Notice of Meeting:

I hereby give notice that an ordinary meeting of the Strategy, Planning & Engagement Committee will be held on:

 

Date:                                                    Monday 14 August 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

 

Deputy Chairperson

Cr Kevin Gilbert

 

 

Members

Cr Bill Acklin

Cr David Benson-Pope

 

Mr Matapura Ellison

Cr Christine Garey

 

Cr Carmen Houlahan

Cr Marie Laufiso

 

Cr Cherry Lucas

Cr Mandy Mayhem

 

Cr Jim O'Malley

Ms Megan Potiki

 

Mayor Jules Radich

Cr Lee Vandervis

 

Cr Steve Walker

Cr Brent Weatherall

 

Cr Andrew Whiley

 

 

Senior Officer                                               Jeanette Wikaira, General Manager Community Services (Acting)

 

Governance Support Officer                  Wendy Collard

 

 

Wendy Collard

Governance Support Officer

 

Telephone: 03 477 4000

governance.support@dcc.govt.nz

www.dunedin.govt.nz

 

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

 

 


Strategy, Planning & Engagement Committee

14 August 2023

 

 

ITEM TABLE OF CONTENTS                                                                                                                                         PAGE

 

1             Karakia Timatanga                                                                                                                                                   4

2             Public Forum                                                                                                                                                              4

3             Apologies                                                                                                                                                                    4

4             Confirmation of Agenda                                                                                                                                        4

5             Declaration of Interest                                                                                                                                           5

6             Confirmation of Minutes                                                                                                                                    15

6.1       Strategy, Planning & Engagement Committee meeting - 19 June 2023                               15

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

7             Strategy, Planning and Engagement Committee Forward Work Programme                                 22

8             Residents' Opinion Survey Quarterly Update: April-June 2023 quarter                                            27

9             South Dunedin Future Programme Update                                                                                                 35

10           Items for Consideration by the Chair                                                                                                             52

11           Karakia Whakamutunga

The meeting will close with a Karakia Whakamutunga.

 


Strategy, Planning & Engagement Committee

14 August 2023

 

1          Karakia Timatanga

The meeting will be opened with a Karakia Timatanga.

2          Public Forum

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

3          Apologies

An apology has been received from Cr Steve Walker.

 

That the Committee:

 

Accepts the apology from Cr Steve Walker.

4          Confirmation of agenda

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


Strategy, Planning & Engagement Committee

14 August 2023

 

Declaration of Interest

 

 

EXECUTIVE SUMMARY

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

 

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

 

 

RECOMMENDATIONS

That the Committee:

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

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

 

Attachments

 

Title

Page

a

Register of Interests

6

 

 


Strategy, Planning & Engagement Committee

14 August 2023

 









 


Strategy, Planning & Engagement Committee

14 August 2023

 

Confirmation of Minutes

Strategy, Planning & Engagement Committee meeting - 19 June 2023

 

 

RECOMMENDATIONS

That the Committee:

a)         Confirms the minutes of the Strategy, Planning & Engagement Committee meeting held on 19 June 2023 as a correct record.

 

 

Attachments

 

Title

Page

A

Minutes of Strategy, Planning & Engagement Committee meeting  held on 19 June 2023

16

 

 


Strategy, Planning & Engagement Committee

14 August 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 19 June 2023, commencing at 1.00 pm

 

PRESENT

 

Chairperson

Cr Sophie Barker

 

Deputy Chairperson

Cr Kevin Gilbert

 

 

Members

Cr Bill Acklin

Cr David Benson-Pope

 

Mr Matapura Ellison

Cr Christine Garey

 

Cr Carmen Houlahan

Cr Marie Laufiso

 

Cr Cherry Lucas

Cr Mandy Mayhem

 

Cr Jim O'Malley

Ms Megan Pōtiki

 

Mayor Jules Radich

Cr Steve Walker

 

Cr Brent Weatherall

Cr Andrew Whiley

 

 

IN ATTENDANCE

Sandy Graham (Chief Executive Officer), Jeanette Wikaira (Manahautū (General Manager Māori, Partnerships and Policy)), Simon Pickford (General Manager, Community Services), Simon Drew (General Manager, Infrastructure and Development), Jasmin Lamorie (Senior Corporate Planner), Mark Mawdsley (Team Leader Advisory Services), John Brenkley (Planning and Partnerships Manager)

 

Governance Support Officer                  Lynne Adamson

 

 

1          Karakia Timatanga

Cr Barker opened the meeting with a karakia timatanga.

 

            TE AKA ŌTĀKOU

 

Cr Christine Garey acknowledged Tahu Pōtiki and Te Rūnanga o Ōtākou for the gift of naming the shared pathway from port to port around the Otago Harbour.  The full trail from Port Chalmers to beyond Portobello would be known as Te Aka Ōtākou (The Otago Vine); the northern SH88 trail would be known as Te Ara Moana (The Ocean Path) and the eastern Otago Peninsula trail would be Te Awa Ōtākou (the Ocean River).  She commented on the beautiful and generous gift which spoke to the graciousness of Manawhenua. 

 

Mayor Jules Radich reiterated Cr Garey’s sentiments, added his acknowledgements for the generous gift and spoke of the wonderful benefit for the city that the shared pathway would bring.

 

Megan Pōtiki provided additional background to the names and commented that Tahu Potiki had chosen the name Te Awa Ōtākou as the harbour was always referred to as a river as the Peninsula was densely covered in forest that met the harbour.  Ms Pōtiki spoke of Captain Cook’s second voyage and journal accounts of the Peninsula. These accounts spoke of forests that extended down to the waters edge; the richness of bird song and how the harbour was thought to be a river.

 

2        Public Forum

There was no public forum.

 

3          APOLOGIES

 

             Moved (Cr Sophie Barker/Cr Steve Walker):

 

That the Committee:

 

Accepts the apologies from Crs Lee Vandervis for absence and Carmen Houlahan for lateness.

           

             Motion carried (SPECC/2023/016)

 

4          CONFIRMATION OF AGENDA

 

 

 

Moved (Cr Sophie Barker/Cr David Benson-Pope):

That the Committee:

 

Confirms the agenda without addition or alteration.

 

Motion carried (SPECC/2023/017)

5          Declarations of interest

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

 

Cr Bill Acklin advised of an update to his interest register to reflect short term part time work he was currently undertaking with Insulmax Otago.


 

 

 

Moved (Cr Sophie Barker/Cr Andrew Whiley):

That the Committee:

 

a)         Amends the Elected or Independent Members' Interest Register; and

b)        Confirms the proposed management plan for Elected or Independent Members' Interests.

Motion carried (SPECC/2023/018)

 

6          Confirmation of Minutes

6.1       Strategy, Planning & Engagement Committee meeting - 8 May 2023

 

Moved (Cr Sophie Barker/Cr Cherry Lucas):

That the Committee:

 

a)        Confirms the public part of the minutes of the Strategy, Planning & Engagement Committee meeting held on 08 May 2023 as a correct record.

 Motion carried (SPECC/2023/019)

 

Part A Reports

7          Strategy, Planning and Engagement Committee Forward Work Programme

 

A report from Civic provided an update of the Strategy, Planning and Engagement Committee forward work programme.

The Manahautū (General Manager Māori, Partnerships and Policy) (Jeanette Wikaira), and General Manager Community Services (Simon Pickford) spoke to the report and responded to questions.

 

 

Moved (Cr Sophie Barker/Cr Steve Walker):

That the Committee:

 

a)     Notes the Strategy, Planning and Engagement Committee forward work programme.

Motion carried (SPECC/2023/020)

 

8          10 Year Plan 2024-2034 development

 

A report from Corporate Policy provided an update on the development of the 10 Year Plan 2024-34 Project Plan, the 10 Year Plan 2024-34 Project Structure and the 10 Year Plan 2024-34 Timeline.

The report also provided an overview of the 10 Year Plan and outlined the objectives, deliverables, roles and responsibilities and a high level view of timeframes. The project structure was provided along with the 10 Year Plan responsibilities to be delivered through key workstreams.

The Manahautū (General Manager Māori, Partnerships and Policy) (Jeanette Wikaira) and Senior Corporate Planner (Jasmin Lamorie) responded to questions.

 

Moved (Cr David Benson-Pope/Cr Marie Laufiso):

That the Committee:

 

a)         Notes the 10 Year Plan 2024-2034 Development Report

b)        Notes the 10 Year Plan 2024-2034 Project Plan, the 10 Year Plan 2024-2034 Project Structure and the 10 Year Plan 2024-2034 Timeline.

Motion carried (SPECC/2023/021)

 

9          Heritage Action Plan - Establishment of an Advisory Group

 

A report from City Development proposed the establishment of an Advisory Group to guide the development of a Heritage Action plan.

The report noted that the proposed advisory group would consist of elected members, representatives from heritage advocacy groups, professionals, contractors, and building owners.  The advisory group would give consideration to the issues affecting historic buildings across the city and explore initiatives to support use, restoration, and adaptive reuse of heritage buildings.

The Heritage Action Plan Advisory Group would prepare recommendations for the Heritage Action Plan, which would be considered by the Strategy, Planning, and Engagement Committee.

The General Manager Infrastructure and Development (Simon Drew) and Team Leader Advisory Services (Mark Mawdsley) spoke to the report and responded to questions.

 

Moved (Cr Sophie Barker/Cr David Benson-Pope):

That the Committee:

 

a)         Approves the Heritage Action Plan Advisory Group Terms of Reference.

b)        Notes the proposed programme and workshop focus areas.

 

Motion carried (SPECC/2023/022)

 

10        Reserve Management Plan Review Schedule

 

A report from Parks and Recreation presented a forward work programme for the review of all reserve management plans which were administered by Parks and Recreation Services.

The General Manager Community Services (Simon Pickford) and Planning and Partnerships Manager (John Brenkley) spoke to the report and responded to questions.

 

Cr Carmen Houlahan entered the meeting at 1.22 pm.

 

 

Moved (Cr Sophie Barker/Cr Bill Acklin):

That the Committee:

 

a)        Notes the Reserve Management Plan review schedule.

Motion carried (SPECC/2023/023)

 

11        Items for Consideration by the Chair

 

There were no items identified for consideration by the Chair.

12        Karakia Whakamutunga

 

Cr Sophie Barker closed the public section of the  meeting with a Karakia Whakamutunga.

 

 

RESOLUTION TO EXCLUDE THE PUBLIC

 

Moved (Cr Sophie Barker/Cr Kevin Gilbert):

That the 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:

 

General subject of the matter to be considered

Reasons for passing this resolution in relation to each matter

Ground(s) under section 48(1) for the passing of this resolution

 

Reason for Confidentiality

C1  Strategy, Planning & Engagement Committee meeting - 8 May 2023 - Public Excluded

S7(2)(b)(ii)

The withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information.

 

.

 

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.

 

Motion carried (SPECC/2023/024)

 

 

The meeting moved into confidential at 1.26 pm and concluded at 1.30 pm.

 

 

 

 

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

CHAIRPERSON

 


Strategy, Planning & Engagement Committee

14 August 2023

 

Part A Reports

 

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. 

RECOMMENDATIONS

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 - General Manager Community Services (Acting)

Attachments

 

Title

Page

a

Forward Work Programme - August 2023

23

 

 


Strategy, Planning & Engagement Committee

14 August 2023

 





Strategy, Planning & Engagement Committee

14 August 2023

 

 

Residents' Opinion Survey Quarterly Update: April-June 2023 quarter

Department: Corporate Policy

 

 

 

EXECUTIVE SUMMARY

1          This report provides a summary of the Residents’ Opinion Survey (ROS) quarterly results (Attachment A), following the resolution made by the Strategy, Planning and Engagement Committee (the Committee) on 13 February 2023.

2          The Quarterly results shows a comparison between the April-June 2023 quarter with the April-June 2022 quarter.

3          The Quarterly results show quarter-on-quarter changes in:

·    residents’ overall satisfaction and dissatisfaction with 10 DCC services/facilities areas

·    residents’ overall satisfaction with five aspects of the DCC and elected members.

 

4          There was only one statistically significant change found in satisfaction/dissatisfaction ratings - overall satisfaction with ‘Planning and urban design’ increased to 62% in the October-December 2022 quarter from 47% in the July-September quarter.

RECOMMENDATIONS

That the Committee:

a)         Notes the Residents’ Opinion Survey quarterly update.

BACKGROUND

5          The ROS is a monitoring tool utilised by the DCC to collect statistically reliable results on residents’ satisfaction with DCC services and facilities and perceptions of Council performance. It has been commissioned by the DCC every year since 1994 and provides an annual snapshot.

6          Since 2016, the ROS has been conducted on a monthly, rather than annual, basis to provide for analysis of seasonal trends through the year. The ROS results are publicly released annually and, most recently since 2020, are reported directly to Council via a report.

7          On 13 February 2023, the Committee noted the ROS annual results 2021/22 and resolved as follows:

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

8          Following the resolution, staff engaged GravitasOPG to discuss and request options with estimated costs for providing quarterly reports, with information reliability and cost-effectiveness as key considerations.

9          On 8 May 2023, the Committee considered a report outlining options and associated costs for quarterly reporting of ROS results in the non-public part of the meeting due to commercial sensitivities.

10        Staff pursued the option, preferred by the Committee, and worked with GravitasOPG to finalise a selected set of key ROS measures for inclusion in quarterly reports.

11        This report is the first of three quarterly update reports to be presented to the Committee. The next two reports will be presented to the Committee in November 2023 and March 2024. The current five-year contract with GravitasOPG ends with the delivery of a 2023/24 survey (ending 30 June 2024).

12        The Quarterly results have been prepared by GravitasOPG in consultation with Corporate Policy.

DISCUSSION

The ROS methodology

13        The ROS is based on a sample of randomly selected residents aged 18 years and over from the electoral roll, with a target sample size of 1,200 residents each year. Participation is voluntary.

14        The quarterly sample size ranged from 91 to 414 over the 12-month period. The samples are weighted to known population distributions based on the 2018 Census data for age, gender, ethnicity, and location. This is to reduce sample bias.

15        Like the ROS annual results, the Quarterly results are statistically tested. Statistically significant differences are denoted with green and red arrows for an increase and decrease, respectively.

16        Caution is needed when considering any other increase or decrease in satisfaction ratings that are not statistically significant, as they are not reliable.

Finding of ROS quarterly results: April-June 2023 quarter

17        The only statistically significant change was found in overall satisfaction with ‘Planning and urban design’ in response to the question ‘Everything considered, how satisfied are you with the way the city is developing in terms of its look and feel?’ The overall satisfaction increased to 62% in the October-December 2022 quarter, from 47% in the July-September quarter (32% increase).

18        The October-December 2022 quarter coincides with the completion of work on George Street’s Farmers Block, which was undertaken from 26 April to 11 November 2022. While the survey data cannot to determine what exactly contributed to the increase, it could be perceived that the increased satisfaction is due to the completion of the first stage of the George Street Retail Quarter upgrade. There are comments from respondents that support this speculation. Of 50 comments available from the December monthly results, 20% specifically commented positively on George Street, while 4% expressed disappointment.

OPTIONS

19        There are no options as this is a report for noting.

NEXT STEPS

20        Staff will continue to work with GravitasOPG to provide the Committee with another quarterly update report at its meeting on 20 November 2023.

Signatories

Author:

Gina Huakau - Corporate Policy Manager

Authoriser:

Jeanette Wikaira - General Manager Community Services (Acting)

Attachments

 

Title

Page

a

Dunedin Residents' Opinion Survey Quarterly Results Table April- June 2023 Quarter

33

 


 

SUMMARY OF CONSIDERATIONS

 

Fit with purpose of Local Government

The ROS enables democratic local decision making and action by, and on behalf of communities.

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 ROS contributes to all aspects of the strategic framework as it gauges residents’ satisfaction with DCC services and performance.

Māori Impact Statement

The current ROS does not qualify to receive Māori decent electoral roll data under section 112 of the Electoral Act 1993. Where response rates are not proportional to the ōtepoti Dunedin population for Māori, the results are weighted to known population distributions based on the 2018 Census data to reduce sample size.

Sustainability

The ROS asks about residents’ perception of Dunedin as a sustainable city, and whether the DCC is leader in encouraging the development of a sustainable city.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The ROS asks about residents’ satisfaction with the ‘value for money’ of the services provided by the DCC.

Financial considerations

There are no direct financial considerations.

Significance

The significance of this report is low, in terms of Council’s Significance and Engagement Policy, as it is for noting only.

Engagement – external

The ROS is a form of external engagement.

Engagement - internal

The ROS results are available to management and staff monthly. Reporting of the ROS results will be considered as part of future work on non-financial reporting, levels of service, and Strategic Framework Refresh.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The ROS asks about overall satisfaction with performance of Community Board members.

 

 



Strategy, Planning & Engagement Committee

14 August 2023

 




Strategy, Planning & Engagement Committee

14 August 2023

 

 

South Dunedin Future Programme Update

Department: Maori, Partnerships & Policy

 

 

 

EXECUTIVE SUMMARY

1          The purpose of this report is to provide an update on the South Dunedin Future programme and to foreshadow the anticipated work plan through to mid-2024.

2          This report provides an update on the South Dunedin Future programme by outlining key developments since Councils approved the programme plan in July 2022, and foreshadowing significant pieces of work coming up in the next 6-12 months.

3          Programme planning is now at a more advanced stage, with the programme broken down by phase, workstream, as well as key actions and decisions, with high-level scheduling across the three-year period July 2023 – June 2026. Delivery of the programme is led by a dedicated programme team based at Dunedin City Council (DCC), with continued collaboration with staff across DCC and Otago Regional Council (ORC), reflecting the multi-disciplinary nature of climate change adaptation.

4          These internal resources are now supplemented by an external consultant team providing a range of technical support services across the programme – including in strategy, communications, community engagement, risk assessment, and adaptation options development. Relationships are also developing with a range of partners and external stakeholders, including mana whenua, central government agencies, local government counterparts, private sector interests, and community stakeholders.

5          Community engagement remains a central focus of the programme, with extensive work undertaken to explain the complexities and uncertainties of climate change adaptation in South Dunedin in ways more easily understood by the general public. This is intended to help everyone better understand the key issues and engage with the discussion and decision-making, and has included reframing the programme around finding a balance between key concepts of people, water and space.

6          As the SDF programme accelerates, a range of outputs will be produced at regular intervals over the next three years, as partners and stakeholders are taken through the anticipated changes to the natural environment, the resulting risks and impacts on affected communities, and the options for managing impacts and adapting to change. The intention is that over the next three years this work results in a technically-sound, and community-supported set of adaptation options, which if approved by Councils, would be consolidated into a climate change adaptation strategy for South Dunedin.

7          It is anticipated that this adaptation strategy for South Dunedin will be completed by mid-2026. Early work has commenced in parallel to consider options for implementing that strategy, once the details are confirmed, including looking at potential land use change that might be required in South Dunedin to effectively adapt to the impacts of climate change over the coming century.

RECOMMENDATIONS

That the Committee:

a)         Notes the South Dunedin Future programme update report.

BACKGROUND

8          The South Dunedin Future (SDF) programme is a joint initiative between the Dunedin City Council (DCC) and Otago Regional Council (ORC) to develop a climate change adaptation strategy for South Dunedin. A programme plan, which outlined the high-level approach for developing the adaptation strategy and delivering the SDF programme was approved by DCC and ORC Councils in July 2022 (refer Part A Item 9, Planning and Environment Committee, 6 July 2022).

9          An update on the programme was provided to a joint workshop of both Councils on 6 June 2023.  This report provides an update on delivery of the SDF programme, including reporting against the ‘next steps’ outlined in the July 2022 report, and foreshadows planned activities over the coming 6-12 months.

Programme Management Activities

Programme Planning

10        Detailed planning has now broken the SDF programme into five phases, five workstreams, and a number of programme actions. These are summarised below and illustrated in the A3 Programme Overview (Attachment A).

11        The programme continues to follow the Dynamic Adaptative Pathways Planning (DAPP) approach, which promotes a five-phase circular process for adaptation planning and is guided by best practice advice from the Ministry for the Environment (MfE).

12        The SDF programme has been broken into five complementary workstreams, including:

a)         Natural hazards – Monitoring, investigating and predicting changes to the physical environment and the associated hazards for local communities.

b)        Strategy and programme – Developing a clear strategic intent and designing programme structure, resources and work plan required for delivery.

c)         Communications and community engagement – Developing, designing and delivering a range of communications and community engagement activities in support of other programme work streams.

d)        Risk assessment – Undertaking a three-stage climate change and natural hazard risk assessment for South Dunedin (and some parts of wider Dunedin city)

e)        Adaptation options – Undertaking a five-stage adaptation options development process, following the PARA (protect, accommodate, retreat, avoid) framework.

13        Programme staff are also actively engaging with central and local government contacts on climate change adaptation policy, planning and practice – which is developing quickly, following the Auckland Anniversary floods and Cyclone Gabrielle in the North Island in early 2023. This includes work to develop a Climate Change Adaptation Bill as part of wider reform of the Resource Management Act 1991.

14        The programme has established an academic research partnership contract with the Centre for Sustainability at the University of Otago, focussing on developing research summary products in areas relevant to the programme 6-12 months prior to addressing those issues through the programme. The first summary, produced in February 2023, focussed on Community Engagement for Climate Change Adaptation. A second summary, expected in August 2023, will focus on Community Mapping for Climate Change Adaptation (e.g. mapping community views, values and connections, in addition to relevant physical features in and around South Dunedin).

Programme Communications

 

15        Work has been undertaken to distil the wide range of complex and uncertain issues characterising the SDF programme, such as environmental change, social dynamics, and economic variables, into some key concepts and principles. The primary purpose has been to support programme communications by offering simpler concepts that are more easily understood by a wider range of people.

16        This has included distilling the programme down to three key concepts: people, water and space. The objective of the programme is essentially to find a balance between people, water and space, making South Dunedin a safer and better place to live, work and play, while maintaining and creating more space for water – given climate change is expected to mean rising groundwater, rising sea levels, and increased frequency and severity of rainfall events.

17        This work is central to reframing of the issues and purpose of the SDF programme. It supports the shift away from a deficit-focused, binary approach where South Dunedin must be protected from climate change at all costs until everyone has to leave. Pivoting to an opportunity-focussed, dynamic approach where South Dunedin’s climate change-related challenges are logically assessed, quantified, and adaptation options developed that not only manage risks and make South Dunedin safer, but also support activities (e.g. urban regeneration) that make South Dunedin a better place to live.

18        This involved rebranding work for the SDF programme through production of a programme flyer and other marketing materials that were launched at the South Dunedin Street Festival on 1 April 2023. A copy of the flyer is included as Attachment B. A programme communications and engagement strategy is under development, and further flyers are planned for 2023, covering “The Science of South Dunedin”, “What matters most in South Dunedin”, and “The Adaptation Options for South Dunedin”. These are intended to gradually introduce the community to the key issues, provide a platform for more informed discussion, and enable better quality decisions and outcomes.

Partner & Stakeholder Engagement

 

19        Partner and stakeholder engagement remains central to the SDF programme, and staff are regularly engaging with central government, local government, private sector and community stakeholders on a wide range of issues. This has included monthly meetings with the South Dunedin Community Network, a presentation to the South Dunedin Community Hui on 8 March 2023, as well as periodic meetings with a range of other community groups and representatives across South Dunedin to keep stakeholders up to date with developments, strengthen relationships, and deepen our understanding of what matters most for the community.

20        Programme governance and management continues to evolve, as more partners and stakeholders are engaged, and as the programme produces greater clarity on the problems to be solved, people’s interests and objectives, and options for delivery. The SDF programme continues to report regularly to a joint Steering Group comprising General Managers from DCC and ORC, and provides periodic briefing and reporting to both Councils and Council Committees.

21        Operations level, day-to-day activities are managed by a DCC-based team of three staff, complemented by a range of other staff across DCC and ORC. The programme team regularly works with other local government staff, and central government agency staff, on a range of issues, and in coming months it is likely that more formal working groups and collaborative programme structures will be established involving representatives from councils, central government, mana whenua, private and community sectors, and consultant teams.

Programme Actions

 

Engagement with Mana Whenua

 

22        The SDF programme is operating on the basis that all our work will serve to build and enhance the mana of the DCC and ORC's Treaty partnerships with mana whenua. We expect this will be achieved through ongoing collaboration with Ōtākou Rūnaka and Kāti Huirapa Rūnaka ki Puketeraki, their consultancy arm Aukaha, and a range of local Māori organisations in Dunedin. These partnerships continue to develop. A range of operational discussions are underway with Aukaha, with an initial focus on partnership principles, incorporating mana whenua values, priorities and insights into the programme strategy, and co-development of programme workstreams.

Consolidated natural hazards information

 

23        ORC is continuing to lead the gathering and analysis of natural hazards information. There are currently 31[1] permanent monitoring wells where groundwater levels are recorded.

24        GNS Science have been engaged by ORC to update the analysis of the groundwater levels and the understanding of groundwater processes (e.g. magnitude and spatial variability) in the area. This work will inform the risk assessment and the development of adaptation options (refer to Discussion section).

25        ORC, supported by NIWA, is continuing to monitor the sea level at the Green Island site. The site has been operating since 2003. Land movement on Green Island is also being monitored. This is to determine if there are changes in land elevation occurring at this site, and help in the assessment of the relative contributions of land subsidence and changes in sea level to ‘relative sea level rise’ at that site.

26        ORC has engaged NIWA to update the maps of coastal inundation from extreme sea level rise[2] using more accurate ground elevations. The purpose of this work is to refine the understanding and extent of the consequences of sea level rise on coastal inundation. This work will inform the SDF programme, in particular the risk assessment and the development of adaptation options (refer to Discussion section).

27        ORC is working with the University of Otago, School of Surveying on improving the monitoring network for vertical land motion in South Dunedin. The current focus is on defining the coverage of the network and identifying adequate sites in the South Dunedin area to install the monitoring equipment. This work is to ensure that South Dunedin site specific vertical land motion data is available.

28        Work is underway to consolidate a wide range of natural hazard-related information relating to South Dunedin so that this can be integrated into programme workstreams. For over 10 years the ORC, supported by GNS Science, NIWA, and others, has led a programme of monitoring, investigation and prediction relating to natural hazards affecting South Dunedin.

29        This and other information is being consolidated into a range of SDF programme outputs, including community flyers summarising the natural hazards, website updates, and a range of technical reports as inputs into the risk assessment and adaptation options workstreams. This information is critical to understanding current natural systems, their interaction with the built environment, how these relationships might be affected by climate change, and what options there are for mitigating negative impacts.

Procurement of Technical Support Services

 

30        The SDF programme involves detailed technical work and extensive community engagement over multiple years. The SDF programme team, which includes a dedicated Programme Manager and two advisors, supported by a range of staff from across different teams in DCC and ORC, identified areas in which external technical expertise is required to complement internal capability and support delivery of programme workstreams and development of the adaptation strategy for South Dunedin. This support is required to ensure all technical work is high quality, independent, and peer reviewed, and that programme direction and decisions are extensively engaged with affected communities.

31        An open tender procurement process to source the technical support services required to deliver the SDF programme commenced in November 2022. This process concluded in July 2023, and resulted in DCC contracting a consultant group comprising engineering, planning and environmental services firms WSP, BECA and Tonkin & Taylor, to support delivery of the SDF programme over the next three years (2023/24 to 2025/26). The total value of this contract is $1,931,184, which will be funded from a mix of DCC South Dunedin Future operational funding, ORC natural hazards operational funding, and central government grant funding.

32        The contracted services focus on four workstreams:

a)         Strategic Programme Advisory Support

b)        Communications and Community Engagement Support

c)         Climate Change and Natural Hazard Risk Assessment

d)        Adaptation Options Development

(a more detailed breakdown of contracted services is included in Attachment C)

33        A further contract is in development with a secondary supplier to undertake technical peer review of the risk assessment and adaptation options development workstreams.

34        The fifth workstream, natural hazards, was not included in this procurement process. This workstream is ORC-led and subject to a number of other contracting arrangements, for example for scientific or technical research, as inputs into the SDF programme, as opposed to professional services to deliver key workstreams of the programme.

DISCUSSION

Upcoming Programme Actions

 

35        Following onboarding of the technical support services consultant team in late July, the SDF programme is expected to accelerate, and will start producing outputs across all five workstreams from August 2023. All programme actions are noted on the SDF Programme Summary document in Attachment A, but key outputs over the next six months are noted below:

 

Workstream: Natural Hazards

 

a.    Information gathering and analysis: Continued groundwater levels and sea level monitoring. Establishment of site-specific vertical land movement monitoring sites. Up-to-date analysis of the groundwater levels and refined understanding of groundwater processes in South Dunedin. Updated coastal inundation maps from extreme sea level rise.

b.    Science of South Dunedin flyer: Flyer and supporting web content explaining the science of climate change and how it will impact South Dunedin. Making this more accessible for everyday people.

 

Workstream: Strategy & Programme Advisory

 

c.     Mana whenua engagement: Engagement with Aukaha and local rūnaka to integrate views, values and insights into revised SDF programme strategy

d.    National adaptation plan: Analysis of National Adaptation Plan, which was released in August 2022 (after Council approval of the SDF programme plan) to incorporate key elements into revised SDF programme strategy

e.    Council Report - Revised SDF programme strategy: Paper to DCC and ORC Councils seeking approval of refined SDF programme strategy

 

Workstream: Communications and Community Engagement

 

f.     What matters most engagement: Utilising “people, water, space” reframing of the programme, a series of communications and engagement activities will be undertaken to test and refine our understanding of community priorities and the objectives of the programme.

 

Workstream: Risk Assessment

 

g.    Initial Risk Assessment: Undertaking the first stage of a three-stage risk assessment process, which will start with a high-level climate change and natural hazard risk assessment for Dunedin city (before narrowing to focus on South Dunedin).

 

Workstream: Adaptation Options

 

h.    Options Review: Undertaking a desktop review of national and international adaptation literature, policy, practice, planning documents and case-studies of relevance to South Dunedin. This will include crowdsourcing of adaptation ideas from local communities.

i.      Longlist of generic adaptation options: Developing a long-list of up to 20 adaptation options spanning the spectrum of ‘fight or flight’, grouped into four adaptation options of protect, accommodate, retreat, and avoid.

j.     Council Report – Generic Adaptation Options: Paper to DCC and ORC Councils presenting the initial long-list of generic adaptation options and seeking approval to engage the community on the options in early 2024.

 

36        As the programme advances, it is intended to settle into a cycle of (i) technical work producing a selection of adaptation options – a wide range initially; (ii) consideration and endorsement by Councils; and (iii) a period of community engagement on those options, which would inform further technical work. This process would be repeated over the course of three years, to narrow down and eventually settle a preferred set of adaptation options, which would be consolidated into the climate change adaptation strategy or South Dunedin.

Early thinking on implementing the adaptation strategy for South Dunedin

 

37        As the technical work of the SDF programme accelerates, some early thinking has also started about how best to implement the climate change adaptation strategy for South Dunedin, which is expected to be produced by mid-2026. The contents of the adaptation strategy, including the balance of adaptation options selected and implemented across South Dunedin over time, are yet to be determined. It is important not to pre-empt or pre-judge the outcome of that process, which will be guided by detailed and independent technical work and extensive community engagement.

38        However, it is important to begin thinking about how various adaptation options could be implemented, and to commence preparations – particularly if long lead in times are involved. To this end, initial thinking has commenced on the assumption that land use change of some form will be required in South Dunedin over the coming century to manage the impacts of climate change, be that through hard infrastructure protections like pumps, pipes and sea walls, accommodation of hazards through nature-based solutions like open water courses, parks and wetlands, or through retreating or relocating to move people and property out of harm’s way.

39        There are approximately 6,500 properties in South Dunedin, and if land use change of 1% per annum was required over a 100-year period in order to effectively manage and adapt to the impacts of climate change, that would mean a change affecting 65 properties each year, every year, for the next century. Such a rate of change is yet to be confirmed, so is indicative at this stage, though possible given anticipated changes in sea level rise, groundwater levels, and rainfall.

40        Preliminary work is underway to explore options and models for facilitating such land use change should that prove to be required, with a view to identifying viable approaches, and getting these set up in parallel to the SDF programme – so implementation could commence immediately upon completion of the adaptation strategy for South Dunedin in 2026. Further advice will be provided to Councils in due course as this work progresses.

OPTIONS

41        This update report is for noting only, so no options are provided.<Enter text>

NEXT STEPS

42        As outlined in the Discussion section above.

Signatories

Author:

Jonathan Rowe - Programme Manager, South Dunedin Future

Authoriser:

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

Simon Drew - General Manager Infrastructure and Development

Attachments

 

Title

Page

a

South Dunedin Future - A3 Programme Overview

45

b

South Dunedin Future Programme Flyer

47

c

South Dunedin Future Technical Support Services - Summary

51

 


 

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 team 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 $507,000 per annum, which has been resourced in the 2021-2031 10-Year Plan. ORC’s portion is $420,000 per annum, which has been resourced in the 2023/24 Annual Plan. Additional grant funding of $1.45 million over two years (2023-24) has been allocated from the Department of Internal Affairs’ “Better Off” allocation.

Significance

This issue 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 2020-23, including over 107 dedicated stakeholder meetings and hui with over 3,100 individuals. Regular engagement is also undertaken with central government, local government, and other interest groups.

Engagement - internal

A large number of internal individuals, teams, and departments across DCC and ORC have been engaged in development of the SDF programme work described in this report. This includes, but is not limited to, the departments listed in Figure 2 of the Programme Plan (Page 63, link).

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 (Page 71, link).

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.

 

 


Strategy, Planning & Engagement Committee

14 August 2023

 




Strategy, Planning & Engagement Committee

14 August 2023

 





Strategy, Planning & Engagement Committee

14 August 2023

 



Strategy, Planning & Engagement Committee

14 August 2023

 

Items for Consideration by the Chair

 

 

Any items for consideration by the Chair



[1] Permanently monitored sites as of October 2021. Five additional piezometers installed by DCC and University of Otago are also occasionally accessed for readings.

[2] https://niwa.co.nz/natural-hazards/our-services/extreme-coastal-flood-maps-for-aotearoa-new-zealand