 through to May 2023.
48 Measures
will need to be developed to give effect to the City Portrait over time, while
mitigating against raising unachievable expectations in the community. A fully
considered engagement plan is being developed to inform our approach. During the engagement period, the community will have the
opportunity to comment on and identify key indicators, measures and data that
they believe are useful and/or necessary in the City Portrait.
49 Planetary
Accounting Network (PAN) has been engaged to support the development of the
City Portrait. PAN is a not-for-profit group that has expertise in Doughnut
Economics. PAN will help determine high level measures for the City Portrait,
focussing on the Ecological Ceiling categories. PAN will also support
engagement with stakeholders and community groups in helping determine measures
specific to Dunedin’s social foundation focussing on wellbeings. As
noted, the City Portrait will directly feed into the LoS work programme which
will then inform the 10 Year Plan 2024-34.
50 Staff
are working with the Māori Partnerships Manager and Manahautū to
ensure strong alignment between the MSF and the City Portrait is maintained. The
final iteration of the City Portrait and MSF is an opportunity to showcase a
shared vision for Ōtepoti Dunedin.
51 The
next step is to workshop this first iteration of the City Portrait with
Councillors and mana whenua as part of a schedule of workshops being planned
for 2023.
UPDATE:
MĀORI STRATEGIC FRAMEWORK (MSF) DEVELOPMENT
52 The
existing Strategic Framework has the Treaty of Waitangi as one of its key
strategic directions. However how this is understood, implemented, aligned
across strategies, measured and reported on has never been prioritised or
cohesively developed. The development of the MSF is a way to operationalise the
Treaty of Waitangi across the work of the DCC. It will bring a Te Ao Māori
lens to the city level and will establish Te Ao Māori aspirations that
will guide the DCC’s contribution to delivering Māori wellbeing
across the city. Once developed, the MSF will integrate with the City Portrait
and will enable the DCC to apply a Te Ao Māori lens to all its work
activities and report on it through its LoS.
53 The
development of the MSF is an important strategic step in strengthening
Council’s Treaty of Waitangi partnership with mana whenua and Māori.
Together with a refreshed Memorandum of Understanding with mana whenua and a
refreshed Māori Participation Working Party terms of reference, the MSF is
a further partnering and collaboration strategy focussed on delivering
wellbeing outcomes for mana whenua and Māori across the city.
54 Initial
research was undertaken on Māori strategic frameworks and Māori
wellbeing models. Best practice plans, models and documents were reviewed from
other Councils and organisations. Research to understand and capture Māori
wellbeing information and data for Dunedin has been developed.
55 Online
hui were held with Māori counterparts from other Councils and initial hui
were held with a range of Māori communities in Dunedin. These initial discussions
were focussed on what a Te Ao Māori vision for thriving Māori communities
could be. As a starting point, this was a useful way to explore Māori
concepts of wellbeing with the broader Māori community. Over the last few
months staff have worked alongside mana whenua and Māori to develop high
level Te Ao Māori aspirations and wellbeing definitions. The first
iteration of this work is nearing completion.
56 The
next step is to workshop this first iteration of the MSF with Councillors and
mana whenua as part of a schedule of workshops being planned for 2023.
UPDATE:
ENGAGEMENT DEVELOPMENT
57 As indicated earlier in this
report, Engagement has been included as an additional workstream focus of the
Strategic Refresh project.
58 The Local Government Act
defines the purpose of local government as being to ‘meet the current and
future needs of communities for good-quality local infrastructure, local public
services, and performance of regulatory functions in a way that is most
cost-effective for households and businesses. It also requires councils to
‘give consideration’ to the views and preferences of people
affected by their decisions. While Council has always given consideration to
the views of Dunedin residents through consultation, on the whole this remains
a formal process.
59 As part of Council’s
draft 2022/23 Annual Plan engagement process, a broader community engagement
approach was developed. This model of engagement utilised a mixed method
approach using both online digital content as well as print based engagement
practices. Staff found that a mixed method engagement approach required
different engagement tools for different engagement purposes and for different
community stakeholders. In planning the engagement approach, staff took into
consideration community diversity, youth and Māori and Pāsifika. Staff
also considered accessibility of both print media and online social media
platforms.
60 Taking all of this into
account, new tools for community engagement included creating digital content
and producing a series of short videos to tell the story of key decisions,
progress and decision outcomes related to current projects; proactive use of
social media platforms to share digital content and proactive media releases as
well as the more traditional approaches of advertising in print media and the
use of DCC website.
61 This broader approach to
community engagement will be an important part of how Council seeks to make
engagement easier for everyone in the community. Developing a Council wide
engagement approach ensures that all aspects of our work become more responsive
and better at engaging with and listening to a range of community voices.
62 The next step is to workshop
a community engagement project concept and plan with Councillors and mana
whenua as part of a schedule of workshops being planned for 2023.
UPDATE:
LEVELS OF SERVICE (LoS) REVIEW AND OTHER DATA WORKSTREAM
63 The
Local Government Act 2002 requires that the 10 year plan includes LoS
statements for each group of activities undertaken by Council. LoS set out for
the community the activities they can expect from Council along with measures
and targets that can be used to assess the level of achievement in delivering
those activities. Council is required to report on its achievement of the LoS
through its annual reports.
64 In
January 2021, Council agreed that a full review of LoS statements and measures
would be undertaken in parallel with the Strategic Refresh work programme. It
was agreed that LoS review would also include a review of data obtained through
Residents’ Opinion Survey (ROS).
65 In
the draft report “Dunedin City Council Internal Audit – 10 Year
Planning Process June 2022” prepared by consultants Crowe, the following
recommendations were made on the LoS review:
“In reviewing the levels of service for the 2024-34
10 year plan against the renewed strategic framework, we recommend that each
level of service and its performance measures are considered applying the SMART
framework (Specific, Measurable, Achievable, Relevant and Timely).”
66 In
the same report, consultants Crowe Global quoted the following comments by
Office of the Auditor-General New Zealand in its 2002/03 audits of Council 10
year plan regarding ROS as a tool to monitor LoS measures:
“In noting the over-reliance on satisfaction
surveys, we are not discounting the importance of public views and
satisfaction. Rather, we are suggesting that performance against service levels
is best evaluated through a range of indicators, such as ratepayer or user
views, scientific data, quality control procedures, and numeric quantity or
cost data.”
67 Extracts
from the Crowe report are provided at Attachment A.
68 There
are two phases in the LoS Review and other data work component of the Strategic
Refresh.
1) LoS review
2) Review
of Council’s existing survey tools
69 The
phases above are aligned with the MSF and the City Portrait.
Phase 1: Levels of Service review
70 Feedback from Councillors to
date has been incorporated in the development of the LoS performance framework.
However, leading into the 10 Year Plan 2024-34, Councillors will be heavily
involved in finalising this process.
71 Developing the performance
framework also includes applying SMART principles, as recommended by Crowe in
two stages.
1) The first stage is
to work with Councillors and all activity areas of the DCC to establish SMART
LoS, measures and targets. This will include developing how to best group
activities undertaken by Council, and apply the data obtained through the ROS
and Quality of Life surveys, to identify improvements over time.
2) Stage two will
review the measures to ensure they align with the City Portrait and MSF.
72 The
LoS review and development of the performance framework will be completed in
advance of the 10 Year Plan 2024-34.
Phase 2: Review of Council’s existing survey tools
73 After
analysing ROS and other survey tools, it was noted that youth and Māori are noticeably underrepresented. In response to
this, staff sought advice from the Electoral Commission and gravitasOPG, the
ROS provider, to obtain access to information on age and Māori descent
data from the Electoral Roll under section 112 of the Electoral Act 1993 (the
Act).
74 In
late June 2022, staff submitted a data request application to the Electoral
Commission under section 112 of the Act, as an interim attempt to improve the
data quality of the existing ROS without a major revision of the ROS
questions.
75 The
application was unfortunately declined because of the way the ROS is designed
(i.e., customer satisfaction survey). The Electoral Commission reiterated the
need for the DCC to review the survey questions and widen the way we collect
data to gauge how effectively we are meeting our 10 Year Plan and Annual Plan
objectives.
76 Staff
propose to develop a ‘refreshed’ ROS following the LoS review.
Corporate Policy is also developing guidelines to promote and maintain
consistency for customer satisfaction surveys in general, across the DCC.
OPTIONS
77 Not
applicable.
NEXT STEPS
78 The
report details a range of workshops with Councillors and mana whenua and plans
for engagement with the wider community and stakeholders. This schedule of
workshops aligns with the recommendations from the Harrison Grierson Report
(2021) and will be captured in the Council Forward Work Programme.
Signatories
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Author:
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Gina Huakau - Corporate Policy Manager
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Authoriser:
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Jeanette Wikaira - Manahautū (General Manager
Māori Partnerships and Policy
Sandy Graham - Chief Executive Officer
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Attachments
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Title
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Page
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⇩a
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2022 LTP Final Audit
Report - levels of service extract.
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19
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SUMMARY OF CONSIDERATIONS
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Fit with purpose
of Local Government
The Strategic Refresh enables democratic
local decision making and action by, and on behalf of communities.
It also promotes the social, economic,
environmental and cultural well-beings 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 Refresh encapsulates all of the above strategies.
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Māori Impact
Statement
Mana whenua and mataawaka are partners in the development
of the MSF and in the Strategic Refresh work programme. The project
will ensure the DCC is a good Treaty partner and contributes to positive
outcomes for Māori and will seek further Māori input via community
engagement.
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Sustainability
The development and adoption of the City Portrait will
promote social, economic, environmental and cultural well-being of
communities in the present and for the future. It will do this by clarifying
the interpretation and measures of sustainability, and promoting consistent
application of a sustainable development approach.
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LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
The Refresh is expected to bring greater visibility and
clarity as to how current and future corporate planning functions
(encompassing long term plans and associated statutory strategies, levels of
service and performance measures) support the DCC’s strategic goals and
meet statutory requirements. The Strategic Refresh will directly impact on
the next 10 Year Plan.
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Financial
considerations
There are no financial considerations.
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Significance
This report is considered to be of low significance in
terms of the Significance and Engagement Policy as it provides an update of
the Strategic Refresh. The Strategic Refresh itself is of high importance and
so community engagement is planned and has been detailed in the report.
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Engagement –
external
Staff have presented to the Grow Dunedin Partnership and
Creative Dunedin Partnership groups.
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Engagement -
internal
There has been extensive internal engagement.
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Risks: Legal /
Health and Safety etc.
There are no identified risks.
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Conflict of
Interest
There are no known conflicts of interest.
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Community Boards
All areas of the city will be interested in the Strategic
Refresh and Community Boards will have an opportunity to participate as part
of the engagement process.
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