Agenda of Council - Monday, 25 September 2023

Council

25 September 2023

Council

MINUTES

Minutes of an ordinary meeting of the Dunedin City Council held in the Council Chamber, Dunedin Public Art Gallery, The Octagon, Dunedin on Tuesday 29 August 2023, commencing at 10.00 am

PRESENT

Mayor	Mayor Jules Radich
Deputy Mayor	Cr Sophie Barker
Members	Cr David Benson-Pope	Cr Christine Garey
	Cr Kevin Gilbert	Cr Carmen Houlahan
	Cr Marie Laufiso	Cr Cherry Lucas
	Cr Mandy Mayhem	Cr Jim O'Malley
	Cr Lee Vandervis	Cr Steve Walker
	Cr Brent Weatherall	Cr Andrew Whiley

IN ATTENDANCE

Sandy Graham (Chief Executive Officer), Gavin Logie (Chief Financial Officer), Robert West (General Manager Corporate and Quality), Jeanette Wikaira (Acting General Manager Community Services), Claire Austin (General Manager Customer and Regulatory), Simon Drew (General Manager Infrastructure and Development), John Christie (Manager Enterprise Dunedin) and Clare Sullivan (Principal Committee Advisor).

Governance Support Officer Lynne Adamson

1 Opening

The Mayor opened the meeting with a Karakia – The City Of Light

Diane Bellamy , member of the Dunedin Interfaith Council and the Anglican Church opened the meeting with a prayer.

2 Public Forum

2.1 Doctors Point Beach and Doctors Point Road, Waitati

Diana Struthers spoke on issues relating to Doctors Point Beach and Doctors Point Road, Waitati which included the increase in traffic, careless driving, visitors, overnight campers, damage caused to the beach and danger to pedestrians. She commented she would like DCC to review the signage on Doctors Point Road and enforce the Reserves and Beaches bylaw at Doctors Point Beach.

Cr Christine Garey entered the meeting at 10.05 am.

Ms Struthers responded to questions.

2.2 DCC Compensation and relief for shops affected by the roadworks on George Street.

Mr Ashkon Ashraf advised he had opened a shop on George Street four months ago and spoke of the disruption to his business caused by the roadworks. He requested help either by compensation or a marketing campaign to help the business stay afloat.

Mr Ashraf responded to questions.

3 APOLOGIES

Moved (Mayor Jules Radich/Cr Steve Walker):

That the Council:

Accepts the apologies from Crs Bill Acklin, Carmen Houlahan and Marie Laufiso for absence and from Cr Christine Garey for lateness.

Motion carried (CNL/2023/185)

4 CONFIRMATION OF AGENDA

Moved (Mayor Jules Radich/Cr Andrew Whiley):

That the Council:

Confirms the agenda with the deletion of Item 9 – Draft Zero Carbon Plan 2030, noting that this report would be presented to the 25 September 2023 Council meeting.

Motion carried (CNL/2023/186)

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.

Moved (Mayor Jules Radich/Cr Steve Walker):

That the Council:

a) Notes the Elected Members' Interest Register; and

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

c) Notes the proposed management plan for the Executive Leadership Teams’ interests.

Motion carried (CNL/2023/187)

6 Confirmation of Minutes

6.1 Ordinary Council meeting - 25 July 2023

Moved (Mayor Jules Radich/Cr Cherry Lucas):

That the Council:

a) Confirms the public part of the minutes of the Ordinary Council meeting held on 25 July 2023 as a correct record.

Motion carried (CNL/2023/188)

Reports

7 Actions From Resolutions of Council Meetings
	A report from Civic provided an update on the implementation of resolutions made at Council meetings.
	The Chief Executive Officer (Sandy Graham) spoke to the report and responded to questions.
	Moved (Mayor Jules Radich/Cr Mandy Mayhem): That the Council: a) Notes the Open and Completed Actions from resolutions of Council meetings. Motion carried (CNL/2023/189)

8 Forward Work Programme for Council - August 2023
	A report from Civic provided the updated forward work programme for the 2023-2024 year.
	The Chief Executive Officer (Sandy Graham) spoke to the report and responded to questions.
	Moved (Mayor Jules Radich/Cr Mandy Mayhem): That the Council: a) Notes the updated Council forward work programme. Motion carried (CNL/2023/190)

9 Draft Zero Carbon Plan 2030
	This item was moved to a later Council meeting.

10 Draft Speed Management Plan 2024-2027 - Consultation
	A report from Transport presented the draft Speed Management Plan (SMP) for public consultation. The report noted that the SMP proposed speed limit changes to rural roads, rural settlements and selected urban areas within Dunedin City had been developed in accordance with the guidance and recommendations set out in the Waka Kotahi NZ Transport Agency’s Speed Management Guide Road to Zero edition.
	The General Manager Infrastructure and Development (Simon Drew) and Group Manager Transport (Jeanine Benson) spoke to the report and responded to questions.
	Moved (Cr Jim O'Malley/Cr Mandy Mayhem): That the Council: a) Notes the draft Speed Management Plan for consultation from 1 - 21 September 2023. b) Authorises the Chief Executive to make any minor editorial changes to the draft Speed Management Plan if required. Division The Council voted by division For: Crs Sophie Barker, David Benson-Pope, Christine Garey, Kevin Gilbert, Cherry Lucas, Mandy Mayhem, Jim O'Malley, Steve Walker, Brent Weatherall, Andrew Whiley and Mayor Jules Radich (11). Against: Cr Lee Vandervis (1). Abstained: Nil The division was declared CARRIED by 11 votes to 1 Motion carried (CNL/2023/191)

11 Governance options for stage two of the Future Development Strategy; Submissions and Hearing Process
	A report from City Development noted that the National Policy Statement on Urban Development required the Dunedin City Council (DCC) and Otago Regional Council (ORC) to jointly prepare and approve a Future Development Strategy (FDS) for Dunedin by mid-2024. The report noted that the ORC had considered a similar report at its Council meeting on 23 August 2023 and resolved that decisions on submissions and the approval of the final Future Development Strategy was delegated to a Joint Hearings Panel. The ORC also resolved that the Joint Hearing Panel comprised of an independent Chair, two elected members from each of ORC and DCC, and up to two mana whenua recommended appointment/s.
	The General Manager Infrastructure and Development (Simon Drew) and City Development Manager (Dr Anna Johnson) spoke to the report and responded to questions.
Cr Christine Garey left the meeting at 11.19 am and returned at 11.22 am.
	Moved (Cr Sophie Barker/Mayor Jules Radich): That the Council: a) Approves decisions on submissions and the approval of the final Future Development Strategy was delegated to a Joint Hearings Panel. b) Agrees proportionate membership of a Joint Hearing Panel, made up of an independent Chair with planning expertise, two elected members from each of ORC and DCC and up to two mana whenua recommended appointment/s. c) Notes the timeframe for formal consultation on the draft FDS in early 2024. Division The Council voted by division For: Crs Sophie Barker, David Benson-Pope, Christine Garey, Kevin Gilbert, Cherry Lucas, Mandy Mayhem, Jim O'Malley, Steve Walker, Brent Weatherall, Andrew Whiley and Mayor Jules Radich (11). Against: Cr Lee Vandervis (1). Abstained: Nil The division was declared CARRIED by 11 votes to 1 Motion carried (CNL/2023/192)

12 Revocation of Food Grading Bylaw
	A report from Customer and Regulatory advised that the implementation of the Food Act 2014 had removed the need for both the Food Grading Bylaw 2016 and the Food Grading Policy.
	The General Manager Customer and Regulatory (Claire Austin) and Manager Compliance Solutions (Ros MacGill) spoke to the report and responded to questions.
	Moved (Cr Lee Vandervis/Cr Cherry Lucas): That the Council: a) Determines that the Food Grading Bylaw was no longer the most appropriate way to address any issues of food safety in Dunedin food premises. b) Determines that the revocation would not have a significant impact on the public. c) Revokes the Food Grading Bylaw 2016 from 1 January 2024. d) Notes that the Food Grading Policy would also become revoked from 1 January 2024. Motion carried (CNL/2023/193)

13 Proposed Event Road Closures - September 2023

A report from Transport sought approval for temporary road closures for the John McGlashan School Fete to be held on Saturday 9 September 2023.

Moved (Cr Lee Vandervis/Cr David Benson-Pope):

That the Council:

a) Resolves to close the roads detailed below (pursuant to Section 319, Section 342, and Schedule 10 clause 11(e) of the Local Government Act 1974):

i) John McGlashan School Fete

Dates and Times:

Saturday 9 September 2023, from 7.30am to 3.30pm

Roads:

· Pilkington Street from Balmacewen Road to Passmore Crescent

Motion carried (CNL/2023/194)

14 New Zealand Masters Games CCO Exemption
	A report from Events and Community Development advised that the Dunedin (New Zealand) Masters Games Trust sought a continuation of exemption status from being a Council Controlled Organisation in accordance with s7(3) Local Government Act 2002.
	The General Manager Community Services (Acting) (Jeanette Wikaira) and Masters Games Manager (Vicki Kestila) spoke to the report and responded to questions.
	Moved (Cr Andrew Whiley/Cr Lee Vandervis): That the Council: a) Approves the exemption of the Dunedin (New Zealand) Masters Games Trust from the requirements of being a Council Controlled Organisation in accordance with s7(3) Local Government Act 2002. Motion carried (CNL/2023/195)

Resolution to exclude the public

Moved (Mayor Jules Radich/Cr Jim O'Malley):

That the Council:

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 Ordinary Council meeting - 25 July 2023 - Public Excluded	S7(2)(a) The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person. S7(2)(g) The withholding of the information is necessary to maintain legal professional privilege. S7(2)(h) The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities. S7(2)(i) The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).	.
C2 Confidential Council Actions from Resolutions at Council Meetings	S7(2)(a) The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person. S7(2)(g) The withholding of the information is necessary to maintain legal professional privilege. S7(2)(h) The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities. S7(2)(i) The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C3 Confidential Council Forward Work Programme - August 2023	S7(2)(h) The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C4 Strath Taieri Matter	S7(2)(a) The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person. S7(2)(c)(i) The withholding of the information is necessary to protect information which is subject to an obligation of confidence or which any person has been or could be compelled to provide under the authority of any enactment, where the making available of the information would be likely to prejudice the supply of similar information or information from the same source and it is in the public interest that such information should continue to be supplied.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C5 Potential Property Purchase	S7(2)(g) The withholding of the information is necessary to maintain legal professional privilege. S7(2)(h) The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities. S7(2)(i) The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C6 Director Remuneration - Dunedin City Holdings Limited	S7(2)(a) The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person. S7(2)(b)(i) The withholding of the information is necessary to protect information where the making available of the information would disclose a trade secret.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.	This report is confidential because the information contained in this report remains confidential until Council has determined the level of fees and advised Dunedin City Holdings Limited of the outcome at which point the information can be made public..

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 (CNL/2023/196)

The meeting moved into confidential at 11.52 am and concluded at 2.24 pm.

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

MAYOR

Council

25 September 2023

Draft Zero Carbon Plan 2030

Department: Sustainability Group and Corporate Policy

EXECUTIVE SUMMARY

1 The purpose of this report is to present for Council consideration the draft Zero Carbon Plan 2030 (Attachment A), along with the implementation plan for the current financial year and indicative actions/cost estimates for the 2024-34 10 year plan period (Attachment B). Three possible investment scenarios have also been developed to assist Council’s decision-making.

2 Council resolutions over several years have led to the development of a draft Zero Carbon Plan 2030 (the Plan).

3 The Plan sets out the overall shifts Dunedin as a city will need to make to become a Zero Carbon city, and action areas for the Dunedin City Council (DCC). Achieving the city’s targets will involve a wide range of government, community and business stakeholders: DCC leadership is essential, but partnerships and community activation are also critical to success.

4 The modelling underpinning the Plan takes into account actions and targets already committed to by third parties (including central government and industry bodies). In recent years there has been significant and growing central government support for the transition. The DCC and all other actors need to pull all available levers as hard as credibly possible to achieve Plan targets.

5 There are many co-benefits to the action areas in the Plan. Co-benefits span all four wellbeings.

6 Many actions will reduce costs in the medium term, but there will be upfront costs especially for owners of assets/infrastructure. Provisional cost estimates and indicative investment scenarios have been provided to support early stage decision-making.

7 Delivery of the Plan, if adopted by Council, will have implications for work programmes across the organisation. The report considers next steps.

RECOMMENDATIONS

That the Council:

a) Adopts the Zero Carbon Plan 2030

b) Delegates authority to the Chief Executive Officer to incorporate minor editorial amendments to the Plan

c) Notes the Zero Carbon implementation plan for the current financial year

d) Considers which, if any, investment scenario it wishes staff to carry out further work on noting this will be used to develop actions for consideration as part of 10 year plan 2024-34 development

BACKGROUND

8 Several resolutions of Council initiated development of the Plan and informed its direction.

Zero Carbon 2030 targets and Plan

9 In June 2019, Council declared a climate emergency and moved to bring forward the existing emissions target for the city, as follows:

Moved Cr Hawkins / Cr Laufiso

That the Council:

a) Declares a Climate Emergency.

b) Acknowledge that all levels of central government need to act.

c) Agrees that a business-as-usual transition to a low carbon economy is inadequate.

d) Develops a Climate Emergency Plan that:

i) Sets a city target of net zero carbon by 2030, with interim milestones;

ii) Quantifies the actions available to Council, community and central government to ensure these targets are met.”

Division

The Council voted by division:

For: Crs David Benson-Pope, Rachel Elder, Christine Garey, Aaron Hawkins, Marie Laufiso, Damian Newell, Jim O'Malley, Kate Wilson and Mayor Dave Cull (9).

Against: Crs Doug Hall, Mike Lord, Conrad Stedman, Lee Vandervis and Andrew Whiley (5).

Abstained: Nil

The division was declared CARRIED by 9 votes to 5

Motion carried (CNL/2019/154)

10 Dunedin’s emission reduction targets (‘Zero Carbon targets’), as amended by the June 2019 resolution, are as follows:

· net zero emissions of all greenhouse gases other than biogenic methane by 2030

· 24% to 47% reduction below 2017 biogenic methane emissions by 2050, including a 10% reduction below 2017 biogenic methane emissions by 2030.

Interim Guiding Principles for the Zero Carbon work programme

11 In February 2022, Council adopted working principles to guide Plan development and other aspects of the work programme.

Moved (Cr Steve Walker/Cr Chris Staynes):

That the Council:

a) Approve the proposed interim working principles for the Zero Carbon work programme.

b) Note the proposed approach to creating the emissions reduction plan for Dunedin city.

Motion carried (CNL/2022/004) with Cr Lee Vandervis recording his vote against

12 The guiding principles are as follows:

a) Uphold the Treaty of Waitangi
We acknowledge our Treaty of Waitangi responsibilities and are committed to working in partnership to provide opportunities for Mana Whenua and Mataawaka to contribute to decision making processes and to have an active role in the city’s climate mitigation.

b) Collaborative, constructive, and transparent
We work in an open and transparent way alongside the local community, business, and organisations.

c) Consider different spheres of influence
We take action on what we can control directly, and work to influence areas outside of our control (for example, through advocacy to central government).

d) Thinking long-term
We take a long-term view to 2030 and beyond, considering the interests of future as well as current communities. Dunedin will need to adopt actions that not only set it on a path to meet emissions reduction targets, but which sustain achievement of those targets beyond 2030. Meeting these goals requires a long-term view of investments and infrastructure developments. We also acknowledge the uncertainty of the future and work in a flexible, adaptable manner.

e) Maximise co-benefits for people, planet, and economy
We consider the impact of different approaches on equity and wellbeing, the environment, and the economy. We seek opportunities for co-benefits and consider how any negative impacts could be mitigated.

f) Considering value
We prioritise actions with higher value, accounting where possible for the costs and consequences of both action and inaction.

g) Evidence-led
We utilise data and evidence, and strive to follow international best practice. We acknowledge the urgency of climate change mitigation and are committed to contributing to global efforts to limit warming to 1.5°C.

Adoption of a Zero Carbon Policy for DCC

13 In June 2022, Council adopted a Zero Carbon Policy for the DCC:

Moved (Cr Steve Walker/Cr Christine Garey):

That the Council:

a) Adopts the Zero Carbon Policy.

b) Notes that this replaces the Carbon Management Policy 2017.

Division

The Council voted by division.

For: Crs Sophie Barker, David Benson-Pope, Rachel Elder, Christine Garey, Carmen Houlahan, Marie Laufiso, Jim O'Malley, Chris Staynes, Steve Walker and Mayor Aaron Hawkins (10).

Against: Crs Mike Lord, Jules Radich, Lee Vandervis and Andrew Whiley (4).

Abstained: Nil

The division was declared CARRIED by 10 votes to 4

Motion carried (CNL/2022/049)

14 The Zero Carbon Policy informed Plan development, with key provisions including:

a) “The DCC seeks to reduce emissions in a manner that is consistent with limiting global warming to no more than 1.5°C above pre-industrial levels, including by achieving or exceeding adopted city-wide emissions reduction targets and the DCC organisational targets.”

b) “In pursuit of targets, the DCC will prioritise gross emissions reduction.”

c) “The DCC will prefer options that contribute most to city-wide emissions reduction targets.”

National context

15 In addition to responding to Council direction, Plan development considered national direction for emissions reduction, including priorities in specific sectors (such as waste and transport). The relevant national direction is outlined briefly in each chapter of the Plan. Modelling incorporated actions and targets that central government and other relevant industry bodies have committed to.

Plan development process

16 The Plan development process is summarised below. The briefing slides included as Attachment C provide a visual guide to key inputs and steps in this process, and some examples of action areas to illustrate how they have been built out.

17 The Plan development process included key elements as follows:

a) Best practice review of other cities’ and iwi plans
Over 16 plans were reviewed to provide insights into plan development.

b) Emissions pathways modelling
A model used by a number of other territorial authorities was employed to determine the order of magnitude of emissions reduction required in each sector to achieve Zero Carbon targets. The populated model has been reviewed by external technical experts. Key findings of the model are discussed in paragraph 19-23 below.

c) Public, expert and stakeholder engagement
Engagement to inform Plan development focused on understanding barriers and opportunities to emissions reduction for residents, organisations and businesses. Staff conducted a public survey that received over 1300 responses and spoke directly with over 50 community groups, businesses and organisations. Feedback received by the DCC from the public via other avenues was also taken on board (e.g. Annual Plan submissions, Future Development Strategy engagement, public form presentations). Engagement also involved a range of subject matter experts. Insights and suggestions have been incorporated into the Plan. Key findings from engagement are discussed in more detail in paragraph 24.

d) Working with teams across the DCC, and key stakeholders
In preparing the Plan, the Zero Carbon team have worked closely with teams across the organisation and other key stakeholders e.g. Zero Carbon Alliance partners. Collaborative work included considering the emissions reduction potential of existing plans and actions, as well as plans and actions that are currently in development. It also involved identifying additional actions that might be required to support achievement of targets, and subsequent review of Plan content.

e) Research and insights on key shifts
Research and analysis was undertaken to inform the identification of key shifts required in each of the city’s sectors. Sources included academic articles and articles by experts in relevant fields, researching interventions in other cities/countries, and understanding current actions or strategic priorities at a national/regional level.

f) Developing and applying a measurement framework for action areas
Identified action areas for the DCC have been assessed to determine current action/resourcing status, emissions reduction potential, co-benefits potential, feasibility, and ability to be delivered in a way that aligns with mana whenua values. Potential partners and co-funders have been considered where applicable.

g) Testing Plan content
The Plan content has been reviewed by internal and external experts and key stakeholders. The Plan modelling has also been externally reviewed.

h) Final updates
Following requests from councillors for further information about future investment required to deliver the Plan, some minor updates to Plan content were made to ensure the Plan accurately reflects the nature of indicative actions for the 2024-34 10 year plan period onwards. Some typos have also been amended.

DISCUSSION

The Plan identifies both key shifts for the whole city, and action areas for the DCC

18 While DCC leadership is essential, achieving the city’s targets will involve a wide range of stakeholders – all actors need to pull all available levers as hard as credibly possible. The Plan seeks to reflect this by considering two scales: the changes needed at the ‘whole of city’ level, and the actions the DCC can take to support these changes.

a) ‘Whole of city’ level: The Plan explains key shifts required within the city to achieve Zero Carbon targets. Achieving these shifts will require input from many actors (including central government, industries, business, households, individuals, and the DCC).

b) Actions the DCC can take: The Plan also identifies specific action areas for the DCC to help achieve these shifts. Action areas include a range of roles for the DCC, including as an asset owner or service provider, as a regulator, in partnership and support as a funder or collaborator, and less direct roles through advocacy.

Key findings from emissions pathway modelling

19 The DCC’s modelling shows that achieving Dunedin’s Zero Carbon targets will involve significant changes across all sectors.

a) Net zero emissions excluding biogenic methane can be achieved with an overall 40% reduction in all other greenhouse gases, and a 64% increase in sequestration (compared with 18/19 levels).

b) Ōtepoti Dunedin can exceed its biogenic methane target, reducing emissions 15% (compared with 18/19 levels).

20 The gross emissions reduction achieved in Plan modelling falls short of a science-based ‘fair share’ approach that would see Ōtepoti Dunedin reducing its emissions 61% below 2018/19 levels by 2030. Achieving this would require further work to find more gross emissions reduction opportunities.

21 The increase in the level of sequestration modelled in the Plan is broadly aligned with the level of sequestration that He Pou a Rangi Climate Change Commission has modelled as being necessary to achieve national targets over the same period.

22 The gross emissions reduction achieved in Plan modelling sits in the middle of the range of targets adopted by many other New Zealand cities:

Council	Base year	2030 gross reduction target
Wellington City Council	2020	57% reduction*
Auckland Council	2016	50% reduction*
Christchurch City Council	2016/17	50% reduction
Hutt City Council	2016/17	50% reduction*
Queenstown Lakes District Council	2019	44% reduction*
*Draft Zero Carbon Plan (Dunedin City Council)*	*2018/19*	40% reduction*
Hamilton City Council	2018/19	30% reduction*
Palmerston North City Council	2016/17	30% reduction

* biogenic methane reductions aligned with central government targets, or are a minor part of footprint (most territorial authorities do not have significant agricultural emissions).

23 Making direct comparisons between the degree of reduction included in each city plan is difficult because of the varied approaches to plan development. Some plans do not explicitly reference sector modelling; others have different base years, used different models to inform plan development, or are seeking to address different emissions sources.

Key findings from public engagement

24 Public engagement included a public survey that received over 1300 responses and conversations with over 50 community groups. Key findings from public and stakeholder engagement include:

a) People would like Dunedin to have better public and active transport, and better waste systems.

b) There are a lot of barriers for people to adopting lower carbon lifestyles. These barriers differ across communities, both geographic and demographic, but there are common themes.

c) Barriers include limitations of infrastructure and services, and also personal time, capability, knowledge and/or finances.

d) People and businesses seeking to innovate around solutions also identify barriers, especially access to funding/support, and access to land/buildings.

e) Providing clear information, and working directly with schools and communities, will be essential for success.

f) DCC leadership is essential, but partnerships and community activation are also critical to the achievement of targets.

Implementing the Plan

25 A Zero Carbon implementation plan for the current financial year has been developed, comprising actions that can be progressed within existing budgets. Indicative actions for 2024-34 have also been identified, following requests from councillors for additional information about future investment required to deliver the Plan. Attachment B sets out both the implementation plan for the current year (blue text), and the indicative actions for 2024-34 (black text).

26 Actions and their timing for 2024-34 are indicative only and are based on best currently available information. Actions later in the out-years of the 10 year plan will be highly dependent on further investigations and exploration, and on the actions progressed in the early years. Should Council adopt the Plan, the indicative actions for 2024-34 will need to be further refined into a Zero Carbon implementation plan for the 10 year plan period, to be considered as part of 10 year plan development.

Costs and benefits of implementing the Plan

27 Many actions will reduce DCC operational and household costs in the medium term, but there will be upfront costs especially for the DCC and other owners of assets/infrastructure. Indicative costs and investment scenarios are explored in paragraphs 29-45.

28 Longer-term costs of inaction on climate change have not been quantified. Neither have co-benefits been quantified in financial terms. However, co-benefits of DCC actions have been considered as part of Plan development. Implementing DCC actions will have many co-benefits, spanning all four wellbeings. For example, reducing fossil fuels burnt can have positive impacts on air quality, with subsequent benefits for social (public health) and environmental wellbeing. Similarly, enabling active transport can have positive impacts on public health and reduce transport costs for households. Across all action areas in the Plan, the most numerous co-benefits are for social wellbeing. There are also many positive co-benefits for economic and environmental wellbeing, and fewer for cultural wellbeing.

Provisional cost estimates

29 Many indicative actions for 2024-34 have been assessed as being ‘Provided for in draft 10YP base budgets as at Sept 2023’, meaning that in the event that budgets be adopted by Council as currently drafted, all these actions could be progressed.

30 Current base budgets are an early draft, and are subject to change following consideration by ELT and Council. As such, the cost estimates associated with Plan implementation will need to be further refined as decisions on the 10 year plan are made. The cost estimates and investment scenarios included in this report must be considered indicative and provisional, and are provided to support early stage decision-making only.

Possible investment scenarios

31 While any level of investment in the Zero Carbon Plan will help reduce the city’s emissions, three indicative options for DCC investment over the period 2024/25-2029/30 have been developed to give councillors a sense of a range of possible scenarios.

32 No attempt has been made to cost an investment scenario for the period 2030/31-2034/35. As discussed above, additional actions are likely to emerge for the out-years of the Plan as early investigative actions are progressed, and given that the Zero Carbon Plan primarily focuses on the period to 2030, it is not possible to provide cost estimates for the period beyond 2030 at this time.

33 Investment scenarios include:

· additional funding that has been identified as necessary (due to scope change or cost escalation) to deliver projects included in the Zero Carbon Plan that have been already agreed to by Council and/or included 10 year plan 2021-31 (e.g. Moana Pool/Wall St Mall decarbonisation, Major Centres Upgrade)

· potential new projects that have not been endorsed by way of Council resolution and/or were not included in the 10 year plan 2021-31

· an assumption of 51% Waka Kotahi co-funding applied to total project costs for transport projects that would qualify under current Government policy settings.

34 Investment scenarios exclude:

· costs associated with delivering actions where these have been identified as being able to be progressed within DCC departments’ business-as-usual work

· costs already included current draft 10 year plan 2024-34 base budgets as at September 2023, including the Central City Plan, which will be subject to a separate Council paper as part of 10 year plan development

· capital and operating expenditure that cannot be estimated at this time, being subject to investigations and exploration in the first instance. In many cases, it is anticipated there will be at least one option emerging from investigative work that would be cost neutral to the DCC.

· potential co-funding from entities other than Waka Kotahi. While potential sources have been identified (e.g. EECA co-funding for DCC energy decarbonisation projects), these will need to be explored further as feasibility cases and business cases progress and re-evaluated over time, as central government priorities and policy direction evolve.

35 Under each investment scenario, staff have sought to prioritise investment in areas in which DCC investment is likely to deliver higher emissions reductions. Because reducing emissions from the transport sector is a high priority to support achievement of targets, and the DCC has key roles in addressing emissions from this sector, the number of transport actions and associated investment required is significant. However, under current Government policy settings most transport-related actions are likely to be eligible for Waka Kotahi co-funding.

36 The high investment scenario includes undertaking all DCC actions at the highest level deemed feasible and deliverable over the period 2024/25-2029/30.

37 The medium investment scenario retains a high level of investment in decarbonisation of DCC-owned infrastructure and transport-related actions, but most other actions are progressed to a lesser degree than under the high investment scenario.

38 The low investment scenario retains a high level of investment in decarbonisation of DCC owned infrastructure, but the level of investment in transport-related actions is reduced. Most other actions are retained at the minimum level that staff consider would have any degree of efficacy. Some actions that are considered to represent longer-term investments in emissions reduction (e.g. amenity aspects of urban form actions) are not progressed.

39 Because of the magnitude of investment on transport-related initiatives relative to other types of initiatives under each scenario, these two categories are separately presented.

40 Provisional estimates of investment required for transport actions under each scenario are as set out in Table 1.

Table 1: Investment scenarios for all transport actions

		Total Expenditure $'000			Potential Total Co-Funding $'000
	Expenditure Type	Years 1 - 3	Years 4 - 6	Total Expenditure	Years 1 - 3 Co-Funding	Years 4 - 6 Co-Funding	Total Co-Funding
High	Capital	31,174	90,400	121,574	14,624	44,574	59,198
	Operating	7,789	8,439	16,228	3,565	4,074	7,639
High Total		38,963	98,839	137,802	18,189	94,474	66,837
Medium	Capital	31,174	90,400	121,574	14,624	44,574	59,198
	Operating	7,539	8,439	15,978	3,565	4,074	7,639
Medium Total		38,713	98,839	137,552	18,189	48,648	66,837
Low	Capital	20,750	55,950	76,700	9,308	27,005	36,313
	Operating	4,721	6,621	11,342	2,127	3,147	5,274
Low Total		25,471	62,571	88,042	11,435	30,152	41,587

41 Provisional estimates of investment required for all other DCC actions under each scenario are as set out in Table 2.

Table 2: Investment scenarios for all other DCC actions

		Total Expenditure $'000
	Expenditure Type	Years 1 - 3	Years 4 - 6	Total Expenditure
High	Capital	6,100	2,695	8,795
	Operating	4,830	5,040	9,870
High Total		10,930	7,735	18,665
Medium	Capital	6,100	2,695	8,795
	Operating	3,250	3,060	6,310
Medium Total		9,350	5,755	15,105
Low	Capital	6,100	2,695	8,795
	Operating	990	690	1,680
Low Total		7,090	3,385	10,475

42 For operating expenditure, a guideline for the potential rates impact of the packages is, $2m additional expenditure results in a 1% increase in rates.

43 For capital expenditure, for $10m of debt, the interest cost would be $485k which is 0.24% of an increase in rates. Note this is based on an assumed interest rate of 4.85% from the 2023/24 annual plan. Interest rate assumptions are yet to be determined for the 2024-34 10 year plan.

44 Subject to Council approving the Plan, Council could choose to indicate a preference for an investment scenario for further development and refinement into a Zero Carbon Implementation Plan to be considered as part of 10 year plan development.

Communicating the Plan

45 Subject to Council adoption of the Plan, staff will also produce a shorter, public-facing version of the Plan, and accessible web-based communications associated with the Plan. This public-facing version of the Plan will include:

a) narrative components

b) graphic elements, including to illustrate what a typical Dunedin resident might experience over the term of the Plan

c) accessible explanations of some concepts in the Plan, and

d) additional emphasis on community stories and profiles.

46 In broader terms, the Zero Carbon implementation plan for the current financial year includes developing and implementing a Zero Carbon community outreach, engagement and activation plan, building on the engagement and partnerships the DCC has started building through the Plan development phase.

OPTIONS

47 Two options have been identified.

Option One – Adopt the Zero Carbon Plan (Recommended Option)

48 Under this option, Council would adopt the Plan.

49 Following Council adoption of the Plan, next steps would include:

a) production of a public-facing version of the Plan

b) giving effect to the Zero Carbon implementation plan for the current financial year

c) further work on Council’s preferred investment scenario (if any) to be considered by Council as part of 10 year plan 2024-34 development, to form a Zero Carbon implementation plan for the 10 year plan period.

Advantages

· Enables coordinated action to be taken to reduce Dunedin’s emissions in line with previous Council resolutions.

· Enables DCC to meet global Covenant of Mayors commitments.

· Helps to deliver on stakeholder and public expectations of DCC action and leadership to reduce city emissions.

Disadvantages

· As set out in the report, giving effect to DCC action areas included in the Plan will have implications for the DCC’s 10 year plan 2024-34. Resourcing implications will need to be further considered through 10 year plan development.

Option Two – Do not adopt the Zero Carbon Plan 2030 (Status Quo)

50 Under this option, Council would not adopt the Plan.

Advantages

· If the Plan is not adopted, there would be no need for Council to consider associated resourcing requirements through 10 year plan 2024-34 development.

Disadvantages

· It is highly likely that Dunedin’s Zero Carbon targets will not be achieved.

· The city will not fulfil its commitments under the Global Covenant of Mayors.

· Stakeholder and public expectations of DCC action and leadership to reduce city emissions are unlikely to be fulfilled.

NEXT STEPS

51 Subject to Council adoption of the Plan, next steps include:

a) production of a public-facing version of the Plan

b) giving effect to the Zero Carbon Implementation Plan for the current financial year

Signatories

Author:

Rory McLean - Senior Policy Analyst

Florence Reynolds - Senior Policy Analyst, Zero Carbon

Jinty MacTavish - Principal Policy Advisor Sustainability

Authoriser:

Robert West - General Manager Corporate and Quality

Sandy Graham - Chief Executive Officer

Attachments

	Title	Page
⇩a	Draft Zero Carbon Plan 2030	58
⇩b	Zero Carbon implementation plan 2023-24 and indicative actions for the 10 year plan period	131
⇩c	Zero Carbon Plan briefing slides	151

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

The Zero Carbon Plan is anticipated to promote the social, economic and environmental wellbeing of communities in the present and for the future, by facilitating the transition to a low carbon economy.

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	☒	☐	☐

Elements of the Plan have been assessed as directly contributing to the goals of all strategies and the DCC’s Emissions Management and Reduction Plan.

Māori Impact Statement

A critical Treaty of Waitangi analysis was prepared previously as part of the Zero Carbon work programme. This indicated that, in general, taking action on climate change is aligned with Treaty of Waitangi obligations because a wide range of taonga are at risk from climate change. The wellbeing assessments for each action area have included aspects such as equity and cultural wellbeing. Individual projects will need to consider the Māori Strategic Framework and incorporate mana whenua and mātāwaka inputs when delivered.

Sustainability

This Plan contributes to the DCC’s work to strengthen the commitment to sustainability through the Strategic Refresh. The development of the Plan aligns with develop of the City Portrait; analysis undertaken for the City Portrait shows that focussing on reducing emissions from agriculture, transport and waste will also have a positive impact on other areas of planetary health more broadly.

Climate change mitigation/emissions reduction efforts are considered key to sustainability. ‘Climate Action’ is one of the United Nation’s Sustainable Development Goals, reflecting the centrality of action on climate change to the achievement of sustainable development. Without significant cuts to emissions, climate change impacts will further accelerate, with commensurate negative impacts on the social, environmental, cultural and economic wellbeing of New Zealand communities. Conversely, actions to reduce emissions generally have significant co-benefits in terms of community wellbeing.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

All actions included in the Zero Carbon Implementation Plan for the current financial year are provided for in the 10 year plan / Annual Plan / Financial Strategy / Infrastructure Strategy. Indicative Zero Carbon Plan investment scenarios are presented alongside this report and, subject to Zero Carbon Plan adoption, a Zero Carbon implementation plan for the 10 year plan will be considered and consulted on through the 10 year plan process.

Financial considerations

Progressing the DCC action areas in the Plan will require additional resourcing, over and above what is currently provided for in the 10 Year Plan 2021-31. Indicative Zero Carbon Plan investment scenarios are presented alongside this report and, subject to Zero Carbon Plan adoption, a Zero Carbon implementation plan for the 10 year plan will be considered and consulted on through the 10 year plan process.

Significance

This decision is considered low significance as the proposed changes seek to give effect to existing resolutions of Council, and the Zero Carbon Implementation Plan for the current financial year can be managed within existing budgets. Indicative Zero Carbon Plan investment scenarios are presented alongside this report and, subject to Zero Carbon Plan adoption, a Zero Carbon implementation plan for the 10 year plan period will be considered and consulted on through the 10 year plan process.

Engagement – external

There has been substantial external engagement in the development of the Plan. The Zero Carbon team conducted a public survey that received over 1300 responses. The team has spoken directly with over 50 community groups and organisations, and a range of subject matter experts.

Engagement - internal

There has been substantial internal engagement in the development of the Plan. Key teams have been integrally involved in Plan development (Transport, Waste and Environmental Solutions), with a large number of others consulted on content related to their activity areas and/or areas of expertise. These teams include Economic Development, Community Development and Events, Parks and Recreation Services, Property, Housing, Māori Partnerships, Corporate Policy, Procurement, 3 Waters, Dunedin Public Library, Communications and Marketing, BIS, City Development, PPSO.

Risks: Legal / Health and Safety etc.

There may be reputational risks for the DCC associated with non-delivery on emissions reduction ambitions, given the target adopted by Council in 2019.

Conflict of Interest

No conflict of interest has been identified.

Community Boards

A workshop involving members of all community boards was held to inform Plan development.

Council

25 September 2023

Residents' Opinion Survey Results 2022/2023

Department: Corporate Policy

EXECUTIVE SUMMARY

1 This report provides a summary of the annual results of the 2022/23 Residents’ Opinion Survey (ROS) (Attachment A). The 2022/23 survey was conducted over the 12 months from 1 July 2022 to 30 June 2023 by an independent research company, called GravitasOPG.

2 The Dunedin City Council (DCC) has commissioned a ROS every year in varying forms since 1994 to gauge residents’ satisfaction and engagement with a wide range of DCC services and facilities. The 2022/23 survey received a total of 1,402 responses out of 4,800 survey invitations, based on a random sample of residents aged 18 years and over from the electoral roll. Participation is voluntary.

3 ‘Overall satisfaction with the DCC’ significantly increased to 50% (from 43% in 2021/22) so did those with ‘Performance of the Mayor and Councillors’ (34%, up from 26%), ‘Value for money of DCC services and activities’ (39%, up from 32%), and ‘Facilities, infrastructure and services delivery’ (60%, up from 53%).

4 Similarly, overall satisfaction significantly increased with ‘Public facilities’ (84%, up from 79%), ‘Water-related infrastructure’ (63%, up from 54%), ‘Regulatory services’ (59%, up from 53%), and ‘Planning and Urban Design’ (58%, up from 53%). On the other hand, overall satisfaction with ‘Roading-related infrastructure’ remained unchanged and low at 26%.

5 Positive ratings significantly increased for respondents’ perceptions on ‘Dunedin recognises and supports cultural diversity’ (65%, up from 60%). In contrast, a significant decline was found for respondents’ perceptions on ‘Dunedin is a safe city’ (62%, down from 67%) - the lowest in six years.

6 The top two priorities for the DCC featured in the responses include ‘Infrastructure/Maintain infrastructure’ (22%) (e.g., fix the roads and footpaths) and ‘Being more environmentally friendly (e.g., climate change, beach erosion, recycling) (17%). The latter became more prominent than ‘More parking’ and ‘Better traffic flow’, compared to the previous year.

RECOMMENDATIONS

That the Council:

a) Notes the annual results of the 2022/23 Residents’ Opinion Survey.

BACKGROUND

The purpose and use of a Residents’ Opinion Survey at the DCC

7 The ROS is a monitoring tool utilised by the DCC to gauge residents’ satisfaction and engagement with a wide range of DCC services and facilities. It has been commissioned by the DCC every year since 1994 in varying forms and provides an annual snapshot of residents’ satisfaction. Residents’ opinion surveys are a common tool utilised by other Councils across the country to monitor residents’ satisfaction.

8 All ROS reports from 2006 onwards are available publicly on the DCC website. The ROS results are released every year, and most recently since 2020, reported directly to the Council via a report.

9 Since 2016, the ROS has been conducted on a monthly, rather than annual basis, to provide for analysis of seasonal trends throughout the year. Gravitas Research & Strategy Limited was selected in 2019 to conduct the ROS following a public procurement process. They have since rebranded to GravitasOPG after being acquired by Big Picture Marketing Strategy & Research Ltd, a New Zealand owned and operated marketing insights and research company. The 2022/23 survey was year three of a four-year contract with GravitasOPG.

10 The current five-year contract with GravitasOPG expires in August 2024 with the delivery of a 2023/24 survey (ending 30 June 2024).

11 The aim of the ROS is to provide statistically representative results on residents’ satisfaction with DCC services and facilities and perceptions of Council performance.

12 The objectives of the ROS are to:

· gauge the extent to which Council is meeting its 10 Year Plan (10YP) and Annual Plan objectives

· measure resident’s satisfaction with the services, facilities and infrastructure Council provides to the community

· identify areas for improvement that would be valued by residents.

ROS and Levels of Service

13 The results of the ROS are currently used to inform 42 Levels of Service (LoS) performance measures that are set out in the 10YP 2021-2031. The 10YP sets out the activities undertaken by the DCC. Each activity has LoS that describe what the DCC will provide to the community, along with measures and targets used to assess the level of achievement in delivering those activities. These statements, measures and targets are Council’s performance framework. The DCC reports on how it is achieving its LoS through its Annual Report and quarterly activity reporting.

14 A review of the LoS statements and measures is underway as part of the 10YP preparations. The focus of the LoS review is to evaluate the effectiveness of DCC’s existing performance framework and existing suite of survey tools used to measure performance and monitor wellbeing, including the ROS and Quality of Life Survey. ROS will continue to be a key element in a range of measures designed to gauge the performance of Council.

15 Quarterly ROS update reports will continue to be presented to Council via the Strategy, Planning and Engagement Committee.

DISCUSSION

ROS methodology

16 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. Some groups of residents are more likely to respond to the ROS than others, and it is recognised that younger people (18-29 years) have been noticeably underrepresented in the ROS. However, due to the limited access to the electoral roll for the purpose of the ROS, the DCC cannot target particular groups in sampling efforts.

17 The results are weighted to known population distributions based on the 2018 Census data for age, gender, ethnicity and location to reduce sample bias due to the aforementioned differential response rate.

18 The 2022/23 survey was conducted over 12 months from 1 July 2022 to 30 June 2023. A total of 4,800 survey invitations were sent over the survey period, and 1,402 responses (1,313 in 2021/22) were received. A response rate of 31% was achieved, compared with 32% in 2021/22. The survey results have a margin of error of +/-2.6%.

Summary of findings

19 The Residents’ Opinion Survey 2023 (ROS 2022/23) (Attachment A) has been prepared by GravitasOPG with support from Corporate Policy.

20 The ROS 2022/23 uses black arrows to indicate statistically significant differences in results compared to the previous year’s results, or between users and non-users of facilities. In this report, the word ‘significant’ specifically refers to statistical significance and does not mean ‘large’.

21 Summaries for each of the activities represented in the survey are provided below in the order as presented in Attachment A.

Facilities

Parks, Reserves and Open Spaces

22 Satisfaction ratings for most parks, reserves and open spaces facilities remained stable over the last 12 months. A significant increase in satisfaction was found for ‘DCC playgrounds’ (65%, up from 56%), returning to the level of satisfaction in 2020/21. In contrast, satisfaction with ‘Public toilets’ remained low at 45%.

23 There was not much change in the level of visitation of parks, reserves, and open spaces, with ‘DCC reserves (scenic, bush and coastal)’ receiving the highest percentage of visitation at 83%, followed by ‘Public toilets’ at 82%.

Sports and Recreation Facilities

24 There was an indication of increase in user satisfaction with ‘Community swimming pools’ (76%, up from 68%) although the change was not statistically significant. Users’ satisfaction was stable for all other facilities, including Forsyth Barr Stadium (90%), Moana Pool (80%), Edgar Sports Centre (78%), and Dunedin Ice Stadium (76%).

Other Public Facilities

25 Three public facilities received high user satisfaction ratings of above 90%, including Toitū Otago Settlers Museum (93%), Otago Museum (92%), and Olveston Historic Home (90%) although the rating was lower than the previous year for Olveston Historic Home, which saw a decrease of 4%.

26 The most notable significant increase in user satisfaction was seen for the Dunedin i-Site Visitor Centre (80%, up from 61%), returning to the level of satisfaction recorded in 2020/21. A similar pattern was observed for users of Lan Yuan Dunedin Chinese Gardens although the change was not statistically significant (89%, up from 82%).

Infrastructure

Water related Infrastructure

27 The percentage of respondents satisfied with ‘Water-related infrastructure’ significantly increased in all aspects of the services, back to similar levels in 2019/2020: ‘Overall’ (63%, up from 54%), ‘Water pressure and quality’ (72%, up from 65%), ‘Sewerage system’ (68%, up from 62%), and ‘Stormwater system’ (57%, up from 47%).

Roading, footpaths, lighting and parking

28 Overall satisfaction with ‘Roading-related infrastructure’ remained unchanged and low at 26%. Highest satisfaction ratings were recorded for ‘Street lighting throughout the city’ (61%), followed by ‘Flow of traffic at off-peak hours’ (58%).

29 While satisfaction ratings were lower than all other aspects, there was significant increases in satisfaction with ‘Availability of on-street metered parking in the central city’ (22%, up from 18%) and ‘Availability of parking in the central city’ (21%, up from 15%). In contrast, there was a significant decline in satisfaction with ‘Flow of traffic at peak hours’, after a significant increase between 2020/21 and 2021/22. Satisfaction with ‘Ease of pedestrian movement’ also declined significantly to 56% from 62% - the lowest rating since 2015/2016.

Services

Waste Management

30 Satisfaction with ‘Waste management services’ increased by various degrees in all aspects of the services. There was a significant increase in satisfaction with ‘Kerbside recycling’ (78%, up from 71%), returning to the satisfaction level in 2019/20. Overall, over half of respondents (58%) were satisfied with waste management services, with the highest rating being for ‘Kerbside recycling’ (78%) and the lowest being for ‘Cleanliness of the streets in general’ (53%) and ‘Public recycling bins’ (53%).

Regulatory Services

31 Satisfaction with ‘Regulatory services’ continued to show upwards trend in all aspects of the services, with the highest being for ‘Control of roaming dogs’ (66%) and the lowest being for ‘Parking enforcement’ (51%). There were statistically significant increases, in satisfaction with ‘Overall regulatory services’ (59%, up from 53%) and ‘Parking enforcement (51%, up from 46%).

Planning and Urban Design

32 Overall satisfaction with ‘Planning and Urban Design’ increased significantly to 58% from 53% last year. Satisfaction with other individual aspects of ‘Planning and Urban Design’ remained stable over the last 12 months. Satisfaction was highest for ‘Overall look and feel of your suburb or township’ (66%) and lowest for ‘Overall look and feel of the central city retail area’ (51%).

Communications, Contact and Information

33 Overall satisfaction with ‘How well the DCC keeps residents informed’ had a slight increase from 53% to 56%. There was a similar pattern with a slight increase in satisfaction with ‘FYI newsletter’ (54%, up from 50%) and ‘DCC social media’ (48%, up from 42%). Satisfaction with ‘DCC website’ remained highest and unchanged at 57%. None of these changes was statistically significant.

34 The percentage of respondents who contacted DCC staff in the last three months remained unchanged at 29%, after a significant decline in 2021/22 from 36%. 53% of these interactions were done by telephone, compared to 59% in 2021/22. The share of visiting in person remined lower at 23%, while the share of contacting staff using methods that are neither phone nor in person showed a gentle increasing trend. While not specifically asked in the survey, ‘Other’ contact methods would likely include contact via email and letter.

35 Overall, around three quarters of respondents who have had contacted the DCC in the last three months were satisfied with ‘How DCC staff handled the enquiry overall’, with the highest rating being for ‘How well staff communicated with enquires’ (77%). A significant increase was seen in satisfaction with ‘The outcome of the matter’ (71%, up from 63%) - the highest rating since 2018/19. Satisfaction with ‘How long it took staff to deal with the matter’ slightly decreased to 72% from 74%.

Leadership and Overall Satisfaction

36 Four of five aspects of ‘Dunedin City Council leadership’ received significantly higher satisfaction ratings compared to the last year. They are: ‘Support for the city’s festival and events’ (61%, up from 55%), ‘Supporting Dunedin’s economic development’ (41%, up from 35%), ’The amount of public consultation taken’ (37%, up from 31%) and ‘Performance of Mayor and Councillors’ (34%, up from 26%). Satisfaction with ‘Performance of Community Board members’ showed a slight increase, though not statistically significant (37%, up from 33%).

37 Similar to the leadership ratings, overall satisfaction with the DCC significantly increased in all three aspects covered in the survey. The highest rating was for ‘Overall satisfaction with facilities, infrastructure and services’ at 60% (up, from 53%). ‘Overall satisfaction with the Dunedin City Council’ increased to 50% from 43% in the previous year, after a significant decline to 40% between 2019/20 and 2020/21.

Perceptions of Dunedin

38 Positive ratings significantly increased for respondents’ perceptions on ‘Dunedin recognises and supports cultural diversity’ (65%, up from 60%), after a significant decline between 2020/21 and 2021/22.

39 A significant decline was found for respondents’ perceptions on ‘Dunedin is a safe city’, which fell to 62% from 67% in the previous year. This is the lowest rating in six years and is back to a similar level to that of 2015/16.

40 Of the nine aspects of ‘Perceptions of Dunedin’ considered, the highest positive rating was found for ‘Dunedin maintains and preserves its architectural heritage’ (74%). In contrast, ratings were the lowest for the ‘DCC being a leader in encouraging the development of a sustainable city’ (33%).

Top two priorities for the DCC

41 Of the 1,402 survey respondents, 1071 (76%) provided their top two priorities for the DCC to address this year (Note: the survey period 1 July 2022 to 30 June 2023). The top two priorities featured in the responses include ‘Infrastructure/Maintain infrastructure’ (22%) (e.g., fix the roads and footpaths) and ‘Being more environmentally friendly (e.g., climate change, beach erosion, recycling) (17%). Other priorities include ‘Better traffic flow (e.g., less roadworks, heavy traffic diversions) (15%) and ‘Finishing projects that have been started/faster to finish projects’ (15%).

42 The top priorities provided in the response slightly changed from the previous year. While the top priority remained the same, ‘Being more environmentally friendly’ became more prominent than ‘More parking’ and ‘Better traffic flow’ in this survey. The fourth ranked ‘Finishing projects that have been started/faster to finish projects’ was not identified as a priority in the last survey. A summary of the comments is provided below and on page 70 of Attachment A.

Correlation analysis

43 A performance versus importance correlation analysis was undertaken by GravitasOPG, since the 2019/20 year (see pages 72-75 of Attachment A). This analysis considers the relative importance of each aspect measured in the survey to the overall satisfaction rating. This analysis considers the relative importance of each measure in the survey to the overall satisfaction rating.

44 Five areas were identified as areas that are of high importance but need to be improved to maximise the overall satisfaction with the DCC. They are: ‘Performance of Mayor and Councillors’, ‘Performance of Community Board members’, ‘Roading-related infrastructure, ‘Planning and Urban Design’, and ‘Communication Channels’. Improvement in these areas will strongly influence the overall satisfaction with the DCC.

OPTIONS

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

NEXT STEPS

46 The 2022/23 ROS results report (Attachment A) will be uploaded onto the DCC website. GravitasOPG will continue to deliver the ROS monthly for the 2023/24 survey, ending 30 June 2024.

47 The rationale or need for the ROS will be further informed and contextualised as the LoS review progresses as part of the next 10YP.

48 Staff will continue to work with GravitasOPG to provide Council with ROS quarterly results.

Signatories

Author:	Gina Huakau - Corporate Policy Manager
Authoriser:	Sandy Graham - Chief Executive Officer

Attachments

	Title	Page
⇩a	2022-23 Residents' Opinion Survey	196

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 resident’s opinions on DCC services and performance.

Māori Impact Statement

The current ROS does not qualify to receive Māori descent electoral roll data under section 112 of the Electoral Act 1993. This data would enable more accurate representation of Māori in the ROS through targeted sampling.

Where response rates are not proportional to the Ōtepoti population for Māori the results are weighted to known population distributions based on the 2018 Census data to reduce sample bias.

Sustainability

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

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The ROS asks about resident’s 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

Reporting of 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

ROS result breakdowns are available at a community level, which includes Community Board areas.

Council

25 September 2023

Update on Refreshing the DCC's Wellbeing Strategies

Department: Corporate Policy

EXECUTIVE SUMMARY

1 The purpose of this report is to update the Council on the progress in refreshing the Dunedin City Council’s (DCC) wellbeing strategies (Ara Toi, Economic Development Strategy, Social Wellbeing Strategy and Te Ao Tūroa).

2 The report provides for noting and consideration by Council, draft wellbeing concepts and outcomes related to the refresh of the wellbeing strategies.

3 The Dunedin City Council’s (DCC) wellbeing strategies have been reviewed. The review has found that the strategies could be strengthened by clarification of wellbeing, aligned reporting functions and consistent governance oversight.

4 To clarify wellbeing for the benefit of the community, it must be understood locally. Developing local wellbeing explanations provides an opportunity for the community to voice their priorities while understanding Council’s responsibility, role, and ability to deliver on services and activities.

5 Draft wellbeing concepts and outcomes are provided to strengthen the wellbeing strategies. The refreshed wellbeing concepts and outcomes also provide an opportunity to align the wellbeing strategies with the next 10 year plan 2024-2034 (10YP).

RECOMMENDATIONS

That the Council:

a) Notes the update of the refresh of the wellbeing strategies report.

b) Notes the draft wellbeing concepts and outcomes related to the refresh of the Wellbeing Strategies, as detailed in Attachment H.

c) Notes the next steps in refreshing the wellbeing strategies to align with the 10YP, (subject to approval of the draft wellbeing concepts and outcomes).

BACKGROUND

6 The previous strategic refresh update report was presented to the Council on 8 May 2023 which included an update on refreshing the DCC’s wellbeing strategies (Ara Toi, Economic Development Strategy, Social Wellbeing Strategy and Te Ao Tūroa).

7 In refreshing its strategies and in developing approaches that embed Council’s commitment to the Treaty of Waitangi and sustainability, it is proposed that the Council will be better positioned to strategically lead the DCC in realising community outcomes that consider future challenges while meeting its legislative responsibilities going forward.

DISCUSSION

8 Following from the previous Council report (8 May 2023), work completed on the wellbeing strategies has delivered on five areas as outlined in Table 1 below.

Table 1: Deliverables and Outputs of wellbeings work

Deliverables	Outputs	Attachments
1. A review of DCC’s current wellbeing strategies	Summary table of a review of the DCC’s current Wellbeing Strategies	Attachment A
1. A review of DCC’s current wellbeing strategies	SWOT analysis of the DCC’s current Wellbeing Strategies	Attachment B
2. Understanding wellbeing and what it means for Dunedin communities	Wellbeing Summary Report	Attachment C
	Review of (draft) Wellbeing Outcomes with United Nations Sustainable Development Goals	Attachment D
3. Understanding wellbeing in regard to the DCC’s responsibilities	Adaptation of Wellington City Council’s image to the DCC, showing Council’s roles	Figure 2 in this report
4. Draft wellbeing concepts and outcomes and how they relate to the DCC’s 10YP	Information related to each wellbeing strategy	Attachment E
	Examples of measures related to the draft wellbeing outcomes	Attachment F
	10YP test – comparison of draft wellbeing concepts with the current 10YP community outcomes	Attachment G
	Draft wellbeing concepts and outcomes	Attachment H (and in Table 2 in this report)
5. Draft Strategy Template	Draft Strategy Template to ensure the refreshed wellbeing strategies are aligned	Attachment I

A review of Council’s current wellbeing strategies

9 A review was undertaken on each of the DCC’s current wellbeing strategies (Ara Toi, Economic Development Strategy, Social Wellbeing Strategy and Te Ao Tūroa). Key findings from the review are summarised in Attachment A, which identified key projects and, where possible, related measures.

10 A SWOT (strengths, weaknesses, opportunities, and threats) analysis was also carried out and summarised in Attachment B. The SWOT showed that the current strategies embedded strong wellbeing intent, but could be strengthened by developing wellbeing explanations, stronger reporting functions and consistent governance oversight.

Understanding wellbeing and what it means for Dunedin communities

11 To understand what wellbeing could mean for Ōtepoti Dunedin residents, a Wellbeing Summary Report was developed which reviewed international and national understandings of wellbeing, critiqued wellbeing frameworks and measures, and proposed the development of local wellbeing concepts (Attachment C). Although the Local Government Act 2002 (LGA) does not define wellbeing, it requires Councils to address residents’ environmental, cultural, social and economic wellbeing through reporting on its activities and services and describing how these relate to community outcomes.

12 The Wellbeing Summary Report identified key points to be considered when refreshing the DCC’s current wellbeing strategies and in preparation for the next 10YP. These also helped inform the development of the draft wellbeing concepts and outcomes to strengthen the DCC’s current wellbeing strategies. The report showed that although wellbeing is a multifaceted concept, developing local wellbeing explanations and outcomes can be used to help identify priorities for the community, while considering Council’s context.

13 An important aspect in refreshing the DCC’s wellbeing strategies was how they could help articulate and embed Council’s commitment, in a consistent way in relation to the Treaty of Waitangi and sustainability, as recommended by consultants Harrison Grierson (2020). In 2020, the Council also considered three sustainability frameworks and approved staff to develop the City Portrait. The City Portrait uses the United Nations Sustainability Development Goals (SDGs) to describe the ‘Social Foundation’ of a community and applies science-based measures to describe a community’s environmental impact. Simply, the City Portrait is a tool to show at a local level, how a community takes care of its people and the planet.

14 The advantage in using the City Portrait, is that there is also flexibility to develop a local social foundation which enables communities to embed the intent of the SDGs, while developing a social foundation that is meaningful and useful at a local level.

15 In refreshing the DCC’s wellbeing strategies, staff noted the strong synergies with the SDGs and the draft wellbeing strategies and outcomes (Attachment C). Staff proposed by using the wellbeing strategies that this approach would help the DCC retain a global connection to the SDGs, while identifying local wellbeing outcomes and measures specific to Dunedin. Applying the wellbeing strategies as Dunedin’s social foundation also enabled the DCC to adopt a pragmatic and cost-effective way to develop the City Portrait. Staff were also aware that the development of the Te Taki Haruru - Māori Strategic Framework also embeds wellbeing concepts and found it important to retain strong alignment.

16 In looking forward, the option to refining the SDGs in addition to refreshing the DCC’s wellbeing strategies is still available to explore. As the DCC is required legislatively to report on community outcomes related to wellbeing, the role and function of the wellbeing strategies are well embedded in the DCC’s planning functions and reporting abilities. Recent results from a survey by Waimakariri District Council (May 2023), showed that there are many Councils interested in applying the SDGs in their planning processes, but only two Councils have progressed beyond a high-level commitment, to including them in their annual and long-term planning (Waimakariri District Council and Hauraki District Council). This does mean however, there is an opportunity to work across Councils to help develop this area of work in the future if Council wishes to.

Understanding wellbeing in regard to the DCC’s roles and responsibilities

17 In addition to research about wellbeing, Figure 1 was utilised to better understand the DCC’s purpose, and its areas of concern, influence and control related to wellbeing. The illustration also helped show that although Council is concerned about residents’ wellbeing, its ability to influence or control positive change related to wellbeing outcomes, can be limited by its remit and resourcing capability.

Figure 1. NSW Department of Planning, Industry and Environment, 2020. A how to Guide. P13

18 The rationale for refreshing and strengthening the DCC’s current wellbeing strategies, therefore, stems from Council’s commitment to improve on the delivery of services and activities related to wellbeing, but does not assume that Council is solely responsible for effecting residents’ wellbeing. In this aspect, there is recognition by the Council that with partners, stakeholders and community, the ability to effect and grow positive wellbeing requires a combined effort and shared responsibilities in service delivery and resourcing.

19 Staff propose there is an opportunity to address each of the three areas in the refresh of the DCC’s wellbeing strategies by:

· Concern – developing local wellbeing concepts that communicate to residents what Council means in a clear and understandable way. In our current wellbeing strategies, there are no explanations of wellbeing.

· Influence – identifying the DCC’s relationships and partnerships that help address and support wellbeing across the city. In the current wellbeing strategies, partners and stakeholders are identified but their role in supporting or delivering on wellbeing outcomes is not well defined. There is also an opportunity to develop long-term wellbeing measures.

· Control – defining the DCC’s ability to support or deliver on activities and services that relate to wellbeing can be identified in its refreshed strategies and through the 10YP process. The 10YP process will also help identify how much resource Council can allocate within its remit, and how fast it wants to deliver on actions and services. Figure 2, which was developed by the Wellington City Council and then adapted to the DCC, shows the different roles that Council has in its ‘Control’.

Figure 2. Council’s roles adapted to the DCC’s context. Original image sourced from Wellington City Council, Aho Tini 2030 – Arts, Culture and Creativity Strategy (August 2021). Page 14

Draft wellbeing concepts and outcomes and how they relate to the DCC’s 10 year plan

20 Information related to each wellbeing strategy was then developed to identify the next steps in refreshing the strategies. This can be viewed in Attachment E.

21 A key deliverable was the development of draft wellbeing concepts and outcomes to strengthen the current wellbeing strategies. These can be viewed in Attachment H and are listed in Table 2 below. The drafting of local wellbeing concepts and outcomes was informed by wellbeing research and from input from Councillors and staff. Community feedback on wellbeing concepts and outcomes could be explored during the engagement and consultation periods in the 10YP or as an aligned engagement process.

22 It is proposed that ‘wellbeing concepts’ are a way for Council to clearly explain what wellbeing means to the local community, whereas wellbeing outcomes identify what changes Council expects to see, if Ōtepoti Dunedin residents and communities were experiencing positive wellbeing.

23 Table 2: Draft wellbeing concepts and outcomes

Wellbeing	Wellbeing is when Ōtepoti Dunedin residents have what they need to survive and thrive, now and into the future
	Environmental Wellbeing	Cultural Wellbeing	Social Wellbeing	Economic Wellbeing
Wellbeing concepts:	is when people live in harmony with a healthy, natural environment that we look after, respect and enjoy.	is when people’s sense of belonging is nourished through experiencing and participating in arts, culture and creativity.	is when people are safe, healthy, connected and valued, and can access resources and systems that support their sense of wellbeing.	is when people can access resources and opportunities to be secure, resilient, and prosperous, now and into the future.
Wellbeing Outcomes:	1. People have a healthy environment 2. People enjoy, connect to and celebrate the natural world 3. Our city is resilient and carbon zero and plays our part in global efforts to address climate change 4. People appreciate and understand the value of the natural world by actively giving back to the natural world	1. People’s indigenous value and cultural potential are supported equitably, celebrated, and nourished 2. Dunedin has inclusive and connected communities that actively engage people in cultural activities and experiences 3. People thrive through vibrant spaces and open places that support cultural wellbeing 4. Dunedin has a thriving Creative Economy that creates opportunities that empower people	1. People are connected 2. People experience vibrant and cohesive communities 3. People and healthy, well and safe 4. People experience a reasonable standard of living and quality of life 5. People live in affordable and healthy homes 6. People participate in local city-wide affairs 7. Dunedin is prepared for an adverse event or emergency	1. Local businesses are thriving, resilient and contribute to peoples’ wellbeing 2. People can meet their daily needs and are free from economic deprivation 3. People have an income to live a dignified life 4. People are skilled and educated to have economic choice 5. People have access to infrastructure that meet their needs

24 It is proposed to work with the Council to consider wellbeing concepts and outcomes and refresh the current strategies by identifying measurements related to each of the wellbeing outcomes. This also includes drafting other parts of the strategies such as identifying and/or developing key themes, other related measures and indicators, rationale and identifying regular reporting cycles on wellbeing outcomes.

25 As a general update, wellbeing measures have also been reviewed from other Councils as well as exploring what data options are currently available and accessible. Draft examples of measures related to the draft wellbeing outcomes are summarised in Attachment F. In the next steps it is noted that more work is needed to identify specific measures and reporting, with input from the Council to ensure that reporting is useful and supports decision making. There may also be an opportunity to include wellbeing targets and/or baselines to indicate when Council decisions or actions may be needed to support community wellbeing in some areas.

26 Staff also reviewed if the draft wellbeing outcomes support the current community outcomes as outlined in the DCC’s current 10YP (2021-2031). This was to test the reliability of the draft wellbeing outcomes being used to measure the current community outcomes in the scenario that they were retained. Attachment G shows that the draft wellbeing outcomes do align with the DCC’s existing community outcomes. Staff propose that if the community outcomes were to change with the new 10YP (2024-2034), then analysis of the wellbeing outcomes could be updated.

27 To support this work area, staff have developed a draft template to support the refresh of the strategies to align the strategies in terms of structure, reporting, language, and governance oversight (Attachment I). The template also includes Council’s commitments to the Treaty of Waitangi and sustainability in a consistent way, as recommended by Harrison Grierson in 2020.

28 The draft strategy template shows key elements that will be in each of the wellbeing strategies, while allowing options to include specific narrative, stories, or case studies relevant to each wellbeing area. Identification of specific action plans will also be unique to each wellbeing strategy.

29 Community engagement related to wellbeing in general has also been included in the 10YP early engagement activities, and staff will include this data going forward.

OPTIONS

30 As this is a report for noting, there are no options.

NEXT STEPS

31 The next steps will be undertaken in refreshing the wellbeing strategies as summarised below:

a) Deliver workshops for Councillors to consider wellbeing concepts and outcomes as outlined in this report.

b) Engage with the community on the draft wellbeing concepts and outcomes to strengthen the current wellbeing strategies. Explore the opportunity to develop an engagement process that aligns with the engagement and consultation periods in the 10YP.

c) Continue developing draft measures and targets to support the monitoring of wellbeing outcomes related to each wellbeing strategy. This is underway, but more work is needed along with Council input, to define relevant and accessible measures and consistent reporting. See Attachment G for updated details.

d) Confirm a governance structure for each wellbeing strategy. Staff understand that this work area will be led by the Council. This will need to be completed by November 2023 so any changes can be included in the draft wellbeing strategies.

e) Analyse feedback from the 10YP community engagement and formal consultation periods, will help to inform the remaining aspects of the wellbeing strategies and related outcomes. This will also help align the wellbeing strategies with the 10YP process.

f) Develop draft wellbeing strategies with Council direction, for Council approval, so that they align with Council’s adoption of the 10YP in 2024.

g) Develop draft wellbeing strategies with Council direction, for Council approval, so that they align with Council’s adoption of the 10YP in 2024.

h) Provide an update report to Council in November 2023.

Signatories

Author:

Junichi Sugishita - Senior Policy Analyst

Gina Huakau - Corporate Policy Manager

Authoriser:

Jeanette Wikaira - General Manager Community Services (Acting)

Sandy Graham - Chief Executive Officer

Attachments

	Title	Page
⇩a	Attachment A. Summary table of a review of current wellbeing strategies	287
⇩b	Attachment B. SWOT Analysis for current Wellbeing Strategies	291
⇩c	Attachment C. Wellbeings summary report	292
⇩d	Attachment D. Review of (draft) wellbeing outcomes with United Nations Sustainable Development Goals	315
⇩e	Attachment E. Information related to each wellbeing strategy	316
⇩f	Attachment F. Draft examples of measures related to the draft wellbeing outcomes	341
⇩g	Attachment G. 10YP test - Wellbeings outcomes and current community outcomes	346
⇩h	Attachment H. For Council Approval. Wellbeing concepts & outcomes	347
⇩i	Attachment I. Draft Strategy Template	348

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

The Strategic Refresh enables democratic local decision making and action by, and on behalf of communities. It also promotes the social, economic, environmental and cultural well-beings of communities in the present and for the future.

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 Refresh encapsulates all of the above strategies.

Māori Impact Statement

Mana whenua and mātāwaka are partners in the development of the Te Taki Haruru – Māori Strategic Framework and in the Strategic Refresh work programme. The project will ensure the DCC is a good Treaty partner and contributes to positive outcomes for Māori and will seek further Māori input via community engagement

Sustainability

The development and adoption of a sustainability framework will promote social, economic, environmental and cultural well-being of communities in the present and for the future. It will do this by clarifying the interpretation and measures of sustainability, and promoting consistent application of a sustainable development approach.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The Refresh is expected to bring greater visibility and clarity as to how current and future corporate planning functions (encompassing long term plans and associated statutory strategies, levels of service and performance measures) support the DCC’s strategic goals and meet statutory requirements. The Strategic Refresh will directly impact on the next 10 Year Plan.

Financial considerations

There are no financial considerations.

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.

Engagement – external

Staff have presented to the Grow Dunedin Partnership and Creative Dunedin Partnership groups

Engagement - internal

There has been extensive internal engagement as a part of the strategic refresh project.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

All areas of the city will be interested in the Strategic Refresh and Community Boards will have an opportunity to participate as part of the engagement process.

Council

25 September 2023

Approval to Grant Electricity Easement to Aurora Energy Limited - Part Rotary Park

Department: Parks and Recreation

EXECUTIVE SUMMARY

1 This report discusses an application by Aurora Energy Limited for the grant of an electricity easement over part of Rotary Park held as recreation reserve.

2 The easement is to allow the installation of a new electricity transformer and associated cabling at 23 Harbour Heights, Dunedin which is part of Rotary Park. The electricity transformer will service the local community needs.

3 This report asks Council to make two decisions:

a) Firstly, a decision as the administering body of Rotary Park to grant an easement; and

b) Secondly, a decision to exercise the delegation given by the Minister of Conservation to Council.

RECOMMENDATIONS

That the Council:

a) Grants, as administering body of Rotary Park, pursuant to Section 48 of the Reserves Act 1977, an easement in gross to Aurora Energy Limited for the installation of a new electricity transformer and associated cabling over part of the Rotary Park (Record of Title OT14A/258).

b) Decides the criteria for exemption from public notification has been met.

c) Acting under its delegation from the Minister of Conservation dated 12 June 2013 and pursuant to Section 48 of the Reserves Act 1977, approves an easement in gross to Aurora Energy Limited for the installation of a new electricity transformer and associated cabling over part of Rotary Park (Record of Title OT14A/258).

BACKGROUND

4 Aurora has advised that the electricity transformer, located on private property at 15 Harbour Heights, and serves the neighbourhood at Harbour Heights is in need of upgrading however the existing site on private land is not capable of taking the new replacement transformer. Subject to this decision, Aurora hopes to commence work for the new transformer in October 2023.

5 Given the very limited space within the road reserve and footpath at Harbour Heights, Aurora has advised that its preferred location would be one of two options located on a corner of what is part of Rotary Park. The two options are shown as a red box and a blue box on Attachment A. This location affords an opportunity to re-locate the transformer further away from private residences.

6 Council staff have inspected and considered the two possible locations for the transformer on the reserve, noting the size of the transformer and area required around it will be approx. 4m x 5m. The location approx. shown with a red box on Attachment A is considered the most suitable and practical location, and is not expected to affect reserve maintenance contractors.

7 Aurora advises that in its discussions with potentially affected Harbour Heights residents, there is agreement for use of this location. The transformer in this location also will not adversely affect public use and enjoyment of the main part of Rotary Park.

8 An aerial photo showing the location of the proposed electricity easement is attached as Attachment A and a photo and diagram of the proposed transformer unit is at Attachment B.

DISCUSSION

Land Status

9 Rotary Park is owned by Dunedin City Council. The land affected by this proposal is described as Lot 20 Deposited Plan 22191 contained in Record of Title OT14A/258. It is held for and appropriately managed as a recreation reserve subject to the Reserves Act 1977.

Council as the owner and as the administering body

10 The Council, in its capacity as administering body of Rotary Park, has the responsibility for ensuring compliance in terms of the Reserves Act 1977 and for considering the merits of the proposal to grant easements.

11 Section 48 of the Reserves Act 1977 ("Section 48") is the statutory authority for the grant of easements over reserves. Section 48(1) specifically allows for electricity easements on reserves.

The Reserves Act 1977

12 Section 48 of the Reserves Act 1977 empowers the reserve's administering body (the Council), to grant easements over reserve lands subject to the Resource Management Act and the consent of the Minister of Conservation. The Minister of Conservation has delegated powers of consent to the Council, without limitation under instrument of delegation dated 12 June 2013. If resource consent is required, then Aurora will be responsible for meeting this requirement and this will be addressed in the Easement Agreement.

13 Section 48(2) requires public notification of the intention to grant an easement unless it can be demonstrated that:

(a) Rotary Park is owned by the Council and is not likely to be materially altered or permanently damaged; and

(b) The rights of the public in respect of Rotary Park are not likely to be permanently affected by the establishment and lawful exercise of the easement.

14 Given that the transformer will be installed at a location that will not impede public access to or enjoyment of the main part of Rotary Park, the easement is not likely to materially alter or permanently damage Rotary Park and the rights of the public are not likely to be permanently affected by the establishment and lawful exercise of the easement.

Reserves Management Plan

15 The Reserves Management Plan – General Policies document ("General Policies") covers all basic issues of the day-to-day administration of reserves in Dunedin.

16 Although the General Policies specify that easements should be for a limited term, in this instance Council Officers recommend that the easement be granted in perpetuity as its primary purpose is public benefit. The policies also require the applicant to meet all costs associated with legalising and maintaining the easement.

Merits of the proposed easement

17 Aurora advises that the upgraded transformer will provide greater energy supply capacity for this neighbourhood. There will be required a short section of cabling from the footpath to the transformer itself (shown as a yellow line on Attachment A). The minor inconvenience during installation is outweighed by upgrading supply for the benefit of the community.

Standard Easement terms and conditions

18 The proposed key elements of this easement include:

Statute Section 48 of the Reserves Act 1977

Grantee Aurora Energy Limited

Reserve Rotary Park (recreation reserve)

Purpose The right to install a new electricity transformer and associated cabling

Term In perpetuity

Rental Nil

19 The terms and conditions of the easement are to be finalised by the Council's solicitors. As a first step, an Agreement to Grant an Easement will be prepared by Council's solicitors which will include the following conditions:

a) Aurora will meet all costs associated with installation of the transformer and associated cabling, as well as reserve remediation, all survey, legal, LINZ and related costs to register the new easement;

b) All physical works must be carried out in consultation with Council's Parks and Recreation staff; and

c) Aurora will be responsible for obtaining all necessary consents, including any resource consent.

20 An easement will be registered against Council's title once the transformer has been installed and location surveyed.

Council as the Minister of Conservation's delegate

21 The Council, in its capacity as the Minister of Conservation's delegate, has the supervisory role in ensuring that the decision on whether or not to grant the easement over part of Rotary Park has been arrived at in compliance with the requirements of the Reserves Act 1977.

22 In particular, the Council as the Minister's delegate, needs to be satisfied that:

· the status of the land has been correctly identified;

· there is statutory power to grant the easement;

· the necessary statutory processes have been followed;

· the easement has been appropriately considered; and

· the decision is a reasonable one.

23 This part of Rotary Park is owned by Council in fee simple and is held and managed as a recreation reserve subject to the Reserves Act 1977. This is recorded on Record of Title OT14A/258. Section 48 of the Reserves Act 1977 provides the statutory authority to grant an easement over this reserve. The statutory processes have been followed with full consideration given to whether public notification is required.

24 The functions and purposes of Rotary Park as recreation reserve and adjacent public land will not be unduly impacted by legalising the proposed electricity easement. The decision is a reasonable one considering the facts outlined in this report.

OPTIONS

Option One – Recommended Option

25 That the Council:

a) Grants, as administering body of Rotary Park, pursuant to Section 48 of the Reserves Act 1977, an easement in gross to Aurora Energy Limited for the installation of a new electricity transformer and associated cabling over part of Rotary Park (Record of Title OT14A/258).

b) Decides the criteria for exemption from public notification has been met.

c) Acting under its delegation from the Minister of Conservation dated 12 June 2013 and pursuant to Section 48 of the Reserves Act 1977, approves an easement in gross to Aurora Energy Limited for the installation of a new electricity transformer and associated cabling over part of Rotary Park (Record of Title OT14A/258).

Advantages

· The upgraded electricity transformer and associated cabling is essential to provide greater energy supply capacity for this neighbourhood, for the benefit of the community.

· The existing transformer site on private property at 15 Harbour Heights will be retained for other supply equipment.

· The extent of work within the reserve is minimal and unlikely to affect park users.

· Confirms that the Council has fully considered the merits of the proposed easements and has complied with the requirements of the Reserves Act 1977.

Disadvantages

· The installation of a new electricity transformer and associated cabling over a small section of Rotary Park may cause some short duration disturbance to users however, access to and use of the main area of Rotary Park will not be restricted.

Option Two – Status Quo

26 Do not consent to the grant of an electricity easement over part of the Rotary Park in favour of Aurora Energy Limited.

Advantages

· No advantages have been identified.

Disadvantages

· Prevents the new electricity transformer and associated cabling being installed and may impact energy supply capacity for this neighbourhood in future.

NEXT STEPS

27 If the Council consents to the grant of an electricity easement and is satisfied the legislative requirements are met, an Agreement to Grant Electricity Easement can be prepared for execution and physical work can proceed after that.

Signatories

Author:

Owen Graham - Senior Leasing and Land Advisor

Authoriser:

Scott MacLean - Group Manager Parks and Recreation

Jeanette Wikaira - General Manager Community Services (Acting)

Attachments

	Title	Page
⇩a	Aerial photos showing Rotary Park and existing and proposed transformer locations.	356
⇩b	Diagrams of Aurora transformer easement area dimensions - 23 Harbour Heights, Dn	357

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision relates to providing local infrastructure to ensure continuity of power supply for the Harbour Heights neighbourhood and is considered an essential network utility work.

This decision supports the economic and social 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	☐	☐	☒

Māori Impact Statement

Māori have not been directly engaged with in relatiuon to this matter.

Sustainability

The upgraded electricity transformer and associated cabling is to provide greater energy supply capacity for the benefit of the community. This contributes to the economic sustainability and social and physical well-being.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no known implications from this proposal for the LTP or the Annual Plan.

Financial considerations

Aurora Energy will meet all costs of survey and preparing and execution of the easement documentation. On-going maintenance/repair responsibility rests with Aurora.

Significance

The decision has been assessed as being of low significance under Council’s Significance and Engagement Policy.

Engagement – external

Aurora Energy Limited. Aurora advise they have consulted with potentially affected residents near to the location without any concerns being expressed.

Engagement - internal

Parks and Recreation Operations and Parks Contract Team Leader. The Council’s Chief In-House Legal Counsel has provided advice in relation to the Reserves Act requirements.

Risks: Legal / Health and Safety etc.

There are no material risks associated with the decisions.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The easement area on part of Rotary Park is not located within a Community Board area.

Council

25 September 2023

Proposed Event Road Closures - October to December 2023

Department: Transport

EXECUTIVE SUMMARY

1 The DCC has received temporary road closure applications relating to the following events:

a) Rainbow Run

b) 2023 Dunedin Primary and Intermediate Schools Triathlon

c) 2023 Green Island Market Day

2 This report recommends that Council approves the temporary closure of the affected roads.

RECOMMENDATIONS

That the Council:

a) Resolves to close the roads detailed below (pursuant to Section 319, Section 342, and Schedule 10 clause 11(e) of the Local Government Act 1974):

i) Rainbow Run

Dates and Times:

Sunday 15 October 2023, from 11.00am to 12.30pm

Roads:

· Logan Park Drive from Union Street East to Butts Road

ii) 2023 Dunedin Primary and Intermediate Schools Triathlon

Dates and Times:

Wednesday 1 November 2023, from 8.00am to 2.00pm, with contingency date being 3 November 2023

Roads:

· Albertson Avenue, full length

· Wickliffe Terrace, from Mary Street to Laing Street

· Victory Place, full length

· Peninsula Beach Road, full length

iii) 2023 Green Island Market Day

Date and Times:

Saturday 2 December 2023, from 7.00am to 3.00pm

Roads:

· Main South Road Green Island, from Howden Street to Church Street

· Jenkins Street, from Main South Road to Shand Street

BACKGROUND

3 Events support Council’s 10 Year Plan goal of a successful city with a diverse, innovative, and productive economy and a hub for skill and talent. They also contribute to the Festival and Events Plan 2018-2023.

4 The area proposed to be used for these events is legal road and can therefore be temporarily closed to normal traffic if statutory temporary road closure procedures are followed. The procedures are set out in Section 319 of the LGA 1974 and give Council the power to stop or close any road (or part of a road) within the parameters of Section 342 and Schedule 10 of the LGA 1974 (Schedule 10 is included as Attachment A).

5 These procedures include:

· Consultation with Waka Kotahi (New Zealand Transport Agency) and the Police.

· Public notice being given of the proposal to close any road (or part of a road), and public notice of a decision to close the road.

· Council being satisfied that traffic is not likely to be unreasonably impeded.

6 A resolution of Council is required where a proposal to temporarily close a road relates to public functions.

7 Council is required to give public notice of its decision. This notice will be published after this meeting and prior to the event, if approved.

DISCUSSION

Consultation and Notification

8 The Police and Waka Kotahi have no objections to the proposed road closure.

9 On Saturday 19 August 2023, the proposed temporary road closure was advertised in the Otago Daily Times (Attachment B) with a deadline for feedback.

10 The event organisers contacted those considered affected prior to submitting their application, and no objections were received.

11 Schedule 10 section 11(e) states a road cannot be closed more than 31 days in the aggregate in any one year. This limit will not be exceeded by the approval of the proposed temporary road closures.

Traffic Impacts

12 The location of these events has have had identical road closures for the same, or similar event (s) in prior years without causing unreasonable delays to the travelling public.

13 Emergency Services and Public transport services will be managed through the temporary traffic management process.

14 The temporary traffic management plan process ensures that other issues such as temporary relocation of certain parking (e.g. taxi, mobility and Authorised Vehicles only) are managed.

OPTIONS

15 Any amendment to this report’s recommendations cannot be implemented without further consultation with the affected parties, Waka Kotahi, the Police, and verifying that traffic impacts are acceptable.

Option One – Recommended Option

16 That the Council closes the sections of road as recommended in this report.

Advantages

· The roads will be able to be closed and the event will be able to proceed.

· The closure will assist in realising the economic, social, and cultural benefits associated with the event.

Disadvantages

· There will be temporary loss of vehicular access through the closed areas. However, there are detours available, and safety can be assured using temporary traffic management.

Option Two – Status Quo

17 That the Council decides not to close the roads in question.

Advantages

· There would be no detour required for travelling public, and the roads would be able to be used as normal.

Disadvantages

· The events would not be able to go ahead, and the benefits of the events would be lost.

NEXT STEPS

18 Should the resolution be made to temporarily close the roads, Council staff will accept the temporary traffic management plans for the events and notify the public of the closures.

Signatories

Author:

Leesa Seatter - Personal Assistant/Administration Team Leader - Transport

Vanessa Dalton - Network Assets Team Leader

Authoriser:

Jeanine Benson - Group Manager Transport

David Ward - Acting General Manager Infrastructure and Development

Attachments

	Title	Page
⇩a	Local Government Act 1974, Schedule 10	368
⇩b	ODT Advert - 19 August 2023	373

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision promotes the social and economic 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	☒	☐	☐

Events contribute to the Strategic Framework. Events contribute to the Economic Development Strategy, the Social Wellbeing Strategy. There is a Festival and Events Plan 2018-2023.

Māori Impact Statement

Mana whenua have not been directly engaged with in relation to these road closures.

Sustainability

There are no implications for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications, the decision is a regulatory one and there are no direct costs to Council.

Financial considerations

There are no financial implications. The cost of the proposed road closure is not a cost to Council.

Significance

This decision is considered low in terms of the Council’s Significance and Engagement Policy.

Engagement – external

There has been external engagement as required by the LGA 1974, with the Police and Waka Kotahi. Affected parties were notified and provided a time period for feedback.

Engagement - internal

There has been engagement with DCC Events, In-House Legal, and Transport. There is support for the event to proceed.

Risks: Legal / Health and Safety etc.

There are no identified risks should the recommended resolution be made.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no implications for Community Boards.

Council

25 September 2023

Te Taki Haruru - Māori Strategic Framework

Department: Corporate Policy

EXECUTIVE SUMMARY

1 This report seeks the adoption of the draft Te Taki Haruru - Māori Strategic Framework.

2 The key purpose of the Te Taki Haruru is to provide a framework to operationalise the Treaty of Waitangi partnership between mana whenua and Council. It establishes te ao Māori (Māori world view) aspirations that will guide the Dunedin City Council’s (DCC) contribution to Māori wellbeing across Ōtepoti Dunedin.

3 The development of Te Taki Haruru is an important strategic step in strengthening Council’s Treaty of Waitangi partnership with mana whenua.

RECOMMENDATIONS

That the Council:

a) Adopts Te Taki Haruru- Māori Strategic Framework 2023.

b) Delegates authority to the Chief Executive Officer to incorporate minor editorial amendments.

c) Notes that the next steps include:

i. finalising the design and production of a public facing version of Te Taki Haruru- Māori Strategic Framework

ii. finalising the implementation plan to that will sit alongside Te Taki Haruru

BACKGROUND

5 The Local Government Act (LGA) 2002 recognises and respects the Crown’s obligations under the Treaty of Waitangi by placing some specific obligations on local authorities. These obligations are intended to facilitate participation by Māori in local authorities’ decision-making processes. The LGA (2002) charges local authorities with a clear responsibility to take an informed approach to how decision-making can benefit the social, cultural, economic and environmental well-being of the Māori community.

6 For many years the DCC and mana whenua have been on long journey towards more meaningful partnership. Over the years, the DCC’s partnership has been expressed in a number of ways across a number of platforms. Some of these have included a 2003 relationship protocol agreed between Kai Tahu ki Otago and DCC; a 2006 Memorandum of Understanding agreed between Kā Rūnaka and DCC; the 2006 establishment of the Māori Participation Working Party and the 2019 operational agreement between Aukaha Ltd and the DCC.

7 In 2020 as part of the early stages of developing the strategic refresh work programme, the DCC commissioned consultants Harrison Grierson to provide an evaluation of the existing strategic framework. The primary aim of the evaluation was to undertake a high level stocktake of the current strategic framework. A key objective was to improve alignment between core strategies and enable DCC to give greater effect to the principles of the Treaty of Waitangi and sustainability.

8 The evaluation included analysis of the framework itself, DCC staff and Councillor feedback, a survey of existing governance groups and mana whenua feedback.

9 Feedback from key mana whenua representatives on the existing DCC strategic framework included potential improvements to Treaty of Waitangi commitments; considerations for governance arrangements; embedding Māori-focused outcomes in future strategies and other opportunities around capturing and using Māori related data to inform decision making.

10 The Harrison Grierson report (2020) provided an analysis of the DCC’s existing strategic framework with a focus on DCC’s commitments to the Treaty of Waitangi across all strategies. The analysis found that:

· there was no overarching Treaty of Waitangi approach applied equally to all strategies

· there was a lack of clarity on how existing strategic commitments to the Treaty of Waitangi were intended to be delivered and how successful delivery and outcomes were intended to be measured

· there was a lack of clarity for a formal structure for the partnership between DCC and mana whenua to develop

· there was no overarching strategic direction from a mana whenua perspective

· there was no overarching alignment between strategies, particularly around common language, clear priorities and directions, and clear recording and measurement

11 The Harrison Grierson report (2020) together with mana whenua feedback provided a clear pathway to progress work on delivering clarity and direction for Council’s commitment to the Treaty of Waitangi. The work has focused on developing three key areas, Māori Partnerships, Māori Strategy and Māori Success.

12 Significant developments have occurred in recent years, these include:

· 2021: the establishment of Kā Rūnaka representative positions on two Council committees

· 2022: the signing of the Manatu Whakaaetaka Relationship Agreement, a refreshed Memorandum of Understanding between the DCC and mana whenua. The intended outcome of this Agreement is to facilitate a relationship of mutual benefit between Kā Rūnaka and the DCC, in order to produce meaningful outcomes for current and future generations of mana whenua, mātāwaka and all citizens of Dunedin

· 2022: the establishment of Te Pae Māori, a mana to mana forum. The intended outcome of Te Pae Māori is to bring all of Council, mana whenua and mātāwaka together to advance shared aspirations and respect, to acknowledge one another’s roles and responsibilities and uphold each other’s obligations under the Treaty of Waitangi

13 Te Taki Haruru is the next important strategic step in strengthening Council’s Treaty of Waitangi partnership with mana whenua and Māori.

DISCUSSION

Development of Te Taki Haruru

Three phases of work guided the approach to developing Te Taki Haruru:

14 Phase one. Information Gathering and Research: Over 2021 a series of online hui were held with Māori colleagues from other Councils to discuss the development of Māori strategic frameworks within a local government context. Research was undertaken on Māori strategic frameworks; Māori wellbeing models and implementation plans, and Māori wellbeing research was conducted to understand the broader Māori wellbeing context and how this can be applied to Ōtepoti Dunedin.

15 Phase two. Engagement with mana whenua and Māori: Over 2022 a series of co-design hui were held with mana whenua and representatives from the wider Māori community in Ōtepoti Dunedin. The co-design hui were based in a Kaupapa Māori methodology, a methodology that is founded in matauraka Māori (Māori knowledge) and reflects a te ao Māori (Māori world) view. These initial discussions focussed on what a te ao Māori vision could look like to enable thriving Māori communities. This engagement was an important starting point to explore Māori concepts of wellbeing across a values inspired framework

16 Phase three. Develop Māori Strategic Framework: Over 2022 and 2023 the framework was developed. Staff sought further feedback, guidance and contributions internally, engaging again with mana whenua and Māori. In recent months staff have presented high level presentations of the draft Māori Strategic Framework to each marae community, Ōtākou, Kāti Huirapa ki Puketeraki and Araiteuru, Te Pae Māori, Mayor and Councillors, the DCC Executive Leadership team and the Wider Leadership Team.

17 The result of these three phases of work is that mana whenua, Māori and Council have collectively developed a strategic framework that envisions a thriving future for mana whenua and Māori in Ōtepoti Dunedin that is founded in Māori knowledge and Treaty of Waitangi partnership.

Structure of Te Taki Haruru

18 Te Taki Haruru is the name gifted to the DCC’s Māori Strategic Framework by mana whenua. Taki Haruru is the original name for Pilots Beach, a historical site where the Treaty of Waitangi was signed on June 13 1840 by chiefs Korako and Karetai.

19 In Māori, taki translates as ‘to cry’ and haruru ‘to roar’. Takiharuru (Pilots Beach) is named because of the roar of the ocean. In the context of the strategic framework, the name Te Taki Haruru is a metaphor that connects Ōtepoti Dunedin residents to the past, to the place where the Treaty was signed and like the constant roar of the ocean, is a constant reminder of our Treaty of Waitangi relationship.

20 Te Taki Haruru imagery depicts Ōtepoti Dunedin, from the mountains to the harbour with prominent landmarks visible. The image views the city from the ocean looking into the Ōtākou Harbour. Takiharuru (Pilots Beach) sits at the front of this image at the Harbour entrance. (See Figure 1.)

Figure 1. Te Taki Haruru image design depicting Ōtepoti Dunedin.

21
Te Taki Haruru design represents Important cultural landmarks found in Ōtepoti Dunedin and provides the inspiration for the overarching principles and values. Each quadrant of the design represents a principle and the value connected with it. (See Figure 2.)

Figure 2. Te Taki Haruru design representing important cultural landmarks, principles and values.

22 Vision: Kaika Ōtepoti, Kaika Oraka - a thriving home, a thriving village, sits at the heart of Te Taki Haruru and reimagines a Māori wellbeing vision for Ōtepoti Dunedin. Aligning with the DCC vision that Dunedin is one of the world’s great small cities – the Te Taki Haruru vision acknowledges one of the beauties of Ōtepoti Dunedin - that it is small enough to still operate like a village.

23 Principles and Values: The four key principles and key values of Taki Haruru are outlined here:

· Autūroa, refers to the concept and practice of mana and the longivity of ongoing influence and leadership in the community

· Auora, refers to the concept and practice of mauri and the health and wellbeing of people, land and waterways

· Autaketake refers to the concepts of tapu and noa and the protection of resources, people and particular areas that enable us to live sustainable lives

· Autakata refers to concept and practice of whakapapa and the connection of people and place through genealogies, relationships, reciprocity and respect

24
Te Taki Haruru is structured around a series of interconnecting principles, values, key intents, key directions and four well beings. This values based wellbeing framework is depicted below in Figure 3.

Figure 3. Te Taki Haruru – a values based wellbeing framework.

Implications of Te Taki Haruru

25 Te Taki Haruru is a values-based wellbeing framework that embodies a Treaty of Waitangi partnership that is based on a long standing and ongoing relationship between mana whenua, Māori and Council. It establishes a vision and foundational principles and values by which the DCC can give effect to its commitment to the Treaty of Waitangi across DCC work.

26 Te Taki Haruru has a matauraka Māori (Māori knowledge) foundation and reflects a te ao Māori (Māori world) view of wellbeing.

27 Te Taki Haruru establishes new ways of working together, strengthening our relationships, and supporting whānau to thrive. Whānau wellbeing is central to the framework, and it focusses on establishing the conditions for whānau to thrive.

28 Te Taki Haruru reflects and is consistent with the recent commitments that Council has with mana whenua - the Manatu Whakaaetaka Relationship Agreement - a refreshed Memorandum of Understanding between the DCC and mana whenua signed in 2022 and the establishment of Te Pae Maori, a mana to mana forum for all Councillors, mana whenua and Māori.

29 Te Taki Haruru sets the platform for DCC’s action on Māori wellbeing and provides a framework for Council, mana whenua and Māori to achieve the aspirations outlined in this strategic framework.

30 Te Taki Haruru is a focused strategy that intentionally supports the enabling conditions for Māori intergenerational cultural, social, economic and environmental wellbeing.

31 An implementation plan is being developed that will sit alongside this strategic framework and outline the range of activities and initiatives across Council business units that will deliver on Te Taki Haruru’s vision. The implementation plan will also detail how the actions will be measured, evaluated and monitored to deliver on Te Taki Haruru outcomes.

32 A Te Taki Haruru implementation plan will be presented to Council.

33 The financial investment in the delivery of actions and initiatives to achieve outcomes of Te Taki Haruru will be met within the existing Annual Plan/ Long-term Plan budgets.

OPTIONS

OPTION One: REcommended option - Adopt TE TAKI HARURU- Māori Strategic Framework

Advantages

· Opportunity to give effect to the DCC’s ongoing commitment to the Treaty of Waitangi

· Opportunity to progress meaningful partnership with mana whenua and mātāwaka

· Opportunity to create a foundational strategic platform that intentionally supports the enabling conditions for Māori intergenerational cultural, social, economic and environmental wellbeing.

· Opportunity to celebrate the unique history of Ōtepoti Dunedin

Disadvantages

· There are no identified disadvantages for this option.

OPTION TWO: DO NOT ADOPT TE TAKI HARURU- MĀORI STRATEGIC FRAMEWORK

Advantages

· There are no identified advantages for this option.

Disadvantages

· Missed opportunity to give effect to the DCC’s ongoing commitment to the Treaty of Waitangi.

· Missed opportunity to consolidate and strengthen relationships built with mana whenua and mātāwaka, key stakeholders and communities across Dunedin through the development of Te Taki Haruru

· Missed opportunity to create a foundational strategic platform that intentionally supports the enabling conditions for Māori intergenerational cultural, social, economic and environmental wellbeing.

· Missed opportunity to celebrate the unique history of Ōtepoti Dunedin

NEXT STEPS

35 If Council adopts Te Taki Haruru (staff will:

· Finalise the design and production of a public facing version of Te Taki Haruru- Māori Strategic Framework. The final document will be published on the DCC website and distributed to mana whenua, key stakeholders and communities.

· Finalise the implementation plan that will sit alongside Te Taki Haruru and outline the range of activities and initiatives across Council business units that will deliver on Te Taki Haruru’s vision. The implementation plan will also detail how the actions will be measured, evaluated and monitored to deliver on Te Taki Haruru outcomes.

36 If Council does not adopt the Te Taki Haruru staff will work with Council to clarify direction going forward.

Signatories

Author:

Nicola Morand - Manahautū (General Manager Māori Partnerships and Policy)(Acting)

Authoriser:

Jeanette Wikaira - General Manager Community Services (Acting)

Sandy Graham - Chief Executive Officer

Attachments

	Title	Page
⇩a	Te Taki Haruru - Maori Strategic Framework Draft	384

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision provides opportunities for Māori to effectively contribute to Council’s decision-making processes and consider ways in which Council can foster the development of Māori capacity. This decision enables democratic local decision making and action by, and on behalf of communities.

This decision promotes the social well-being, economic well-being, environmental and 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	☒	☐	☐

This report directly relates to all areas of the DCC’s Strategic Framework and strategies, as it acknowledges the role of Māori representation in Council decision-making processes and the role of the Treaty of Waitangi in developing effective partnership with Māori.

Māori Impact Statement

Mana whenua and mātāwaka perspectives have directly informed this report. Rūnaka and Araiteuru Marae representatives have collaborated in meetings and Discussion that form the content of this report.

Sustainability

This report is in line with the Sustainability principal of the strategic framework, as it discusses relation agreements with Māori regarding leadership, decision-making, participation, and effective partnership.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The development of Te Taki Haruru 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) are supporting DCC strategic goals, the Treaty of Waitangi as well as meeting statutory requirements.

Financial considerations

The financial investment in the delivery of actions and initiatives to achieve the outcomes of Te Taki Haruru will be met within the existing Annual Plan/ Long-term Plan budgets.

Significance

This report is considered to be of low significance in terms of the Significance and Engagement Policy

Engagement – external

There has been considerable engagement with mana whenua and mātāwaka in the development of this report.

Engagement - internal

Councillors and staff have been engaged in the development of this report.

Risks: Legal / Health and Safety etc.

There are no known legal or Health and Safety risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The development of Te Taki Haruru is expected to bring greater visibility and clarity as to how Council upholds their commitment to the Treaty of Waitangi. Te Taki Haruru may also support Community Boards in their work with their local communities.

Council

25 September 2023

Sustainability Framework Update - City Portrait and United Nations Sustainability Development Goals

Department: Corporate Policy

EXECUTIVE SUMMARY

1 The purpose of this report is to:

a) Provide an update to Council on the development of the City Portrait for adaptation for a Dunedin context.

b) Respond to Council’s request to present information on the United Nations Sustainable Development Goals (SDGs).

c) Provide a high level comparative analysis between two sustainability frameworks, the City Portrait and the SDGs.

2 In September 2020, Council considered three sustainability frameworks, including the SDGs, and approved development of the City Portrait for adaptation for a Dunedin context.

3 Work on Dunedin’s City Portrait has been undertaken. Staff worked with the Planetary Accounting Network (PAN) to obtain a current snapshot of the city’s ecological impacts on the planet in relation to the Ecological Ceiling component of the City Portrait.

4 A stocktake informed the development of a draft of Dunedin’s Ecological Ceiling, which graphically demonstrates Dunedin’s ecological impact. This marks a first important milestone in the development of the City Portrait, which is designed to be iterative through working with partners, stakeholders and communities.

5 Information related to the SDGs and City Portrait is summarised along with a high-level analysis of strengths and weaknesses related to each.

6 A key point is that the SDGs and City Portrait are not entirely distinct. They each represent different approaches to supporting sustainability at different geographical scales, with the latter specifically designed for cities.

RECOMMENDATIONS

That the Council:

a) Notes the sustainability framework update report.

BACKGROUND

7 The Dunedin City Council’s (DCC’s) Strategic Framework is underpinned by a commitment to the Treaty of Waitangi and sustainability.

8 Originally, a vision for ‘Sustainable Practice’ at the DCC was adopted in 2009 for use in the 10 year plan (10YP), in response to community feedback. In 2012, the concept of sustainability became a guiding principle across the DCC’s Strategic Framework.

9 In 2019, an internal review focussed on understanding sustainability and the application of sustainable practice across the DCC identified that there was ambiguity in its interpretation due to the absence of a formal definition or framing of sustainability.

10 In 2020, the DCC decided to refresh its Strategic Framework. As a first step in the Strategic Framework Refresh, consultants Harrison Grierson undertook an initial high-level stocktake of the existing framework. It was considered that a clearer representation of the sustainability guiding principle (along with that of the Treaty of Waitangi) would be helpful in the refresh of the Strategic Framework.

11 On 29 September 2020, Council approved the development of the City Portrait from three sustainability frameworks presented for Council’s consideration. The other two options were New Zealand Treasury’s Living Standards Framework and the SDGs. 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)

12 Key reasons for supporting the development of the City Portrait over the SDGs and Living Standards Framework included:

· more user-friendly and easier for wider community to engage with

· conceptually stronger

· built on the SDGs, offering a way to adapt the SDGs to a local context to reflect local situations

· a better visualisation tool to graphically show the progress made in taking care of people and the planet

· better reflection of the DCC’s responsibilities for the entire city.

13 The Harrison Grierson report (2020) recommended development of the City Portrait and a framework with mana whenua to give effect to DCC’s commitments to the Treaty of Waitangi. The conceptual relationships are visually represented in Figure 1.

Figure 1. A visual representation of how DCC's commitment to the Treaty of Waitangi and Sustainability are to be given effect to by Māori Strategic Framework and the City Portrait.

14 A strategic approach to delivering on Māori aspirations in relation to the Treaty of Waitangi is through the development of Te Taki Haruru - Māori Strategic Framework. It is envisaged that this will positively contribute to DCC’s strategies, policies, plans, and culture in a way that is meaningful and affirming of the Treaty of Waitangi, while also benefiting all residents in Ōtepoti Dunedin.

15 Progress to date on the development of the City Portrait is provided below, including the development of a draft of the Ecological Ceiling component of the City Portrait. Although not yet complete, the work represents Council’s journey in understanding Dunedin’s ecological state and its ecological performance relative to global limits.

CITY PORTRAIT PROGRESS UPDATE

What is the City Portrait?

16 The City Portrait measures a city’s social and ecological state relative to global limits. One important fact to note is that the social part of the City Portrait is represented by minimum standards of living for humanity, and these are drawn from the SDGs.

17 A draft City Portrait has been developed with assistance from The Planetary Accounting Network (PAN) (for more information, view PAN's website), which helped apply the City Portrait to a Dunedin context. This produced a draft doughnut of Dunedin's Ecological ‘picture’ (Figure 4). Staff also proposed to apply the DCC’s wellbeing strategies to describe Dunedin’s social foundation, as they have strong synergies with the SDGs and existing reporting and governance functions. This is fully discussed in a separate report on ‘Strategic Refresh Update and Wellbeing Strategies.

The City Portrait and Doughnut Economics

Figure 2. The classic image of the Doughnut Economics model of Social Foundation and Ecological Ceiling (Source: Doughnut Economics Action Lab)

18 The City Portrait uses the theory of Doughnut Economics which was developed by economist Dr Kate Raworth. It centres on defining a ‘safe and just space for humanity to thrive’ (Figure 2). This comprises two domains: a ‘Social Foundation’ and an ‘Ecological Ceiling’ (illustrated by the dark green rings below). The Social Foundation represents minimum standards of living for humanity, and indicators that comprise it are drawn from the SDGs. The Ecological Ceiling comprises nine Planetary Boundaries defined through the collaboration of earth systems scientists.

19 Applying the theory of Doughnut Economics to a city level is challenging. In order to achieve this, the City Portrait methodology was created by the Thriving Cities Initiative and has been trialled by around 40 local or regional governments internationally (for more information, view Doughnut Economics Action Lab website). Dunedin was also listed as one of the cities currently trialling the City Portrait in a presentation by Dr Kate Raworth in February 2021 for the Department of International Development at the London School of Economics and Political Science.

20 The City Portrait sets out how to downscale Doughnut Economics to a city level, utilising the two domains (ecological and social), but applying baselines and measurements at a city level rather than a global level. The methodology produces a doughnut image, but it is specific to a city or community such as Dunedin.

21 The City Portrait methodology aims to combine local aspirations with global responsibility and helps people to consider their interconnections with the world. To do this, four lenses are considered, combining the two domains and two scales (local and global), as shown in Figure 3 below.

Figure 3. The Four Lenses of the City Portrait

22 These four lenses create a framework to consider what it would mean for the city to achieve local aspirations, whilst respecting the planet, and the rights and aspirations of others.

Developing the City Portrait – Ecological Ceiling

23 Staff worked with PAN to obtain a current snapshot of the city’s ecological impacts on the planet in relation to the Ecological Ceiling component of the City Portrait. PAN is an independent, not-for-profit research centre that specialises in Planetary Accounting, a framework that translates global environmental challenges into actionable targets at any scale.

24 PAN conducted a stocktake of the DCC’s eight existing strategies, as well as the Waste Minimisation Management Plan and Zero Carbon Policy to assess the availability and relevance of existing data and to identify data gaps. PAN also had a series of sessions with relevant DCC teams to help improve the understanding of how their work contribute to the Ecological Ceiling and discuss opportunities to collect more applicable data.

25 The results of the stocktake show that the DCC is already measuring, to some degree, seven of the ten components of the Ecological Ceiling (Figure 4). PAN tracked measurements across ten ecological areas which showed what the DCC is measuring in terms of three domains of the Ecological Ceiling: Air, Water and Land. It also identified several focus areas where more coordinated actions across different teams could be explored to add or enhance measures. The final report can be read in Attachment A.

Figure 4. PAN’s Recommendations Heatmap shows the relevance of each of the Ecological Ceiling focus areas, and the current measurement status across the existing eight strategies, as well as the Waste Minimisation Management Plan and Zero Carbon Policy

26
Based on the stocktake, PAN then produced a draft of Dunedin’s first doughnut, focussing on Dunedin’s environmental footprint (Figure 5). Although it is still in draft, it shows strong alignment with the Zero Carbon Policy and Zero Carbon (draft) plan. It should be noted that this was produced with currently available data, and there are areas of insufficient or limited data as detailed in PAN’s report. Attachment B outlines how to read the Dunedin Doughnut.

Figure 5. Draft Dunedin’s Ecological Ceiling with ten environmental footprints and the four wellbeings as the Social Foundation as a concept

27 Creating a City Portrait is designed to be a highly iterative process and is intended to be improved as more data becomes available and to be informed by ongoing engagement with stakeholders and the wider community, as outlined by the Harrison Grierson 2020 report. If the Council wishes to continue the development of the City Portrait, further improvements can be made to this draft Dunedin’s Ecological Ceiling (Figure 5) through working with stakeholders and communities.

28 To make the City Portrait Framework user friendly, staff proposed that the four wellbeing strategies are applied to Dunedin’s Social Foundation, as shown in the centre of Figure 4. Use of the four wellbeings will ensure the City Portrait is relevant to the people of Ōtepoti Dunedin, while retaining a strong connection with the Te Taki Haruru - Māori Strategic Framework, which has also used the four wellbeings in its development. It also ties the City Portrait with Council’s statutory purposes under the Local Government Act 2002 (LGA).

29 Similar to the Ecological Ceiling, measures and baselines will need to be developed to measure the Social Foundation. Staff are considering possible measures and targets, but propose these can be developed with the Council, as part of the refresh of the Wellbeing Strategies. This is discussed in a separate report in this agenda.

30 Developing the City Portrait could be explored through the 10YP process and take into consideration public feedback.

31 Staff are aware that the DCC’s contribution to Dunedin’s ecological and social context is only part of Dunedin’s ‘City Portrait’. This is because the data used relates to the whole city. In addition, some elements of the Ecological Ceiling are outside of the DCC’s remit, such as monitoring air quality. If the Council wishes to develop the City Portrait further, clarifying the DCC’s roles and responsibilities across some of these areas and building partnerships to foster city wide ownership of Dunedin’s portrait would be critical.

32 A draft illustration has been developed to explain to residents, partners and stakeholders what Doughnut Economics is, how a City Portrait is made and how it can be applied (Attachment C).

Applying the City Portrait as Dunedin’s sustainability framework

33 In considering how the City Portrait could be applied as a sustainability framework, staff investigated examples and applications from other cities and other Councils who take a stewardship role in monitoring city-wide measures.

34

One example, from Cornwall Council, shows how the Doughnut image is used to support decision making and to indicate the possible impact of projects and decisions. In Figure 6 below, the Doughnut image was part of a Council paper that was discussing social housing.

Figure 6. Cornwall’s Development and Decision Wheel (taken from Report to Cabinet, 8 Feb 2023 HRA Business Plan Medium Term Budget Rent Setting for 2023-24 and Changes to CHL Commissioning - .pdf (cornwall.gov.uk)

35 This type of application of Dunedin's City Portrait may be helpful to inform decision making through offering a consistent perspective on sustainability. For the DCC, the City Portrait could also be included in the sustainability section of the ‘Summary of Considerations’ in reports to the Council and Executive Leadership Team for specific projects.

36 The City Portrait could also be used as a monitoring tool to report on and visualise Dunedin’s progress. The City Portrait would continually evolve as data is updated, or more relevant data made available.

37
The Devon Doughnut Collective, a group of individuals, community representatives and NGOS, has created ‘Devon Doughnut’ that shows measures for both the citizens and policy maker levels (Figure 7). This is an interactive model, which encourages action by various parties and shows connections. Please note, this has not been formally adopted. By providing multiple levels at which to measure, the role of citizens is clearer which could increase buy-in from residents. This example, however, does suggest that by providing multiple levels at which to measure a city’s social and ecological footprint, the role of citizens and Council is supported through offering measures and suggested actions, which could increase buy-in from residents and communities.

Figure 7. ‘Devon Doughnut’ created by the Devon Doughnut Collective

UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS

What are the United Nations Sustainable Development Goals (SDGs)?

38 In 2015, the United Nations member states including New Zealand adopted the SDGs. The SDGs are 17 goals comprised of 169 targets and guiding global action on sustainable development. The SDGs interconnect environmental, social and economic aspects of sustainable development. The call to action is to have a global, collective plan that results in positive improvements for all communities and in all areas in relation to planetary health. A summary of the SDGs is set out below in Figure 8.

Sustainable Development Goals launch in 2016

Figure 8. The United Nation’s 17 Sustainable Development Goals (Source - United Nations)

39 Different organisations implement the SDGs in their organisation and strategic framework differently. For example, the Waikato Wellbeing Project includes all 17 SDGs. Alternatively, other local governments have adopted some but not all of the SDGs, such as Central Otago District Council’s Sustainability Strategy 2019-2024, which aligns with ten of the SDGs.

40 Recent results from a survey by Waimakariri District Council (May 2023) showed two Councils have progressed beyond a high-level commitment to include the SDGs in their annual and long-term plans (Waimakariri District Council and Hauraki District Council).

DISCUSSION and COMPARATIVE ANALYSIS

41 By reviewing the SDGs and City Portrait, this offers a useful comparison to revisit strengths and limitations related to each sustainability framework.

United Nations Sustainable Development Goals (SDGs)

Strengths

42 The SDGs are a well-known brand and have a strong global profile. The SDGs promote 17 global goals, 169 targets and 231 unique indicators to guide countries in their strategic intent and actions.

43 The SDGs provide holistic themes that cover all commonly recognised sustainability issues (socially and environmentally). New Zealand has adopted the SDG goals as an international commitment, and the themes are reasonably clear and easy to communicate with a wider community.

44 Although the SDGs are designed for reporting at the national level, recently there has been emerging practices in translating the SDGs to the sub-national level and for cities, which includes the City Portrait methodology.

45 United Nations-affiliated programmes have a strong connection to the SDGs. Locally, this includes the UNESCO City of Literature initiative, and Whaiao Regional Centre of Expertise Otago, led by the Otago Polytechnic (now Te Pūkenga).

Limitations

46 Wiedmann and Allen’s (2021) review of over two thousand published articles related to SDGs’ monitoring and assessment (link to publication here) noted that the SDGs were limited in their practical consideration of local indicators, targets and implementation as the SDGs are global in nature.

47 Similarly, a noted limitation of the SDGs is the large number of indicators and policy that does not translate easily to a city level. This is due to a lack of common methodology in measuring environmental impact, in comparison to using planetary boundaries.

48 The SDGs do not consider a cultural component in the framework, missing an important link to one of the Council’s statutory purposes under the Local Government Act 2002 (LGA). Consideration as to how the SDGs would complement the Te Taki Haruru – Māori Strategic Framework would need to be explored.

49 Some of the SDG targets are specifically aimed at developing countries and may not be easily applicable to a Dunedin context.

50 There are no open-resource guides and resources available for adapting SDGs to a city level, unlike the City Portrait.

City Portrait

Strengths

51 The City Portrait incorporates the SDGs to describe the Social Foundation and uses science to measure ecological impacts at a city level. These measurements are then used to show how Dunedin is meeting its global responsibility in regard to the planet (i.e., Ecological Ceiling), and socially in regard to taking care of its people locally as well as globally (i.e., the SDGs).

52 It provides a good visualisation tool to graphically show the progress made in taking care of people and the planet, making communication about sustainability with the public easier.

53 It offers flexibility in developing appropriate targets and indicators at a city level that are science-informed and considers rationale that supports fair and just actions at a local policy and planning level.

54 There is the opportunity to connect, collaborate with, and support other cities and regions around the world that are also developing their City Portrait. Doughnut Economics Action Lab provides a platform and a range of open-source guides and resources.

Limitations

55 There is no cultural component in the original Doughnut’s Social Foundation. However, in understanding Dunedin’s social foundation, it is proposed that the DCC uses its existing wellbeing strategies as a local expression of the SDGs as there is strong alignment between them. Moreover, it ties the City Portrait with Council’s statutory purposes under the LGA. This is discussed in a separate report in this agenda.

56 It requires expert technical support to scale to different stakeholder applications (e.g., communities, citizens, local businesses, DCC employees etc). One example of this is the DCC’s engagement with the PAN for development of a draft of Dunedin’s Ecological Ceiling.

57 The City Portrait produces an image which is a snapshot in time. Its purpose is to produce data to support decisions about the future, but the model itself does not provide guidance on the practical actions needed to achieve that vision.

58 Due to its holistic nature, some elements are outside the DCC’s remit, creating a need to clarify the DCC’s roles and responsibilities in monitoring city-wide measures.

59 There are communication challenges associated with the City Portrait, as it includes the Doughnut Economics theory. Its brand and profile may not be as strong as the SDGs (e.g., no icons, labels or badges). It is common for people to see a City Portrait as another theory of sustainability, rather than a methodology which applies Doughnut Economics in practice.

Similarities and distinctions

60 The SDGs and City Portrait share a common intent – to promote global sustainability, socially and environmentally. They both adopt the use of global measures to assess sustainability.

61 Rather than understanding the SDGs and City Portrait as distinct therefore, it is helpful to understand that they are complimentary and work along a continuum towards sustainable practices. As explained by Wiedmann and Allen (2021),

“There is a substantial overlap between PBs (planetary boundaries) and environmental SDGs. Defining what is environmentally safe and socially just, helps to operationalise the SDGs based on quantifiable benchmarks. Currently, no country in the world operates fully within this safe and just operating space (SJS).”

62 The key similarity between the SDGs and City Portrait is that they are both new and emerging practices, and they are both committed to making systemic change for a more sustainable planet while caring for all people.

63 They are distinct from each other in their approach in monitoring activity and actions related to sustainability. The SDGs are focussed on 17 global and national measures, whereas the City Portrait uses the Ecological Ceiling as well as the SDGs and then translates these to a local level to understand a city’s global impact.

64 A common weakness in both the SDGs and City Portrait is that they do not include culture in their framing of sustainability, which is an important value for New Zealand. For local councils, culture is also integral to its purpose though the LGA, related to the Treaty of Waitangi and in supporting residents’ cultural wellbeing.

Dunedin City Council’s commitment to a sustainability framework

65 The role of cities is widely recognised as drivers of sustainable behaviour as they support communities to develop sustainable practices over time. Be it through supporting sustainable land development, offering transport options, providing essential services that embrace sustainable methods or responding to climate change in an equitable way. Cities are playing a large role in designing sustainable cities and lifestyles for the future, while supporting local communities as they transition to sustainable ways of living.

66 The intention of a sustainability framework is to enable the DCC to understand and give effect to sustainability in a way that is meaningful for the city of Dunedin. Adopting an appropriate sustainability framework to serve Ōtepoti Dunedin communities now and into the future is worthy of consideration.

67 The discussion above shows that the SDGs and City Portrait are not entirely distinct as both promote aligned approaches to sustainability - but they do represent different approaches at different scales.

68 Which approach is most useful will depend on Council’s priorities and which framework will best meet the needs of residents and our environment now and in the future.

OPTIONS

69 As this is a report for noting, there are no options.

NEXT STEPS

70 The following are steps to be undertaken in the City Portrait workstream of the Strategic Refresh work programme:

a) continue developing local measures to strengthen the draft of Dunedin’s Ecological Ceiling.

b) develop indicators and targets for the Social Foundation component of the City Portrait based on the four wellbeing (subject to Council adoption of the wellbeing concepts and outcomes, presented in a separate report in this agenda.

c) plan for engagement with the public - this is a critical factor in producing a meaningful City Portrait for Dunedin, as noted by consultants Harrison Grierson in 2020.

d) clarify the DCC’s roles and responsibilities in the City Portrait in relation to DCC’s remit.

e) build partnerships to foster city-wide ownership of Dunedin’s City Portrait.

Signatories

Author:

Gina Huakau - Corporate Policy Manager

Authoriser:

Jeanette Wikaira - General Manager Community Services (Acting)

Sandy Graham - Chief Executive Officer

Attachments

	Title	Page
⇩a	Attachment A Final PAN 2023 Extended Stocktake Summary and Recommendations	419
⇩b	Attachment B How to Read the Dunedin Doughnut_Extract pp17-20	449
⇩c	Attachment C How To Make a Doughnut Illustration	453

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, economic, environmental, and 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 existing DCC’s Strategic Framework is underpinned by a commitment to the Treaty of Waitangi and sustainability. The decision on a clear representation of sustainability concerns all of the DCC’s strategies.

Māori Impact Statement

Mana whenua and mātāwaka are partners in the development of Te Taki Haruru - Māori Strategic Framework and in the Strategic Refresh work programme, of which the development of a sustainability framework is part. To date, use of the four wellbeings has ensured the City Portrait is relevant to the people of Dunedin, while retaining a strong connection with the Māori Strategic Framework, which has also used the four wellbeings in its development.

Sustainability

The development and adoption of a sustainability framework for the city will promote the 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.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The Strategic Refresh, which will be informed by development of a sustainability framework, will directly impact on the next 10 year plan.

Financial considerations

There are no financial considerations.

Significance

This report is considered 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.

Engagement – external

There has been no external engagement.

Engagement - internal

There has been no internal engagement.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

No conflicts of interest have been identified.

Community Boards

No implications for Community Boards have been identified.

Council

25 September 2023

10 year plan 2024-34 Update

Department: Corporate Policy

EXECUTIVE SUMMARY

1 The purpose of this report is to provide Council with an update on the development of the 10 year plan 2024-34 (the plan). Five further 10 year plan reports follow this update:

- Significant Forecasting Assumptions

- Climate Change significant forecasting assumptions

- Groups of Activities

- Draft City Profile Snapshot

- DCC Grants

RECOMMENDATIONS

That the Council:

a) Notes the 10 year plan 2024-34 update report.

BACKGROUND

2 The Local Government Act 2002 (LGA) requires all local authorities to develop a 10 year plan. Section 93(6) of the LGA provides that the purpose of the Plan is to:

a) describe the Council’s activities;

b) describe the community outcomes for Dunedin;

c) provide integrated decision-making and co-ordination of resources;

d) provide a long-term focus for the decisions and activities of the Council; and

e) provide a basis for accountability of the local authority to the community.

3 Schedule 10 of the LGA specifies the minimum information and content that must be included in the Plan as follows:

· Community outcomes;

· Groups of activities (including capital expenditure, levels of service and funding impact statements);

· Statement on any variations between proposals outlined in the Plan and our assessment of water and sanitary services, and waste management and minimisation plans;

· Council controlled organisations (including activities provided and key performance targets);

· Statement on the development of Māori capacity to contribute to decision making processes;

· Financial Strategy;

· Infrastructure Strategy;

· Revenue and Financing Policy;

· Significance and Engagement Policy;

· Forecast financial statements (including balancing of budget, rating information and reserve funds); and

· Significant forecasting assumptions.

4 Council is also required under section 93(B) of the LGA to develop a Consultation Document, to provide an effective base for public participation in the Council’s decision making processes relating to the content of the Plan.

5 The final Plan and Consultation Document must contain a report from the Auditor General.

DISCUSSION

Workstream progress

6 At the 19 June 2023 Strategy, Planning and Engagement Committee, the Committee noted a report providing an overview of the 10 year plan. The report outlined the project structure, objectives, deliverables, roles and responsibilities and included a high-level timeline for delivery through 10 workstreams.

7 All 10 workstreams are meeting regularly and progressing to deliver to their assigned responsibilities. Reports related to the 10 year plan are being brought to Council for decision-making in order for development of the plan to proceed.

Reform update

8 The key legislation reforming the resource management system is now in place. The Natural and Built Environment Act and the Spatial Planning Act were passed into law on 23 August 2023. The new legislation creates a resource management (RM) system that aims to deliver better outcomes for the environment, people and the economy.

9 The Spatial Planning Act and the Natural and Built Environment Act are being phased in over the next ten years. A small number of operational changes are in force, but larger structural changes are being rolled out region by region. It is not clear when the larger structural changes with implications for DCC will be rolled out in Otago. However, the move will be gradual with forewarning.

10 The transition to the new resource planning system will occur in Otago once a regional planning committee is established and the regional spatial strategy and the natural and built environment plan are developed. This work will occur regionally while a National Planning Framework is being developed by Government. This will all occur over the next 10 years, unless the Acts are amended or repealed.

11 Legislation related to the reform of three waters was passed into law in August. Provision of DCC’s 3 waters services will transfer to the new water entity by 1 July 2026 (current indicative date is 1 October 2025).

12 As a result, council is only required to include budgets to deliver 3 Waters services for the first two years of the 10 year plan. The legislation also removes the requirement to include three waters in Council’s infrastructure strategy.

13 A separate report to Council is planned, which will provide more detail on the legislation and impacts for Council and for the 10 Year Plan process.

OPTIONS

14 As this is a report for noting, options are not applicable.

NEXT STEPS

15 The first round of 10 Year Plan supporting information is being presented for approval at the Council meeting on 25-26 September. If approved, the supporting documentation will be included in, and used to support the development of the draft 10 year plan.

16 Development of the draft 10 year plan 2024-34 is expected to progress to the following timeframes:

10 Year Plan processes:	Date
Early engagement with the community	October 2023
Interim audit	November – December 2023
Audit of consultation document and supporting info	January – February 2024
Formal consultation period	March – April 2024
Hearings and deliberations	May 2024
Final audit of 10 year plan document and supporting information	June 2024
Council adoption of 10 Year Plan 2024-2034	Prior to 30 June 2024

Signatories

Author:

Jasmin Lamorie - Senior Corporate Planner

Authoriser:

Jeanette Wikaira - General Manager Community Services (Acting)

Sandy Graham - Chief Executive Officer

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision enables democratic local decision making and action by, and on behalf of communities, and promotes the social, economic, environmental and cultural wellbeing of the Dunedin communities, taking a sustainable development approach.

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 10 year plan contributes to all of the objectives and priorities of the strategic framework as it describes the Council’s activities, the community outcomes, and provides a long term focus for decision making and coordination of the Council’s resources, as well as a basis for community accountability.

Māori Impact Statement

The adoption of the Māori Strategic Framework signals Council’s commitment to mana whenua and to its obligations under the Treaty of Waitangi. Mana whenua and Māori will be involved in pre-engagement and have an opportunity to engage with the 10 year plan consultation process through a series of planned hui.

Sustainability

As part of the 10 year plan, several pieces of work are underway to give effect to Council’s commitment to sustainability, including work on the city portrait, Sustainable Development Goals, the Zero Carbon policy and the adoption of the Māori Strategic Framework.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

This report provides an update on the development of the 10 year plan. The 10 year plan project includes specific workstreams that will review Council’s financial and infrastructure strategies to ensure they are appropriate for the future.

Financial considerations

Financial considerations (including financial sustainability) will be key considerations in the development of the 10 year plan.

Significance

The 10 year plan will include community engagement and public consultation. Pre-engagement initiatives are being planned.

Engagement – external

The 10 year plan presents an opportunity for Council to engage fully with the community across a range of issues.

Engagement - internal

Staff from across council are involved in the development of the 10 year plan.

Risks: Legal / Health and Safety etc.

There are legal, reputational, financial and strategic risks if the 10 year plan is not well executed, or the public do not trust that the Council is showing good governance, prudent strategic and operational leadership.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Community Boards will be engaged and consulted with as part of the 10 year plan.

Council

25 September 2023

Groups of Activities - 10 Year Plan 2024-34

Department: Corporate Policy and Executive Leadership Team

EXECUTIVE SUMMARY

1 This report seeks Council approval for revised groups of activities structure for inclusion in the 10 year plan 2024-34.

2 The revised groups of activities have been developed by the Levels of Service (LOS) workstream and is informed by LOS reporting guidance from the Office of the Auditor General and Taituarā.

3 The revised groups of activities provide the foundations for revised LOS reporting. If approved by Council, the groups of activities will be aligned with community outcomes, budgets (capital and operational), and levels of service and performance measure components, which will also come to Council for approval for inclusion in the 10 year plan.

RECOMMENDATIONS

That the Council:

a) Approves, for the purposes of developing the 10 year plan 2024-2034, the groups of activity structure, grouping rationale and activities (Attachment A).

BACKGROUND

4 The Local Government Act 2002 (LGA) requires all local authorities to develop a 10 year plan. Schedule 10 of the LGA specifies the minimum information and content that must be in the 10 year plan. Local Authorities are required to have specified groups of activities. Capital expenditure, levels of service, and funding impact statements are required for each group of activities.

5 At the 19 June 2023 Strategy Planning and Engagement Committee, the Committee noted a report providing an overview of the development of the draft plan. This outlined the project structure, objectives, deliverables, roles and responsibilities and a high-level view of timeframes delivered through 10 workstreams.

6 The LOS Workstream has been tasked to review groups of activities and LOS for the draft plan. Their work is informed by guidance from the Office of the Auditor General and Taituarā to align with best practice and to ensure that they are more community focussed.

DISCUSSION

7 The LOS Workstream have developed the groups of activities based on the following guiding principles (which align with advice from the Officer of the Auditor General):

· Groupings need a clear rationale

· Groupings should provide clarity for community and enable them to easily find what they are looking for

· The 10 year plan LOS reporting should be written in plain language

· The LOS should relate to community well-beings, outcomes, and purpose

8 The rationale for proposed group of activities (Attachment A) is to make them more customer centric and enable clearer alignment between Council’s objectives and service delivery.

OPTIONS

Option One – The revised group of activities is approved. Recommended Option

9 Council approves the revised groups of activities (Attachment A) for development of, and inclusion in, the 10 year plan 2024-34.

Advantages

· Provides improved clarity for the community.

· Aligns with guidance from the Office of the Auditor General.

Disadvantages

· There are no identified disadvantages.

Option Two – The revised group of activities is not approved.

10 Council does not approve the revised groups of activities and further work will be undertaken.

Advantages

· There are no identified advantages.

Disadvantages

· Further work would be required to amend the group of activity structure, resulting in compressed timeframes for the development of the 10 year plan 2024-34.

NEXT STEPS

11 If approved by Council, the groups of activities will be used by the LOS workstream to provide DCC Managers with guidance to review current LOS statements and performance measures. As a result of this review it is likely that some current LOS statements and performance measures will be retired and new ones identified that have not been reported on previously.

12 Draft LOS statements and proposed performance measures and targets will then be consolidated and presented to Council for approval at the Council meeting of 31 October 2023.

Signatories

Author:

Jasmin Lamorie - Senior Corporate Planner

Claire Austin - General Manager Customer and Regulatory

Authoriser:

Robert West - General Manager Corporate and Quality

Attachments

	Title	Page
⇩a	Groups of activities	466

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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	☒	☐	☐

Māori Impact Statement

Sustainability

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Financial considerations

Financial considerations (including financial sustainability) will be key considerations in the development of the 10 year plan.

Significance

The 10 year plan will include community engagement and public consultation. Pre-engagement initiatives are being planned.

Engagement – external

The 10 year plan will include community engagement and public consultation. Pre-engagement initiatives are being planned.

Engagement - internal

Staff from across council are involved in the development of the 10 year plan.

Risks: Legal / Health and Safety etc.

There are legal, reputational, financial and strategic risk if the 10 year plan is not well executed, or the public do not trust that the Council is showing good governance, prudent strategic and operational leadership.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Community Boards will be engaged and consulted with as part of the 10 year plan.

Council

25 September 2023

Growth and Economic Significant Forecasting Assumptions - 10 year plan 2024-34

Department: City Development and Enterprise Dunedin

EXECUTIVE SUMMARY

1 The purpose of this report is to seek Council approval of the significant forecasting assumptions (SFAs) supporting information that has been developed for the 10 year plan 2024-2034 (the Plan).

2 The draft SFA’s has been developed by the Strategy workstream.

RECOMMENDATIONS

That the Council:

a) Approves, for the purposes of developing the 10 year plan 2024-34, and consulting with the community the significant forecasting assumptions at Attachment A.

BACKGROUND

3 The Local Government Act 2002 (LGA) requires all local authorities to develop a 10 year plan. Schedule 10 of the LGA specifies the minimum information and content in the Plan; this includes significant forecasting assumption.

DISCUSSION

Growth Projections

4 The DCC growth projections are used for a range of forward planning activities including infrastructure planning, spatial planning, the Development Contributions Policy and the City Profile.

5 Projected population growth and demographic changes are based on projections released by Statistics New Zealand in December 2022. Since the Statistics New Zealand projections were released, New Zealand has had much higher migration rates than expected. To reflect this, and the risks of underestimating growth, a composite high-medium growth scenario has been developed and used. This presumes that Dunedin’s growth rate follows the high growth scenario over the next ten years (2024-34) and the growth rates from the medium growth scenario over the following twenty years (2034-54).

6 The risks of overestimating growth include inefficient use of funds and an under-recovery of costs. Growth costs are generally divided by the expected number of new homes to calculate development contribution fees. Other costs are distributed by the expected number of rating units to determine rating fees. This means an over-estimate of growth will result in actual revenue received being less than projected revenue.

7 The risks of underestimating growth include inadequate provision of Council services and a potential follow-on impact on the attractiveness of Dunedin to new residents and visitors.

Economic Projections

8 Economic projections have been informed by Infometrics and recently released datasets. While the Dunedin economy has continued to show resilience in the Post COVID 19, wider inflationary and interest rate pressure exist in the national economy.

9 These are expected to continue to influence the local Dunedin economy. There is a risk that the lower economic growth and sustained inflation and interest rates will impact on household consumption, investment and spend.

10 Infometrics project domestic and international visitors are expected to recovery steadily, with forecast annual visitors reaching 1.878m by June 2024 and 2.539m by 2034.

Financial projections

11 Operational SFAs, including financial assumptions such as inflation will be presented to Council for approval later this year.

Legislative and reform assumptions

12 A report on assumptions relating to legislation and reform will be presented to Council later this year.

Climate-related projections

13 SFA’s related to climate will be presented to Council for approval in a separate report.

OPTIONS

Option One – Supporting documentation is approved. Recommended Option

14 Council approves the supporting documentation for development of, and inclusion in, the 10 year plan.

Advantages

· The documentation will be used to further inform the development of the 10 year plan.

Disadvantages

· There are no identified disadvantages.

Option Two – Supporting documentation is not approved.

15 Council does not approve the supporting documentation and requires further work be undertaken to amend as necessary.

Advantages

· There are no identified advantages.

Disadvantages

· Further work would be required to amend the supporting documentation, which would put additional pressure on meeting timeframes for development of the 10 year plan.

NEXT STEPS

16 If approved, the supporting documentation will be included in, and used to support the development of the 10 year plan.

Signatories

Author:

Nathan Stocker - Team Leader Research and Monitoring

Fraser Liggett - Economic Development Programme Manager

Authoriser:

Jeanette Wikaira - General Manager Community Services (Acting)

Sandy Graham - Chief Executive Officer

Attachments

	Title	Page
⇩a	Growth and Economic Significant Forecasting Assumptions	473

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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	☒	☐	☐

Māori Impact Statement

Sustainability

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Financial considerations

Financial considerations (including financial sustainability) will be key considerations in the development of the 10 year plan.

Significance

The 10 year plan will include community engagement and public consultation. Pre-engagement initiatives are being planned.

Engagement – external

The 10 year plan presents an opportunity for Council to engage fully with the community across a range of issues.

Engagement - internal

Staff from across council are involved in the development of the 10 year plan.

Risks: Legal / Health and Safety etc.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Community Boards will be engaged and consulted with as part of the 10 year plan.

Council

25 September 2023

Climate change significant forecasting assumptions - 10 year plan 2024-34

Department: Sustainability Group and Maori, Partnerships & Policy

EXECUTIVE SUMMARY

1 The purpose of this report is to set out the intended approach to integrating climate change considerations into the 10 year plan 2024-34, and to seek Council approval of the climate change aspects of the significant forecasting assumptions.

2 This report also provides information about the growing expectations of regulatory bodies for councils to consider and address climate change, as well as an overview of national and local emissions context and commitments, and climate projections.

RECOMMENDATIONS

That the Council:

a) Notes the intended approach to integrating climate change considerations into the 10 year plan

b) Approves, for the purposes of developing the 10 year plan 2024-34, and consulting with the community, the climate-related significant forecasting assumptions at Attachment A

c) Delegates authority to the CEO to make any minor amendments to the climate-related significant forecasting assumptions required to reflect Council decisions on the draft Zero Carbon Plan 2030 (under separate cover) and any updates to DCC emissions reduction targets.

BACKGROUND

Climate change and 10 year plans

3 The Local Government Act 2002 (LGA) requires that all local authorities develop a 10 year plan (10YP). Schedule 10 of the LGA specifies the minimum information and content; this includes significant forecasting assumptions (SFAs), which comprise of growth and economic assumptions along with climate change projections.

4 Climate-related considerations are a growing focus area for auditors assessing local government 10YPs. In recent years, the Office of the Auditor-General (OAG) has stressed the need for councils to address climate change risk, noting that councils have an important role in understanding, planning for, and responding to the effects of climate change given their roles in environmental planning and regulation, transport planning, and responding to natural hazards and extreme weather events.

5 A key purpose of local government under the LGA is to promote the social, economic, environmental, and cultural well-being of communities in the present and for the future. Climate change mitigation (reducing emissions) and adaptation (preparing for the impacts of climate change) reduces long term risks and costs for council and the community, promotes future wellbeing, and responds to community expectations of climate action. A report by Deloitte estimates that inadequate climate action could cost the New Zealand economy $4.4 billion by 2050, with losses becoming exponentially worse after that. On the other hand, decisive climate action could deliver $64 billion to New Zealand’s economy by 2050.

6 For the DCC, building emissions reduction and climate adaptation considerations into decision-making also responds to Council’s strategic direction and the Zero Carbon Policy 2022.

Best practice guidance relating to climate change issued ahead of 2021-31 10YPs

7 Having found most councils’ 2018-28 10YPs inadequately addressed climate change, the OAG and local government membership bodies published extensive advice on their evolving expectations in the lead up to 2021-31 10YPs. Climate change assumptions and disclosures were a focus for OAG auditors when auditing the 2021-31 10YPs, as was assessing the steps that councils are taking to reduce emissions and whether they are prioritising climate action.

8 The OAG recommended that councils should actively seek to understand the potential effects of climate change on its assets and activities, and that assumptions about climate change and its effects should be key building blocks for 10YPs. All assumptions underpinning the 10YP should use the best available information, and climate change and related matters should be woven through the content of the 10YP and the processes that support the 10YP. Climate change assumptions should cover:

· the expected effects of climate change for the city

· the effects on council activities from the expected effects of climate change

· the effects on different communities across the city

· the effects of climate change on levels of service, council finances, and capital and operational work programmes over the period of the 10YP.

9 The OAG articulated an expectation that councils that have declared climate emergencies should be demonstrating a tangible response of accelerating climate mitigation/adaptation activity, in the form of governance, management, and prioritisation of council activity and investment.

OAG findings relating to climate change in 2021-31 10YPs

10 In matters arising from our audits of the 2021-31 long-term plans, the OAG noted a marked improvement in consideration of climate change in 2021-31 10YPs.

11 They singled out two shifts as being particularly positive:

· the increasing number of councils with dedicated climate action plans and resources, or that are working on them, and

· councils beginning to put climate-related performance targets and measures in their plans, and in some cases aligning reporting against these with recently developed national reporting standards.

12 They generally observed that the 17 councils that had declared climate emergencies (including the DCC), had included tangible actions or programmes relating to mitigating or adaptation to the effects of climate change, and that these were priority areas of council activity.

13 Specific references to the DCC’s 2021-31 10YP included:

· highlighting the DCC as an example of councils considering the equity or social justice aspects of climate change (in relation to building resilience and planning for long-term adaptation in South Dunedin) and

· the DCC’s 2030 emissions reduction target for Dunedin.

OAG direction relating to the 10YP 2024-34, and signalled areas of focus

14 The OAG has not taken the step of issuing a comprehensive update to its direction on climate change in 10YPs. However, in matters arising from our audits of the 2021-31 long-term plans, the OAG noted that as councils develop their next 10YP, they could consider the opportunity to take a strong leadership role in climate action in their district or region.

15 The OAG has signalled that with climate-related reporting requirements increasing in importance, they are considering their role in providing assurance over climate-related reporting, decision making and planning processes through their annual audits of public organisations. In local government, the OAG will be measuring how councils are progressing with climate actions over time and tracking any increasing urgency and activity.

16 The OAG have also signalled that in 2023/24, they will be looking at how strongly New Zealand’s climate change commitments are reflected in infrastructure planning.

Emissions reduction targets and emissions profiles

17 This section sets out national, local and organisational emissions reduction targets relevant to 10YP decision making, as well as the most recent information available on city and organisational emissions sources.

National emissions reduction targets

18 As a signatory of the Paris Agreement, New Zealand has committed to taking actions that limit global warming to 1.5°C and to meeting a ‘net zero’ emissions by 2050 target. Domestic emissions reduction targets are embedded in the Climate Change Response Act 2002:

a) Net zero emissions of all greenhouse gas (GHG) emissions other than biogenic methane by 2050.

b) 24% to 47% reduction below 2017 biogenic methane emissions by 2050, including 10% reduction below 2017 biogenic methane emissions by 2030.

Dunedin emissions reduction targets and 2021/22 emissions

19 In 2019, the DCC declared a climate emergency and adopted a ‘Zero Carbon 2030’ emissions reduction target for Dunedin. As with national commitments, the target is in two parts:

a) Net zero emissions of all GHG emissions other than biogenic methane by 2030.

b) 24% to 47% reduction below 2017 biogenic methane emissions by 2050, including 10% reduction below 2017 biogenic methane emissions by 2030.

20 Dunedin’s gross emissions in 2021/22 totalled 1.542 million tCO₂-e. The main contributing sectors were Agriculture and Transport, followed by Stationary Energy, Waste and Industrial Processes and Product Use (IPPU) (Figure 1). This was offset by the city’s forests absorbing 0.493 million t CO₂-e, reducing net emissions to 1.049 million tCO₂-e.

Figure 1: Dunedin City emissions 2021/22

21 Trends in emissions are set out in further detail in the draft City Snapshot, under separate cover.

DCC’s emissions reduction targets and 2021/22 emissions

22 At an organisational level, the DCC’s most recently adopted target is for a 42% reduction in core emissions by 2030 based on the 2018/19 baseline. Since this target was adopted, a range of additional emissions sources have been added to the organisation’s emissions footprint in response to updates to the global reporting standard used by the DCC. An appropriate target for the extended scope of the organisation’s emissions footprint is currently under development.

23 The DCC’s gross emissions for the 2021/22 period totalled 70,212 tCO₂-e. Major emissions sources (Figure 2) were waste to Green Island Landfill (60%), closed landfill (13%), and wastewater treatment (12%). Relatively fewer emissions originated from electricity use (5%) LPG use (3%) and chemical use (3%). Other minor emissions sources made up the final 4% of the footprint.

Figure 2: DCC emissions 2021/22

Risk and adaptation frameworks, and projected climate change impacts

24 This section describes the national frameworks established to assess risk and adapt to climate change and sets out current understanding of projected national and local climate change impacts.

National climate change risk and adaptation frameworks

25 In August 2020, the Ministry of the Environment (MfE) published the first National Climate Change Risk Assessment (NCCRA), which acknowledged that the climate is changing and that further changes will result from increasing amounts of greenhouse gases in the atmosphere.

26 The NCCRA noted that in New Zealand, the effects of this change are already being experienced. Over the past century, temperatures have increased, glaciers have melted and sea levels have risen. Such changes will continue, and their impacts increase. These future changes will have far-reaching consequences for people and the environment – in cities, towns and communities, across all levels of government, and from the coastline to lakes, rivers and forests.

27 New Zealand’s 10 most significant climate change risks (across five domains) include:

· Natural environment: Risk to coastal ecosystems due to ongoing sea-level rise and extreme weather events; risk to indigenous ecosystems and species from enhanced spread, survival and establishment of invasive species.

· Human: Risks to social cohesion and community wellbeing from displacement of individuals families and communities; risk of exacerbating existing inequalities and creating new ones.

· Economy: Risk of lost productivity, disaster relief expenditure and unfunded contingent liabilities; risks to financial system from instability due to extreme weather events and ongoing gradual changes.

· Built environment: Risk to potable water supplies (availability and quality) and buildings due to changes in rainfall, temperature, drought, wildfire, extreme weather events and ongoing sea-level rise.

· Governance: Risk of maladaptation due to decisions that do not account for uncertainty and change over long timeframes; risk that climate change impacts are exacerbated because current institutional arrangements are not fit for adaptation.

28 In August 2022, and in response to the NCCRA, MfE published the first National Adaptation Plan (NAP) 2022-28, which outlined a national structure and set of processes for adapting to the impacts of a changing climate in Aotearoa New Zealand.

29 The NAP noted that adaptation is a continuous process of assessing and managing risk, evaluating the effectiveness of actions taken and adjusting those actions as needed. By adapting to the unavoidable effects of climate change, we become more resilient to those risks. Climate change is exacerbating the risks of existing natural hazards – including flooding and drought – and creating new risks such as sea-level rise. We can build on our past experience with natural hazards to prepare for increased risk in the future.

30 The four key focus areas of the NAP 2022-28 include:

· Better risk-informed decisions

· Climate-resilient development in the right location

· Adaptation options including managed retreat

· Embed climate resilience across Government

Projected climate change impacts

31 The following projections for climate change impacts are derived from the NCCRA, NAP, research undertaken by NIWA on climate change projections for the Otago Region (commissioned by the Otago Regional Council in 2019), and the Aotearoa New Zealand climate change projections guidance: Interpreting the latest IPCC WG1 report findings (commissioned by MfE in 2022, updated in 2023).

· In the last 100 years, our climate has warmed by 1.1°C. Depending on global emissions, temperatures will likely increase by a further 1-1.3°C by mid-century and 1.6-3.1°C by end of century, with the greatest warming likely to be in the northeast of New Zealand.

· In the last 60 years, sea levels have risen by 0.15 m (or around 2.44 mm per year). If global emissions remain high, sea levels will likely increase by a further 0.21 m by 2040 and 0.67 m by 2090.

· Extreme weather events such as storms, heatwaves and heavy rainfall are likely to be more frequent and intense. Large increases in extreme rainfall are expected everywhere in the country. Annual rainfall in Otago is expected to increase slightly by mid-century (0-10%), while the increase spans 10-20% at the end of the century.

· The number of frost and snow days are projected to decrease.

· Drought is predicted to increase in frequency and severity, particularly along the eastern side of the Southern Alps. Wildfire risk is predicted to increase.

Guidance on planning for, and adapting to, the impacts of climate change

32 Further to requirements of the LGA in regard to 10YP processes, and directions issued by the OAG in relation to climate change, both noted above, in July 2022 MfE issued updated guidance relating to coastal hazards and climate change (which builds on previous guidance from 2017).

33 When exercising their functions under the Resource Management Act 1991 (RMA) and giving effect to the provisions of the New Zealand Coastal Policy Statement (NZCPS), councils should use a framework of five “medium confidence” climate change scenarios.

34 These five scenarios use shared socio-economic pathways (SSPs) introduced by the IPCC (Intergovernmental Panel on Climate Change) Sixth Assessment Report (AR6) published in 2021-23. These span a wide range of plausible societal and climatic futures and replace the previous representative concentration pathways (RCPs) used in the 2017 guidance. The scenarios include:

· SSP1-2.6 Median (Sustainability) - Aspirational pathway with extremely low emissions

· SSP2-4.5 Median (Middle of the road) - Most likely scenario, with emissions reductions consistent with historic social, economic and technological trends.

· SSP3-7.0 Median (Regional rivalry) - Resurgent nationalism over regional and global issues

· SSP5-8.5 Median (Fossil fuel intensive development) - Ongoing emissions-intensive development

· SSP5-8.5 H+ (Upper likely range) - Worst case scenario.

35 MfE’s advice recommends using the five updated “medium confidence” scenarios out to 2150 to undertake risk and vulnerability assessments and stress-test proposals, strategies, project designs, policies, rules, statutory coastal hazard overlays, and emerging spatial plans.

36 It is also recommended to include vertical land movement (VLM) rates to calculate relative sea-level rise (RSLR) locally, or if rates are low, average them regionally. Where local VLM rates are specifically monitored and more granular, these should be used instead.

37 To further stress test risk-sensitive or long-lived projects such as new subdivisions, long-lived infrastructure, or vulnerable cultural sites, “low confidence” SSP scenarios could be used (which extend beyond 2150 and model some more uncertain contributors to sea-level rise, such as instabilities of polar ice shelves).

DISCUSSION

Approach to integrating climate change considerations in the 10 year plan

38 The following steps are being taken to integrate climate change considerations in the 10YP.

10 year plan element	Proposed approach
City snapshot	Draft Dunedin emissions and climate change sections included in City Snapshot for Council consideration under separate cover.
Forecasting assumptions	Draft climate-related significant forecasting assumptions set out for Council consideration in this report. The draft may need to be further updated following Council decisions on the draft Zero Carbon Plan 2030, under separate cover.
Financial and infrastructure strategies	Climate change and Zero Carbon sections of the financial and infrastructure strategies will be updated to reflect South Dunedin Future and Zero Carbon work programme progress and relevant Council decisions made since adoption of the 2021-31 10 Year Plan, including: - adoption of the South Dunedin Future work programme - adoption of the Zero Carbon Policy 2022 - progress against the DCC’s Emissions Management and Reduction Plan - progress against key projects that were identified in the 2021-31 10YP as being important contributors to climate change response. Council’s decisions on the draft Zero Carbon Plan 2030, under separate cover, will also inform this work.
Service and activity information	In line with the Zero Carbon Policy 2022: - all proposed capital expenditure and all new proposed operating expenditure is being assessed for potential emissions impact, and - consideration will be given to how climate-related goals and targets can be reflected in levels of service and associated performance measures. Council’s decisions on the draft Zero Carbon Plan 2030, under separate cover, will also inform this work.
Consultation document	Consideration will be given to how climate-related issues can be reflected in consultation documents, following relevant decisions of Council.
Policy reviews	The Zero Carbon team will be involved in reviewing relevant policies for the 10YP, including the revenue and financing policy and the significance and engagement policy.

Climate-related Significant Forecasting Assumptions

This section sets out the proposed approach to the climate-related SFAs for the 10YP 2024-34.

Significant Forecasting Assumptions

40 Schedule 10 (17) of the LGA provides the following:

A long-term plan must clearly identify—

(a) all the significant forecasting assumptions and risks underlying the financial estimates:

(b) without limiting the generality of paragraph (a), the following assumptions on which the financial estimates are based:

(i) the assumptions of the local authority concerning the life cycle of significant assets; and

(ii) the assumptions of the local authority concerning sources of funds for the future replacement of significant assets:

(i) the fact of that uncertainty; and

(ii) an estimate of the potential effects of that uncertainty on the financial estimates provided.

41 The strategic significant forecasting assumptions (SFA’s) traditionally include the key assumptions around growth, climate change and economic projections.

Best practice guidance for climate-related SFAs

42 Best practice guidance directs that climate change assumptions must be realistic, evidence based, internally consistent with other assumptions and applied consistently across the organisation.

43 Climate change assumptions are likely to include the expected direct impact of climate change in the local area (e.g. sea-level rise, rainfall levels) and the impacts on communities from the expected effects of climate change (including broader impacts on the social, environmental, economic and cultural wellbeing of the local community), and how these might flow through to the local authority.

Draft SFAs for the 10YP 2024-34

44 Draft significant forecasting assumptions related to emissions reduction targets and climate change projections are at Attachment A, for Council approval. Growth assumptions and economic projections are presented in reports under separate cover.

45 The climate-related SFAs have been updated since the previous 10YP to reflect updated understanding and changes in our context:

· The City and DCC emissions reduction targets SFA has been updated since the last 10YP to reflect work programme progress and additional DCC decisions relating to emissions reduction. In particular, since the last 10YP, Council has adopted the Zero Carbon Policy (2022).

· The Climate Change Projections SFA is based on updated national guidance from the Ministry for the Environment (MfE), supporting research from the National Institute for Water and Atmospheric Research (NIWA), and information derived from Victoria University of Wellington’s NZ SeaRISE Programme. In the interests of simplicity, only two of the five scenarios are proposed to be included in the 10YP, SSP2-4.5 (Middle of the Road) and SSP5-8.5 (Fossil fuel intensive development).

OPTIONS

Option One – The draft climate-related SFAs are approved. Recommended Option.

46 Council approves the draft climate-related SFAs for development of, and inclusion in, the draft 10YP 2034-34 (with or without amendment).

Advantages

· The draft climate-related SFAs will be used to further inform the development of the 10 year plan.

· Meets OAG guidelines for progressing climate actions as part of 10 year plan.

Disadvantages

· There are no identified disadvantages.

Option Two – Supporting documentation is not approved.

47 Council does not approve the draft climate-related SFAs and requires further work be undertaken to amend as necessary.

Advantages

· There are no identified advantages.

Disadvantages

· Further work would be required to amend the climate-related SFAs, which would put further pressure on meeting time frames for the development of the 10YP 2024-34.

NEXT STEPS

48 If approved, the draft climate-related SFAs will be included in, and used to support the development of the draft 10YP 2024-34.

Signatories

Author:

Jinty MacTavish - Principal Policy Advisor Sustainability

Jonathan Rowe - Programme Manager, South Dunedin Future

Authoriser:

Jeanette Wikaira - General Manager Community Services (Acting)

Sandy Graham - Chief Executive Officer

Attachments

	Title	Page
⇩a	Appendix A: Climate-related SFAs for the 10 year plan 2024-34	491

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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	☒	☐	☐

Māori Impact Statement

Sustainability

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Financial considerations

Financial considerations (including financial sustainability) will be key considerations in the development of the 10 year plan.

Significance

The 10 year plan will include community engagement and public consultation. Pre-engagement initiatives are being planned.

Engagement – external

The 10 year plan presents an opportunity for Council to engage fully with the community across a range of issues.

Engagement - internal

Staff from across council are involved in the development of the 10 year plan.

Risks: Legal / Health and Safety etc.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Community Boards will be engaged and consulted with as part of the 10 year plan.

Council

25 September 2023

City Profile Snapshot - 10 year plan 2024-34

Department: City Development and Enterprise Dunedin

EXECUTIVE SUMMARY

1 The purpose of this report is to seek Council approval of the city profile snapshot supporting information that has been developed for the 10 year plan 2024-2034 (the Plan).

2 The draft city profile snapshot has been developed by the Strategy workstream.

RECOMMENDATIONS

That the Council:

a) Approves, for the purposes of developing the 10 year plan 2024-34, and consulting with the community the draft city profile at Attachment A.

BACKGROUND

3 The Local Government Act 2002 (LGA) requires all local authorities to develop a 10 year plan.

4 Schedule 10 of the LGA specifies the minimum information and content in the Plan; this includes significant forecasting assumptions.

DISCUSSION

City Profile

5 The Dunedin 2023 city profile (Attachment A) provides a snapshot of the social, cultural, economic and environmental demographics of the city. The profile outlines the makeup and trends of the population and provides projections for what Dunedin could look like over the next 30 years. The profile also provides information such as residents’ perception on various topics, Dunedin’s major religions, unemployment rate, and climate change emissions and impacts. The snapshot also includes macro-economic information such as inflation, growth and interest rates track, contained in the recently released Pre-election Economic Fiscal Update (PREFU).

6 The purpose of the city profile is to provide a picture of Dunedin’s current state, trends and future projections. This information is intended to help inform planning and decisions relating to the Plan. The attached city profile provides draft content for approval. The draft content will be formatted appropriately as consistent with other 10YP publications.

OPTIONS

Option One – Supporting documentation is approved. Recommended Option

7 Council approves the supporting documentation for development of, and inclusion in, the draft 10 year plan.

Advantages

· The documentation will be used to further inform the development of the 10 year plan.

Disadvantages

· There are no identified disadvantages.

Option Two – Supporting documentation is not approved.

8 Council does not approve the supporting documentation and requires further work be undertaken to amend as necessary.

Advantages

· There are no identified advantages.

Disadvantages

· Further work would be required to amend the supporting documentation, which would put further pressure on meeting time frames for the development of the 10 year plan.

NEXT STEPS

9 If approved, the supporting documentation will be included in, and used to support the development of the draft 10 year plan.

Signatories

Author:

Nathan Stocker - Team Leader Research and Monitoring

Fraser Liggett - Economic Development Programme Manager

Authoriser:

Jeanette Wikaira - General Manager Community Services (Acting)

Attachments

	Title	Page
⇩a	Draft City Snapshot	500

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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	☒	☐	☐

Māori Impact Statement

Sustainability

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Financial considerations

Financial considerations (including financial sustainability) will be key considerations in the development of the 10 year plan.

Significance

The 10 year plan will include community engagement and public consultation. Pre-engagement initiatives are being planned.

Engagement – external

The 10 year plan presents an opportunity for Council to engage fully with the community across a range of issues.

Engagement - internal

Staff from across council are involved in the development of the 10 year plan.

Risks: Legal / Health and Safety etc.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Community Boards will be engaged and consulted with as part of the 10 year plan.

Council

25 September 2023

DCC Grants - 10 year plan 2024-2034 Supporting Information

Department: Corporate Policy, Office of the Chief Executive and Finance

EXECUTIVE SUMMARY

1 This report follows a request by Council to review grants. Its purpose is to support the DCC’s preparation of the upcoming 10 year plan 2024-2034 (10YP).

2 Three areas of granting were identified as; Grants, Other Support and Subsidies. This report focusses on ‘Grants’ and has produced a;

a) stocktake of the types of grants, and

b) identified the grants budget and amounts spent in the last financial year 2022-2023 (FY22-23) – Attachment A.

3 10 broad categories were identified across grants which suggest that the DCC is responding to a variety of groups such as communities, businesses, and event organisers through administering diverse grant-types. The stocktake of recipients also suggests that the DCC administers to a variety of recipients across Ōtepoti Dunedin (Attachment A), although more analysis is needed to better understand potential trends across time.

4 The total amount granted by the DCC to other organisations and entities in the FY22-23 was just over $13.8 million. This includes $971k of Central Government funding which the DCC administered. Detailed information related to DCC grants is provided in Attachment A.

5 Information related to subsidies is still being collated, however a stocktake of groups who received rates relief in FY22-23 was completed. This showed that just over $665k was awarded as detailed in Attachment B.

6 The report does not include information about ‘Other Support’ made by the DCC to groups and organisations.

RECOMMENDATIONS

That the Council:

a) Notes the contents of this report

BACKGROUND

7 The DCC makes a significant contribution to the social, economic, environmental and cultural wellbeing of Dunedin’s communities and its natural and built environment through administering grants.

8 This report follows a request by Council to review grants. Its purpose is to support the DCC’s preparation of the upcoming 10 year plan 2024-2034 (10YP).

9 This report summarises the work completed to date.

DISCUSSION

What is a Grant? An overview of the work plan.

10 In its simplest form a grant is “a sum of money given by a government or other organisation for a particular purpose”.

11 In regard to the DCC, three broad categories were identified:

· Grants

· Other support

· Subsidies

12 Grants are defined as where the DCC provides funding to another organisation or entity and the DCC has a current policy and/or process that oversees this. This report summarises information related to the existing Grants and has identified ten funding categories and associated amounts using financial data from the 22-23 financial year. Longitudinal data was not available in time for this report.

13 Other support is defined as where the DCC provides in-kind support to groups and organisations. This may include providing equipment, or fees waived on DCC owned facilities for a community event. Work in this area has not yet started but will focus on identifying categories of support, and the rationale associated with each.

14 Subsidies are defined as where the DCC subsidises a group or entity. Examples may include subsiding rent on DCC owned facilities that a group uses or subsidising other fees or costs. Work in this area has started but only regarding rates relief which has been summarised in Attachment B. The remaining work on identifying other types of subsidies, and the rationale associated with each, has not yet begun.

Figure 1: Grants, Other Support and Subsidies – key work areas

Grant Totals and Categories in 2022-2023 FY

15 In the previous financial year (2022-2023), the DCC granted $13,830,389 across ten different categories. The first three grant categories are administered under the DCC’s Grant Management Policy 2019 and are fully contestable, while the remaining grant categories are legislatively or contractually managed.

16 The ten Grant categories are:

1) Contestable Grants

2) Discretionary Funding

3) Community Service Agreements

4) Service Level Agreements

5) Property Arrangements

6) Grants that are funded by Central Government Agencies

7) DCC Grants that are administered by other agencies

8) Legislatively-required Grants

9) Grants to DCC owned companies and trusts

10) Partnership Agreements

17 Explanations for each Grant category are as follow:

1) Contestable Grants provide funding to support the delivery of a clearly defined activity, project or initiative. These funds are awarded through a publicly contestable process. Contestable Grants recipients are required to supply the DCC with a standardised Grants Report Back form on the completion of their project. The report back must be supported by financial statements for the 12 months in which they received and used the DCC Grant. Some contestable grants directly support DCC strategies such as Ara Toi and Social Wellbeing. This type of grant is covered in the DCC’s Grants Management Policy and is overseen by the Council’s Grants subcommittee which include Councillors and representatives from the community. The one exception is the Heritage Fund which is overseen by its own committee but is chaired by a DCC Councillor.

2) Discretionary Funding can be allocated outside DCC grants round schedules and/or outside allocated grants budget. This type of grant is covered in the DCC’s Grants Management Policy and is overseen by the Council’s Grants subcommittee which includes Councillors and representatives from the community. The one exception is the Mayor’s Discretionary Fund administered by the Mayor’s office. This is a small discretionary fund used to support projects such as the TUIA programme. Discretionary Funding is used in instances where:

· the organisation has a compelling reason for funding allocation but falls outside of regular funding round schedules

· funding would significantly contribute to one or more of the Council’s strategic goals

· non-supply of funding would significantly impact upon one or more of the Council’s strategic goals.

3) Community Service Agreements are one-off or time-bound (typically one to three year) agreements between the DCC and an external entity to supply a community service or activity or manage a community facility on behalf of the DCC. These are also referred to within the DCC as Service Level Payments and Service Level Agreements. This type of grant is covered in the DCC’s Grants Management Policy and is overseen by the Council’s Grants subcommittee which includes Councillors and representatives from the community.

4) Service Level Agreements are managed according to the nature of the services and activities being delivered, and whether there is a long-term ongoing relationship between the funded organisation and the DCC. For example, the contract structure for SLAs managed by Parks and Recreation has a standard head of agreement, and services schedules. These agreements are for a three-year term and are generally not contestable. They are for indirect support or direct delivery of Parks and Recreation Strategy and its objectives and have a pre-allocated budget.

5) Property Arrangements are grants to groups who currently occupy DCC venues as their primary premises, such as the Regent Theatre Trust of Otago. This category also includes DCC community premises (e.g. community halls) that are managed by community groups on behalf of the DCC.

6) Grants that are funded by Central Government Agencies. The DCC manages and distributes funding on behalf of central government when it is more appropriate for the granting process to be undertaken at a local level. For example, the Creative Communities Scheme, on behalf of Creative New Zealand, and Waste Minimisation grants which are funded by the Ministry for the Environment.

7) DCC Grants that are administered by other agencies. At times it is deemed more appropriate for funding to be administered by other groups in the community as they have relationships that help strengthen the granting process. Examples include Arts Capability Funding which is administered by the Otago Community Trust and the Electricity Fund, which is administered by Dunedin Budget Advisory Services.

8) Legislatively Required Grant. The DCC is required to administer a grant to the Otago Museum under the Otago Museum Trust Board Act 1996.

9) Grants to DCC owned companies and trusts. The DCC provides funding to its companies and trusts. One example is an annual grant provided to Dunedin Venues Management Limited which is contested by community groups to access their venues at a discounted rate.

10) Partnership Agreements are grants administered to our partners. Examples include grants to local marae which aligns with the DCC’s commitment to the Treaty of Waitangi, and to Film Otago Southland as our regional partner.

18 The total amount of grants by category for the 22-23 Financial Year is shown in Figure 2.

19 The total amount of grants, broken down into percentage by category, for the 2022-23 Financial Year is:

Figure 2 Percentage of grants in FY22-23

Figure 3 Amounts granted across 10 granting categories in FY22-23

20 Details related to each funding category and the groups associated with each granting category for the 22-23 FY are detailed in Attachment A.

Subsidy update – Rates Relief to groups in 2022-2023 FY

21 As explained in paragraph 5, work in the area of ‘Subsidies’ has begun by identifying which groups received rates relief in 22-23 FY.

22 The DCC provides rates relief to groups according to the nature of the services and activities being delivered, and whether there is a long-term ongoing relationship between the funded organisation and the DCC.

23 The total amount of rates relief administered to groups in 22-23 FY was $666,480.

24 Details related to groups who received rates relief for the 22-23 FY are detailed in Attachment B.

How Grants are Administered

The DCC’s Grants Management Policy

25 The DCC has a Grants Management Policy (the Policy) which covers the process related to three granting categories:

1) Contestable Grants

2) Discretionary Funding

3) Community Service Agreements

26 The policy is overseen by the Council’s Grants subcommittee which includes Councillors and representatives from the community. The exceptions are the Heritage Fund which is administered by its own group and chaired by a councillor, and the Mayor’s Discretionary Fund.

27 The Policy’s core principles are to:

· Encourage the development and delivery of social, economic, environmental and cultural opportunities for all residents and visitors, and support the local natural and built environment

· Encourage partnerships and pathways that support community wellbeing and resilience

· Support community aspirations by establishing effective public engagement and participation forums that are accessible and appropriate

· Acknowledge and celebrate the social, cultural and ethnic values of our communities

28 The Policy includes management responsibilities to ensure that assessment and decision-making processes regarding funding covered in the Policy are appropriate, inclusive, and transparent.

29 A scheduled review of the Policy commenced in 2022. This has been paused while grants are reviewed as part of the DCC’s 10YP preparations.

Processes that Oversee other Types of Granting

30 The DCC has various processes and guides which covers the administration of the remaining granting categories:

4) Service Level Agreements

5) Property Arrangements

6) Grants that are funded by Central Government Agencies

7) DCC Grants that are administered by other agencies

8) Legislatively-required Grants

9) Grants to DCC owned companies and trusts

10) Partnership Agreements

31 Grants that are Service Level Agreements or Property Arrangements are long term contracts that acknowledge the work that community groups do in their community or in looking after a DCC facility. These are documented and reviewed regularly.

32 Grants that the DCC administers on behalf of central government or ones the DCC allocates to groups to administer on the DCC’s behalf, are covered in contracts which are renewed regularly, and the legislative grant outlines the DCC’s obligations to Otago Museum.

33 Grants to DCC owned companies and trusts identified in the financial ledger and are historical. Partnership agreements acknowledge a long-term arrangement to further mutual benefits and are overseen by the DCC.

OPTIONS

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

NEXT STEPS

35 This initial stocktake has identified other areas of work including (but not limited to);

a) Producing longitudinal data on grant categories and amounts to investigate what trends emerge in line with past budgets

b) Producing a stocktake of ‘Other Support’ including in-kind support to understand the DCC’s contributions to the community

c) Producing a review of DCC subsidies and rationale to understand the DCC’s contributions to the community

d) Producing recommendations where appropriate for improvements going forward. These recommendations may also contribute to the review of the Grants Management Policy such as investigating if there should be one over-arching policy across all grants, with flexibility to include different processes or not.

36 DCC staff will provide a further update on Grants to Council in December 2023, as part of the 10YP process.

Signatories

Author:

Gina Huakau - Corporate Policy Manager

Kim Barnes - Chief of Staff

Wai Piggott - Financial Analyst

Authoriser:

Jeanette Wikaira - General Manager Community Services (Acting)

Sandy Graham - Chief Executive Officer

Attachments

Title

Page

⇩a

Details of Grant funding FY22/23

523

⇩b

Rates relief FY22-23

525

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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	☒	☐	☐

Māori Impact Statement

Sustainability

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Financial considerations

Financial considerations (including financial sustainability) will be key considerations in the development of the 10 year plan.

Significance

The 10 year plan will include community engagement and public consultation. Pre-engagement initiatives are being planned.

Engagement – external

The 10 year plan presents an opportunity for Council to engage fully with the community across a range of issues.

Engagement - internal

Staff from across council are involved in the development of the 10 year plan.

Risks: Legal / Health and Safety etc.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Community Boards will be engaged and consulted with as part of the 10 year plan.

Position	Number	Current Allocation	Proposed Numbers	Proposed Revised Allocation	Difference Inc (Dec)
Deputy Mayor	1	$110,475	1	$106,241	($4,234)
Chairs	6	$90,979	7	$90,144	($835)
Deputy Chairs	5	$77,982	4	$77,266	($716)
Councillor	2	$72,783	2	$72,759	($24)

	Title	Page
A ⇩	Minutes of Ordinary Council meeting held on 29 August 2023	18

Author:	Lynne Adamson - Governance Support Officer
Authoriser:	Sharon Bodeker - Manager Governance