Notice of Meeting:
I hereby give notice that an ordinary meeting of the Strategy, Planning & Engagement Committee will be held on:
Date: Monday 8 May 2023
Time: 1.00 pm
Venue: Council Chambers, Dunedin Public Art Gallery, The Octagon, Dunedin
Sandy Graham
Chief Executive Officer
Strategy, Planning & Engagement Committee
PUBLIC AGENDA
MEMBERSHIP
Chairperson |
Cr Sophie Barker |
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Deputy Chairperson |
Cr Kevin Gilbert
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Members |
Cr Bill Acklin |
Cr David Benson-Pope |
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Mr Matapura Ellison |
Cr Christine Garey |
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Cr Carmen Houlahan |
Cr Marie Laufiso |
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Cr Cherry Lucas |
Cr Mandy Mayhem |
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Cr Jim O'Malley |
Ms Megan Potiki |
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Mayor Jules Radich |
Cr Lee Vandervis |
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Cr Steve Walker |
Cr Brent Weatherall |
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Cr Andrew Whiley |
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Senior Officer Jeanette Wikaira, Manahautū - General Manager Māori, Partnerships and Policy
Governance Support Officer Wendy Collard
Wendy Collard
Governance Support Officer
Telephone: 03 477 4000
governance.support@dcc.govt.nz
Note: Reports and recommendations contained in this agenda are not to be considered as Council policy until adopted.
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Strategy, Planning & Engagement Committee 8 May 2023 |
ITEM TABLE OF CONTENTS PAGE
1 Karakia Timatanga 4
The meeting will open with a Karakia Timatanga
2 Public Forum 4
3 Apologies 4
4 Confirmation of Agenda 4
5 Declaration of Interest 5
6 Confirmation of Minutes 14
6.1 Strategy, Planning & Engagement Committee meeting - 13 February 2023 14
Part A Reports (Committee has power to decide these matters)
7 Actions from resolutions of the Strategy, Planning and Engagement Committee 19
8 Strategy, Planning and Engagement Committee Forward Work Programme 21
9 Strategic Refresh Update 27
10 Items for Consideration by the Chair 39
11 Karakia Whakamutunga
The meeting will close with a Karakia Whakamutunga.
Resolution to Exclude the Public 40
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Strategy, Planning & Engagement Committee 8 May 2023 |
1 Karakia Timatanga
The meeting will be opened with a karakia timatanga.
At the close of the agenda no requests for public forum had been received.
At the close of the agenda no apologies had been received.
Note: Any additions must be approved by resolution with an explanation as to why they cannot be delayed until a future meeting.
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Strategy, Planning & Engagement Committee 8 May 2023 |
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.
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
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Title |
Page |
⇩a |
Members' Register of Interest |
6 |
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Strategy, Planning & Engagement Committee 8 May 2023 |
Strategy, Planning & Engagement Committee meeting - 13 February 2023
That the Committee: a) Confirms the minutes of the Strategy, Planning & Engagement Committee meeting held on 13 February 2023 as a correct record.
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Attachments
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Title |
Page |
A⇩ |
Minutes of Strategy, Planning & Engagement Committee meeting held on 13 February 2023 |
15 |
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Strategy, Planning & Engagement Committee 8 May 2023 |
Strategy, Planning & Engagement Committee
MINUTES
Minutes of an ordinary meeting of the Strategy, Planning & Engagement Committee held in the Council Chambers, Dunedin Public Art Gallery, The Octagon, Dunedin on Monday 13 February 2023, commencing at 1.00 pm
PRESENT
Chairperson |
Cr Sophie Barker |
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Deputy Chairperson |
Cr Kevin Gilbert
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Members |
Cr Bill Acklin |
Cr David Benson-Pope |
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Cr Christine Garey |
Cr Carmen Houlahan |
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Cr Marie Laufiso |
Cr Cherry Lucas |
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Cr Jim O'Malley |
Ms Megan Potiki |
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Mayor Jules Radich |
Cr Lee Vandervis |
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Cr Steve Walker |
Cr Brent Weatherall |
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Cr Andrew Whiley |
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IN ATTENDANCE |
Jeanette Wikaira (Manahautū (General Manager Māori, Partnerships and Policy), Simon Pickford (General Manager Community Services), Simon Drew (General Manager Infrastructure Services), Claire Austin (General Manager Customer and Regulatory), Gina Huakau (Policy Manager), Dr Anna Johnson (City Development Manager) and Clare Sullivan (Principal Committee Advisor) |
Governance Support Officer Wendy Collard
1 karakia timatanga
Ms Megan Potiki opened the meeting with a karakia timatanga.
2 Public Forum
There was no Public Forum.
3 Apologies |
Moved (Cr Sophie Barker/Cr Jim O'Malley): That the Committee:
Accepts the apologies from Cr Mandy Mayhem (for lateness), Cr Carmen Houlahan (for possible early departure) and Mr Matapura Ellison.
Motion carried (SPECC/2023/001) |
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.
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Moved (Cr Sophie Barker/Cr Marie Laufiso): That the Committee:
a) Notes the Elected or Independent Members' Interest Register; and b) Confirms the proposed management plan for Elected or Independent Members' Interests. Motion carried (SPECC/2023/002) |
Part A Reports
5 Strategy, Planning and Engagement Committee Forward Work Programme |
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A report from Civic provided an update on the Strategy, Planning and Engagement Committee forward work programme. The General Manager Manahautū General Manager Māori, Partnerships and Policy (Jeanette Wikaira) and the General Manager Community Services (Simon Pickford) responded to questions. |
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Moved (Cr Sophie Barker/Mayor Jules Radich): That the Committee:
a) Notes the Strategy, Planning and Engagement Committee forward work programme. Motion carried (SPECC/2023/003) |
6 Resident's Opinion Survey Results 2021/2022 |
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A report from Corporate Policy provided a summary of the annual results of the 2021/22 Residents’ Opinion Survey (ROS). It noted that the 2021/22 survey was conducted during the previous triennium over the 12 months from 1 July 2021 to 30 June 2022 by an independent research company, called GravitasOPG. The Chief Executive Officer (Sandy Graham),General Manager Manahautū General Manager Māori, Partnerships and Policy (Jeanette Wikaira), General Manager Customer and Regulatory (Claire Austin) and the Corporate Policy Manager (Gina Huakau) responded to questions. Cr Mandy Mayhem entered the meeting at 1.18 pm during the debate on the resolution. Cr Cherry Lucas left the meeting at 01:22 pm and returned to the meeting at 01:24 pm. |
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Moved (Cr Kevin Gilbert/Cr Sophie Barker): That the Committee:
a) Notes the annual results of the 2021/22 Resident’s Opinion Survey b) Notes the review of the ROS is underway, and the rationale for the ROS will be informed by the wider Strategic Refresh work programme. Motion carried (SPECC/2023/004)
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Moved (Cr Kevin Gilbert/Cr Sophie Barker): That the Committee: c) Requests quarterly Residents Opinion Survey reports to the Strategy, Planning and Engagement Committee
Motion carried (SPECC/2023/005) with Crs Christine Garey, Marie Laufiso and Lee Vandervis recording their votes against |
7 Submission on the Natural and Built Environment Bill and the Spatial Planning Bill |
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In a report from Corporate Policy and City Development approval was sought for the draft Dunedin City Council (DCC) submission to the Government’s Environment Committee on the Natural and Built Environment (NBE) and the Spatial Planning (SP) Bills. The Chief Executive Officer (Sandy Graham), General Manager Infrastructure Services (Simon Drew), General Manager Customer and Regulatory (Claire Austin) and the City Development Manager (Dr Anna Johnson) responded to questions. |
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Moved (Cr David Benson-Pope/Cr Jim O'Malley): That the Committee:
a) Approves the DCC submission, with any amendments, on “the Natural and Built Environment Bill and the Spatial Planning Bill”. b) Authorises the Mayor or his delegate to speak to the submission at hearings. c) Authorises the Chief Executive to make any minor editorial amendments to the submission. Motion carried (SPECC/2023/006) |
8 Herbicides for Vegetation Control |
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In a report from Transport a review of the use of herbicides, especially those containing glyphosate, for weed and vegetation control in Council operations, and what alternative vegetation control methods existed was provided. The Chief Executive Officer (Sandy Graham) and the General Manager Infrastructure Services (Simon Drew) spoke to the report and responded to questions. |
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Moved (Cr Steve Walker/Cr Marie Laufiso): That the Committee:
a) Notes the Herbicides for Vegetation Control Report. Motion carried (SPECC/2023/007) with Cr Carmen Houlahan recording her vote against
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Moved that the Committee (Cr Sophie Barker/Cr Steve Walker):
Adjourns the meeting.
Motion carried
The meeting adjourned at 2.45 pm and reconvened at 2.51 pm.
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Moved (Cr Carmen Houlahan/Cr Marie Laufiso): That the Committee:
a) Requests a report on alternative methods for weed control (including health benefits, potential implications for budgets and levels of service) in time for the January 2024 10 year plan meeting.
Motion carried (SPECC/2023/008) |
9 Karakia Whakamutunga |
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Ms Megan Potiki closed the meeting with a karakia whakamutunga. |
The meeting concluded at 3.02 pm.
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CHAIRPERSON
Strategy, Planning & Engagement Committee 8 May 2023 |
Actions from resolutions of the Strategy, Planning and Engagement Committee
Department: Civic
EXECUTIVE SUMMARY
1 The purpose of this report is to provide an update on resolutions that are being actioned and completed since the last Strategy, Planning and Engagement Committee meeting.
2 As this report is an administrative report only, there are no options or Summary of Considerations.
That the Committee: a) Notes the Completed Actions from resolutions of the Strategy, Planning and Engagement Committee shown in Attachment A. |
Signatories
Author: |
Wendy Collard - Governance Support Officer |
Authoriser: |
Sharon Bodeker - Manager Governance |
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Title |
Page |
⇩a |
Action List |
20 |
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Strategy, Planning & Engagement Committee 8 May 2023 |
Strategy, Planning and Engagement Committee Forward Work Programme
Department: Civic
EXECUTIVE SUMMARY
1 The purpose of this report is to provide a regular update of the Strategy, Planning and Engagement 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.
That the Committee: a) Notes the Strategy, Planning and Engagement Committee forward work programme as shown in Attachment A. |
DISCUSSION
3 The forward work programme will be 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 will be highlighted in yellow. Items that have been completed or updated are shown as bold.
Signatories
Author: |
Wendy Collard - Governance Support Officer |
Authoriser: |
Jeanette Wikaira - Manahautū (General Manager Māori Partnerships and Policy |
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Title |
Page |
⇩a |
Forward Work Programme |
23 |
Strategy, Planning & Engagement Committee 8 May 2023 |
Strategic Refresh Update
Department: Corporate Policy
EXECUTIVE SUMMARY
1 The purpose of this report is to update the Strategy, Planning and Engagement Committee on the progress of the Strategic Refresh project (the Strategic Refresh), and outlines the next phase of the Strategy Refresh work programme.
2 The report summarises key milestones achieved since the update report to Council in September 2022.
3 A schedule of Councillor workshops is provided as Appendix A.
That the Committee:
a) Notes the Strategic Refresh Update Report
BACKGROUND
4 The existing Strategic Framework (the wheel) incorporates eight high-level strategies. The wheel is underpinned by Council’s commitment to the Treaty of Waitangi and the principle of sustainability.
5 The key strategies were developed 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.
6 A review by consultants Harrison Grierson in 2020 found that:
· There was no formal governance or oversight of the wheel
· That the principles of sustainability and the Treaty of Waitangi were not clearly defined
· That there was no consistency in prioritising, implementing, measuring, and reporting on the principles across the strategies
· That the wheel lacked alignment and did not capture all of the DCC’s strategic activities
· That the DCC’s current strategic framework wheel needed to be refreshed
7 Separately, the Local Government (Community Wellbeing) Amendment Act (2019) restored the promotion of ‘social, economic, environmental, and cultural wellbeing of communities’ to the statutory purpose as defined in the Local Government Act 2002. However, the four wellbeings were not clearly defined within the Act.
8 The wheel does include four wellbeing strategies (Ara Toi Otepoti – our Creative future, Te Ao Tūroa, Economic Development Strategy and Dunedin’s Social Wellbeing Strategy), but they are not embedded across all strategic documents or operational activities. Refreshing the four wellbeing strategies was identified as essential. The development of a Māori Strategic Framework (MSF) to give effect to Council’s commitment to the Treaty of Waitangi was also identified as essential.
9 In September 2020, Council considered options for a consistent approach to sustainability in the refresh of the DCC’s Strategic Framework. Council approved the development of the City Portrait 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/2020/072)
10 In December 2020, an update report on the Strategic Refresh was presented to Council.
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, a further update report was presented to Council on the Strategic Framework Refresh Programme.
13 The most recent update to Council was in September 2022, which included a proposed draft ‘refreshed’ Strategic Framework (the weave).
“Moved (Mayor Aaron Hawkins/Cr Christine Garey): That the Council:
Notes the Strategic Refresh update and the ‘refreshed draft’ Strategic Framework.
Motion carried (CNL/2022/065) with Cr Vandervis recording his vote against.
14 The draft weave framework has been a useful conceptually as a visual to reimagine strategic alignment. The weave has also been useful in making visible key strategic components that will support Council to deliver improved wellbeing to all Dunedin residents, whilst providing clarity of alignment across operational activities. Recent Council feedback was used to produce this updated version of the weave.
The draft
DISCUSSION
Strategic Refresh Update
15 Staff have developed a high level online dashboard to provide clear updates on the Strategic Refresh project. An overview of this is included below.
Table 1: High level summary of review of wellbeing strategies, and development of new strategies.
16 As set out in the previous Council report in September 2022, the Harrison Grierson Project plan has been integrated in the work programme and the original milestones remain relevant such as; developing a schedule of Councillor workshops and updated reports, continual alignment across the work streams and education opportunities for staff teams.
17 In addition to the Harrison Grierson Project plan, wellbeing and engagement was also included as new work areas in response to the Future for Local Government review which proposed strengthening the legislation related to the Treaty of Waitangi and wellbeing.
18 The original timeline in the Harrison Grierson Project plan was not achievable as the periods were too short to engage with mana whenua and the wider community, and it did not take into account the impacts of Covid-19.
19 The timing of the project going forward takes into account other Council related work and the 10 Year Plan 2024-34.
20 A high level update on each of the work streams that form the Strategic Refresh Project is summarised below.
Work Streams |
Key Milestones completed |
What we are working on now |
Where we are heading |
Māori Strategic Framework (Treaty of Waitangi Priority) |
· Engagement with mana whenua (ongoing) · Values and framework developed with mana whenua · Council Workshop · Te Pae Māori Presentation |
· Finalising high level strategy document · Developing draft indicators and measures · Connecting the MSF with the City Portrait and the four wellbeings · Planning for update report and presentation to Te Pae Māori |
· Te Pae Māori report and presentation · Council workshop · Council approval |
City Portrait (Sustainability Priority) |
· Review of DCC strategies · Ongoing meetings with staff · Updated communications (online) · Appointment of PAN · Council Workshops |
· Developing draft indicators/measures with staff in existing strategies · Council workshops · Developing engagement plan to support community engagement |
· Council workshop · Community Engagement · Council approval |
Wellbeing Strategies (Economic Development Strategy, Ara Toi, Te Ao Tūroa, Social Wellbeing) |
· Audit of existing ‘wellbeing’ strategies · Wellbeing research completed · Wellbeing Concepts drafted · Ongoing support for ORC wellbeing group |
· Building indicators/measures with Council and staff
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· Council workshops · Community Engagement · Council approval |
Levels of Service and other data |
· Reviewed LoS and other data · Produced draft SMART descriptions for LoS · Workshop with Councillors |
· Developing LoS with staff and Council · Developing reporting tools for strategies |
· Council workshop · Community Engagement · Council approval · Auditors satisfied with LoS improvements |
Engagement Strategy |
· Reviewed other Council’s engagement strategies and guidelines |
· Developing a Council wide engagement strategy · Identifying key principles for community engagement · Developing guidelines and best practice engagement tools. |
· Council workshop · Council approval |
Table 2: High level summary of work streams that form the Strategic Refresh Programme
21 The timeline for the Strategic Refresh Project related to key milestones for 2023 is outlined below.
Key Points
Refreshing the existing strategies
22 In undertaking the review of the DCC’s existing strategies, staff have been mindful of the legislative reforms from Central Government. This has included, but not limited to, the reform of the Resource Management Act including the forthcoming Climate Adaptation Bill, the 3 Waters reform, as well as the Future for Local Government review.
23 The wheel includes four strategies that focus on community wellbeing and four statutory strategies that relate to critical services delivered by Council. Across these eight strategies, objectives include both long term visionary goals for the city, as well as short to medium outputs related to delivering operational activities. This has resulted in various indicators and measures, that are not aligned, are disconnected and do not clearly indicate progress over time.
24 The focus has been on analysing and refreshing the four strategies that are related to wellbeing (Economic Development Strategy, Ara Toi, Te Ao Tūroa, and Dunedin’s Social Wellbeing). This has involved an in-depth audit of each strategy, analysing strengths and weaknesses in relation to wellbeing, and identifying areas of improvement.
25 In refreshing the remaining strategies, it has been important to keep in mind the potential impacts of the reforms as well as the statutory requirements related to strategies that have national significance such as the Transport, Spatial and 3 Waters Strategies. These specific strategies have been reviewed in relation to the Treaty of Waitangi and Sustainability and have helped to inform the City Portrait work. The Spatial Strategy is also being refreshed as part of the Future Development Strategy work.
Workshop Programme
26 A combined Councillor and ELT workshop programme has been developed. The rationale for these workshops is so that ELT and Council can consider and give feedback on the development of the wellbeing strategies together. This will provide an opportunity for a combined governance and operational perspective. This in turn will help to strengthen the process and provide guidance on the Strategic Refresh work programme. Please see Appendix One for a list of scheduled workshops.
Summary of Wellbeing and City Portrait work
27 A summary overview of the Wellbeing and City Portrait work has been prepared and will be provided prior to the workshop programme.
28 This summary will include a review of national, international, and indigenous wellbeing research and frameworks, and a comparison of how other cities are developing wellbeing strategies to drive their work and assess impacts. The Wellbeing Summary includes a high level review of the existing wellbeing strategies. DCC have attended the regional wellbeing working group, led by the Otago Regional Council. Collaboration with this group has also helped to foster a shared understanding of wellbeing. In addition, The City Portrait Summary includes a review of existing strategies and a high level summary of what the DCC is currently measuring as it relates to the ecological ceiling.
OPTIONS
29 As this is a report for noting, there are no options.
NEXT STEPS
30 Combined Councillor and ELT workshop programme is scheduled to start in May.
31 Community Engagement is an essential part of the Strategic Refresh. This will begin in August and September once the Councillor and ELT workshops are complete. The focus is to learn from the community and provide opportunities for the community to shape the refreshed strategies.
32 Update reports to Strategy, Planning and Engagement Committee will follow the Council and ELT workshops with the provision of the Strategic Refresh engagement plan. A further update report is planned following community engagement.
Signatories
Author: |
Gina Huakau - Corporate Policy Manager |
Authoriser: |
Jeanette Wikaira - Manahautū (General Manager Māori Partnerships and Policy |
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Title |
Page |
⇩a |
Strategic refresh Reporting and Workshop Schedule |
37 |
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 wellbeing of communities in the present and for the future. |
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Fit with strategic framework
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. 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 wellbeing 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 this 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 align with the 10 Year Plan process. |
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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 not presented to any additional groups since the last update report. |
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Engagement - internal Internal engagement is ongoing. |
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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. Community Boards will have an opportunity to participate as part of the engagement process. |
Strategy, Planning & Engagement Committee 8 May 2023 |
Items for Consideration by the Chair
Any items for consideration by the Chair
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Strategy, Planning & Engagement Committee 8 May 2023 |
Resolution to Exclude the Public
That the Strategy, Planning & Engagement Committee:
Pursuant to the provisions of the Local Government Official Information and Meetings Act 1987, exclude the public from the following part of the proceedings of this meeting namely:
This resolution is made in reliance on Section 48(1)(a) of the Local Government Official Information and Meetings Act 1987, and the particular interest or interests protected by Section 6 or Section 7 of that Act, or Section 6 or Section 7 or Section 9 of the Official Information Act 1982, as the case may require, which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public are as shown above after each item.