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Strategy, Planning & Engagement
Committee
14 August 2023
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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
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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 - General Manager Community Services
(Acting)
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Attachments
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Title
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Page
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⇩a
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Dunedin Residents'
Opinion Survey Quarterly Results Table April- June 2023 Quarter
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33
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SUMMARY OF CONSIDERATIONS
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Fit with purpose
of Local Government
The ROS enables democratic local decision
making and action by, and on behalf of communities.
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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 ROS contributes to all aspects of the strategic
framework as it gauges residents’ satisfaction with DCC services and
performance.
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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.
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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.
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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.
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Financial
considerations
There are no direct financial considerations.
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Significance
The significance of this report is low, in terms of
Council’s Significance and Engagement Policy, as it is for noting only.
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Engagement –
external
The ROS is a form of external engagement.
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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.
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Risks: Legal /
Health and Safety etc.
There are no known risks.
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Conflict of
Interest
There are no known conflicts of interest.
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Community Boards
The ROS asks about overall satisfaction with performance
of Community Board members.
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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
|
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Title
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Page
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⇩a
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South Dunedin Future -
A3 Programme Overview
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45
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⇩b
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South Dunedin Future
Programme Flyer
|
47
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⇩c
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South Dunedin Future
Technical Support Services - Summary
|
51
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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.
|
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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.
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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.
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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.
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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.
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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).
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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).
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Conflict of Interest
There are no conflicts of interest to declare with this
report.
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Community Boards
Community boards have not been involved with the
development of this report.
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