Agenda of Community Services Committee - Tuesday, 12 September 2023

Community Services Committee

12 September 2023

Ōtepoti Live Music Action Plan

Department: Ara Toi and Corporate Policy

EXECUTIVE SUMMARY

1 This report seeks adoption of the draft Ōtepoti Live Music Action Plan 2023 (Ōtepoti Live MAP) that consists of the “Ōtepoti Live Music Action Plan Summary Document” (Attachment A) and the separate ‘Ōtepoti Live MAP Action and Implementation Plan” (Attachment B).

2 The Ōtepoti Live MAP is the first of its kind to be developed in New Zealand in collaboration with the local Dunedin music community.

3 A Council resolution as part of the 10 Year Plan 2021-2031 led to the development of the draft Ōtepoti Live MAP.

4 The Ōtepoti Live MAP Summary Document (Attachment A) sets out the background, rationale, and steps taken in the development of the Ōtepoti Live MAP.

5 The action and implementation plan (Attachment B) takes into account the knowledge and expertise provided by the music community working alongside the Dunedin City Council (DCC) in developing the Ōtepoti Live MAP. This has helped identify opportunities where the DCC can lead activities that will support positive outcomes for live music in Dunedin.

6 The benefits to the community of adopting the Ōtepoti Live MAP include: building on the foundations of Dunedin’s strong music heritage with a planned approach to supporting Dunedin’s music ecosystem to thrive; prioritising a partnership approach between the DCC and the music sector to work together to find solutions to challenges and creating opportunities for live music to further contribute to Dunedin’s cultural, social and economic wellbeing.

7 Delivery of the Ōtepoti Live MAP, if adopted by Council, will have implications for work programmes across the organisation, however the majority of this work can be included within business as usual. The next steps are noted in this report.

RECOMMENDATIONS

That the Council:

a) Adopts the Ōtepoti Live Music Action Plan 2023

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

c) Notes the Ōtepoti Live MAP implementation action plan 2023/2024 (Attachment B)

d) Notes that next steps include:

i. design and production of a public facing version of the Ōtepoti Live MAP

ii. a further report seeking direction from Council on the range and scope of the Ōtepoti Live MAP investment options, as part of the 10 Year Plan 2024-34 considerations.

iii. giving effect to the Ōtepoti Live MAP 2023/2024

BACKGROUND

8 In May 2021, as part of the DCC’s 2021-2031 10 Year Plan consultation, the DCC received 62 submissions about live music at city venues and noise control issues. These included a submission from the Save Dunedin Live Music (SDLM) collective, which was supported by a petition with 1,800 signatures. The petition asked that “the DCC and the Mayor take action and create bylaws that: reflect Dunedin's musical and artistic roots; protect venues and artists; and support the future of Dunedin's music, arts and cultural centres.”

9 The Ōtepoti Live MAP originated from a Council resolution in May 2021, following the consideration of submissions to the 10 Year Plan. At this meeting Council resolved:

Moved (Mayor Aaron Hawkins/Cr Steve Walker):

That the Council:

a) Includes $10,000 to facilitate the creation of a Live Music Action Plan with interested parties in year one of the 10 Year Plan.

b) Notes that the report would be presented to the Community and Culture Committee by December 2021.

Division:

The Council voted by division:

For: Crs David Benson-Pope, Rachel Elder, Christine Garey, Doug Hall, Carmen Houlahan, Marie Laufiso, Jules Radich, Chris Staynes, Steve Walker, Andrew Whiley and Mayor Aaron Hawkins (11).

Against: Crs Sophie Barker, Jim O'Malley and Lee Vandervis (3).

Abstained: Nil

The division was declared CARRIED by 11 votes to 3

Motion carried (CNL/2021/001)

10 The funds allocated by Council for a live music action plan were used to commission a report on acoustics and noise (Attachment C) and for the first phase of community engagement.

11 The DCC established a working group with representatives from SDLM for the development of the Ōtepoti Live MAP. SDLM and the wider music communities have provided input and feedback into the development of the Ōtepoti Live MAP.

12 The Council was provided with an update paper for noting on progress towards a live music action plan in November 2021. Timeframes for the development and delivery of the Ōtepoti Live MAP were later revised due to COVID and staff changes.

13 The Ōtepoti Live MAP was developed over the period June 2021 to June 2023 and was guided by a working group that included representatives from SDLM and the wider music communities, and staff from across the DCC. Key issues and challenges were identified for live music in Ōtepoti Dunedin, and a range of ideas and proposed solutions were generated in response. Some of these resulted in immediate action, such as the review of how the DCC managed noise complaints.

The Ōtepoti Live MAP Timeline

14 Work on the Ōtepoti Live MAP has been undertaken in three phases:

Phase One (2021-22):

· Collaboration with SDLM representatives to understand the challenges faced by some of the live music communities and to seek a range of solutions

· Commissioning of the Styles Group Acoustics and Vibration Consultants report “Managing Compatibility Between Music Venues and Noise Sensitive Land Use” (2022) (the Styles Group report). The Styles Group report is attached here at Attachment C

· First round of engagement with the music community, facilitated by SDLM

· A review of live music strategies and plans from other locations

Phase Two (2022-23):

· Development of a draft table of actions for live music

· Early implementation of a range of actions across the DCC to support live music

· DCC Planning staff peer reviewed the Styles Group report to review acoustic insulation requirements within the District Plan (2GP) zones

· Review of policy and regulatory frameworks for music venues within the city

· Second round of engagement with the music community, facilitated by DCC staff

Phase Three (2023-24):

· Creation, adoption, and implementation of the Ōtepoti Live MAP.

discussion

Strategic Context

15 In developing the Ōtepoti Live MAP staff looked to both the Australian context and New Zealand’s national context to understand the broader issues and the similarities many cities are facing in regard to supporting live music to thrive, particularly with fast growing inner city residential development.

16 Within the Australian context, music strategies were reviewed to understand the work that the live music sector and local and state governments have undertaken in investigating and preparing strategic plans that better support live music and performance in Australia. From this review staff ascertained that across New South Wales, Queensland, South Australia and Victoria at least 15 live music strategies have been developed. Across these plans, various methods have been used depending on whether the plans were developed at a state or local level. The purpose of a music action plan also shaped the kind of plan that was developed; some plans were for industry development or to coordinate agencies and stakeholders, for better regulation or a mixture.

17 From the Australian context best practice examples included sector mapping to better understand the full music sector as an interconnected ecosystem. Developing live music strategies and action plans. Developing working groups that bring staff and members of the local music sector together to identify specific issues to come up with immediate solutions. Developing national or state live music taskforces that bring together a wider group from across local government and central government agencies and the music industry to drive strategy and changes in policy and regulation. The Australian context was taken into consideration in the development of the Ōtepoti Live MAP.

18 Within a national context, engagement took place with members of Save Our Venues NZ. Representatives met with DCC staff and elected officials in late 2022 to discuss their goals to create a sustainable future for music venues in New Zealand. The meeting provided insight into their advocacy work for a regulatory environment that protects and supports the role of cultural infrastructure in the creation of vibrant cities across New Zealand. Staff also looked to Christchurch City Council to understand the work they were undertaking to protect live music venues. Auckland, as a designated City of Music within the UNESCO Creative Cities Network, also provided valuable insight into the development of their recently published Music strategy, Te Rautaki Puoro a Tamaki Makaurau – Auckland Music Strategy (2023). Particularly useful was understanding the challenges that New Zealand’s biggest city faces to also meet the needs of grassroots venues, youth music, indigenous practitioners and neighbourhood communities. The New Zealand context was taken into consideration in the development of the Ōtepoti Live MAP.

19 Within the DCC’s strategic context, the Ōtepoti Live MAP sits under the umbrella of Ara Toi Ōtepoti — Our Creative Future, Dunedin’s Arts and Culture Strategy, and responds to the strategy’s vision that “Dunedin is one of the world’s great small cities with arts and culture at its core”. The Arts and Culture Strategy is structured around themes which: support access and inclusion, artistic experimentation, and diverse expression; support Dunedin’s distinct culture and creative thinking; foster a creative physical environment, including festivals and events; leverage arts and culture as a key driver of local and regional economic development; and capitalise on the city’s connected creative communities.

20 The Ōtepoti Live MAP also responds and contributes across the DCC’s suite of strategic contexts outlined below:

· Treaty of Waitangi - Music is a fundamental part of the experience of all people, however for mana whenua, Kāi Tahu music traditions such as haka, waiata (song) and moteatea (lament) provide depth and richness to the city’s cultural fabric, capturing untold histories and expressing Dunedin’s unique indigenous stories shared over many centuries.

· Social Wellbeing Strategy through themes of connected people and vibrant and cohesive communities.

· Economic Development Strategy through themes of alliances for innovation and growing innovative and internationally competitive industries and clusters in Dunedin; A hub of skills and talent - increasing retention of graduates and building Dunedin’s skills base; Education and employment /self-employment pathways; Targeted talent attraction and retention; A compelling destination - Enhancing the city centre and environs; Increasing the value derived from tourism and events; improving the understanding of Dunedin’s advantage.

· The Spatial Plan through themes of developing a memorable and distinctive city; a vibrant and exciting city; an accessible and connected city; a city that enables a prosperous and diverse economy.

· Parks and Recreation Strategy through themes of spaces and facilities that support Dunedin’s Communities to thrive and focusing on participants and the community.

· Disability Strategy: through themes of Dunedin is accessible; Dunedin is barrier-free; Dunedin supports the social, recreation and cultural opportunities of disabled people.

· Festival and Events Plan: through themes of Encouraging and providing opportunities for our community to celebrate identity, environment, diversity and talent; Putting the Word Out - Promoting Dunedin’s rich events calendar to locals, visitors and the world; Getting the Basics Right - Making it easier to put on great events in Dunedin; Enhancing Skills and Resources - Strengthening the city’s framework of funding, support and people to help festivals and events flourish and develop.

21 Dunedin is home to many creatives who contribute their talent, time and energy (both paid and unpaid) to the vibrancy and diversity of the city. Dunedin’s creative sector, including live music, significantly contributes to our local economy and employs people across the city.

22 In 2023 the DCC commissioned the economist Benje Patterson to provide an update on an earlier 2020 research report The Arts and Culture Sector in Dunedin. This research allowed staff to form a baseline understanding of opportunities and challenges that exist within Dunedin’s cultural sector. Although the research does not provide a granular view of the contribution of live music to Dunedin’s local economy, it does give a high level view of the Arts and Culture sector’s overall contribution to Dunedin as outlined below.

Economic:

· Dunedin’s arts and culture sector is estimated to have generated $247 million of Gross Domestic Product (GDP) (value add) in 2022

· The sector comprises 3.3% of Dunedin’s overall GDP

· Arts and culture business numbers have grown faster (2.8%) than total businesses in Dunedin in recent years (1.9%).

Employment:

· In March 2020, Dunedin’s arts and culture sector peaked at 2,578 jobs; this number currently sits at 2,440 after a small decline over the pandemic period

· The arts and culture sector accounts for approximately 3.7% of Dunedin’s employment, which aligns with the national proportion

· 25% of arts and culture jobs are held by self-employed individuals, compared to a self-employment rate of 12% across Dunedin’s job market.

Creative:

· Between 2019-2022, creative organisations and individuals brought over $5.5 million Creative New Zealand (CNZ) funding into the city

· Approximately $1.35 million of this CNZ money went to the Dunedin Symphony Orchestra and music-rich events such as Dunedin Fringe and the Dunedin Festival of the Arts also attracted significant financial support from CNZ

· DCC-administered grants provided over $1,000,000 of public funding to the community music sector from 2018/19 - 2022/23.

Purpose of the Ōtepoti Live MAP

23 The purpose of the Ōtepoti Live MAP is to deliver an overarching plan of actions that support thriving, vibrant music in Ōtepoti Dunedin. The Ōtepoti Live MAP is designed to encompass the diverse range of live music activities that happen in Ōtepoti Dunedin.

24 Developed with music communities, the Ōtepoti Live MAP identifies opportunities, strengths, and challenges for live music activities in Ōtepoti Dunedin. There is a summary of community feedback in the next section of this paper.

25 The table of actions in the Ōtepoti Live MAP includes details of what work will be undertaken, DCC staff involvement and other resourcing requirements, and provides indicative timelines.

Community Feedback

26 Insights and perspectives on Ōtepoti Dunedin’s live music scene have been gathered from the community over the last two years as part of the creation of the Ōtepoti Live MAP.

27 SDLM led the engagement within their music community and the DCC led a series of discussions across other music communities in the city. Engagement included conversations with musicians, creatives, venue operators, promoters, event organisers, young people, people with disabilities, music teachers, music retailers, and audience members.

28 Communities told us that there were challenges and difficulties with performing and music-making in the city, challenges presented by confusing Council bureaucracy, regulatory challenges, and barriers to attending gigs and performances. Feedback received also discussed the performers, the much-loved music venues, and the deep passion and aspirations that music communities have for their art. Conversations were structured around three open questions. In summary, these themes emerged:

People “ loved”:

· Ōtepoti Dunedin’s musical heritage and its global influence

· the vibrancy of Ōtepoti Dunedin’s music scene

· the mix of musical genres and the diversity of music and audiences,

· the sense of community and connection created and enhanced by live music.

People saw “challenges or issues” with:

· a lack of suitable venues

· music venues that can’t operate because of noise complaints

· costs involved in staging events and/or performing

· accessibility (for young people, for people with disabilities, for Māori and Pāsifika young people, affordable ticket pricing, venue location, design and appropriate infrastructure)

· limited opportunities to perform and to have a career pathway in music.

People thought “a great live music scene in Ōtepoti Dunedin would look like”:

· more venues across different sizes that can accommodate young people, bands, and large cultural events

· promotion and visibility for Ōtepoti Dunedin music

· support for education and for music as a career pathway

· accessible to all.

29 Other important challenges raised in the conversations were:

· the devastating effects of COVID-19 on the music and other creative communities in Ōtepoti Dunedin; the seen and unseen impacts on education, on businesses, and on people’s mental health and wellbeing

· the debilitating cost of living pressures on creatives and creative communities, including music communities.

30 A draft summary version of the Ōtepoti Live MAP was also circulated to members of music communities that the DCC had engaged with, for comment.

Structure of the Ōtepoti Live MAP

31 The Ōtepoti Live MAP comprises a summary document outlining the purpose, background of the plan, and a table of actions and implementation detailing what work will be done to achieve the desired outcomes. The table will be regularly reviewed and updated and will form the basis of any monitoring and reporting for the Ōtepoti Live MAP.

32 The Ōtepoti Live MAP is structured around four themes. It has been organised in such a way to reflect the feedback we received from the community and the themes that have emerged from these discussions. The structure also takes into account both the Australian and New Zealand contexts (mentioned earlier in the report) in the development of the Ōtepoti Live MAP. The four themes are:

· Theme One: Supporting Artists, with the aim that local musicians have pathways to develop their practice, perform to audiences, and build sustainable careers. This involves providing centralised and relevant information for music communities; supporting sustainable career pathways in music; and providing practical support for musicians

· Theme Two: Supporting Audience and ensuring that Ōtepoti Dunedin has a range of local live music experiences and opportunities to meet community and visitor needs. This will be achieved by increasing live performances in the city; reviewing grants/operational funding to support community music events; increasing accessibility and availability of venues; increasing local live music promotion; and boosting community vibrancy with increasing access to live music for all

· Theme Three: Supporting the Live Music Eco-system by assisting local venue owners, operators, promoters, event organisers, businesses, music organisations and educators to deliver live music. This will be achieved through providing clear, user-friendly information for residents and venues about noise management, noise complaints, and noise control processes; reviewing acoustic insulation requirement provisions in the 2GP; establishing a funding pool that can be accessed by venues to help them create a fit-for-purpose and safe live music space; and supporting street performance in public spaces

· Theme Four: Supporting Live Music Infrastructure, so that Ōtepoti Dunedin has improved access to fit-for-purpose live music venues to enrich the community and creative sector development. This will be achieved through investigating options for a mid-sized venue for live music, to be included for the consideration in the 10 Year Plan; identifying any DCC-owned properties that could operate as rehearsal and teaching spaces; considering the creation of an ‘entertainment precinct’; exploring options for increased community access to venues operated by Dunedin Venue Management Limited; and establishing staffing and governance structures for the Ōtepoti Live MAP.

OPTIONS

OPTION One: Adopt the Ōtepoti Live MAP

Advantages

· Opportunity to demonstrate leadership in the creative sector, and with supporting live music specifically, in adopting Aotearoa New Zealand’s first live music action plan.

· Opportunity to communicate the DCC’s ongoing commitment to supporting live music in Dunedin.

· Opportunity to consolidate relationships built with communities across Dunedin through the development of the Ōtepoti Live MAP.

· Opportunity to celebrate Dunedin’s rich musical heritage and ensure that tradition continues.

Disadvantages

· There are no identified disadvantages for this option.

OPTION TWO: DO NOT ADOPT THE ŌTEPOTI LIVE MAP

Advantages

· There are no identified advantages for this option.

Disadvantages

· Missed opportunity to demonstrate leadership in the creative sector, and with supporting live music specifically, in adopting Aotearoa New Zealand’s first live music action plan.

· Missed opportunity to communicate the DCC’s ongoing commitment to supporting live music in Dunedin.

· Missed opportunity to consolidate relationships built with communities across Dunedin through the development of the Ōtepoti Live MAP.

· Missed opportunity to celebrate Dunedin’s rich musical heritage and ensure that tradition continues.

NEXT STEPS

33 If Council adopts the Ōtepoti Live MAP, DCC staff will:

a) finalise the design and production of a public facing version of the Ōtepoti Live MAP. The final document will be published on the DCC website and distributed to music communities and other key stakeholders.

b) prepare a report seeking direction on the range and scope of the Ōtepoti Live MAP investment options the Council wishes to consider as part of the 10 Year Plan 2024-34.

34 If Council does not adopt the Ōtepoti Live MAP, DCC staff will discontinue this work programme.

Signatories

Author:

Lisa Wilkie - Team Leader Creative Partnerships

Dr Louise Kewene-Doig - Kaitatari - Kaupapa Here - Policy Analyst

Authoriser:

Jeanette Wikaira - General Manager Community Services (Acting)

Attachments

	Title	Page
a	Attachment A: Ōtepoti Live Music Action Plan Summary Document
b	Attachment B: Ōtepoti Live Music Action Plan Action and Implementation Plan
c	Attachment C: Styles Group Report

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision promotes the cultural, 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	☒	☐	☐

Arts and Culture Strategy: The DCC’s Arts and Culture Strategy is structured around themes which: support access and inclusion, artistic experimentation, and diverse expression; support Dunedin’s distinct culture and creative thinking; foster a creative physical environment, including festivals and events; leverage arts and culture as a key driver of local and regional economic development; and capitalise on the city’s connected creative communities.

Social Wellbeing Strategy: Connected people; Vibrant and cohesive communities.

Economic Development Strategy: Alliances for innovation - Grow innovative and internationally competitive industries and clusters in Dunedin; A hub of skills and talent - Increase retention of graduates; Build the skills base; Education and employment /self-employment pathways; Targeted talent attraction and retention; A compelling destination - Enhance the city centre and environs; Increase the value derived from tourism and events; Improve the understanding of Dunedin’s advantage.

Spatial Plan: A memorable and distinctive city; A vibrant and exciting city; An accessible and connected city; A city that enables a prosperous and diverse economy.

Parks and Recreation Strategy: Open Spaces and facilities Support Dunedin’s Communities to Thrive; Focusing on participants and the community.

Disability Strategy: Dunedin is accessible; Dunedin is barrier-free; The Dunedin City Council supports the social, recreation and cultural opportunities of disabled people.

Festival and Events Plan: Being Ourselves - Encourage and provide opportunities for our community to celebrate our identity, environment, diversity and talent; Putting the Word Out - Promote Dunedin’s rich events calendar to locals, visitors and the world; Getting the Basics Right - Make it easier to put on great events in Dunedin; Enhancing Skills and Resources - Strengthen the city’s framework of funding, support and people to help festivals and events flourish and develop.

Māori Impact Statement

The Ōtepoti Live MAP aims to support the cultural aspirations of mana whenua in the understanding that Music is deeply woven into the world of Māori culture, knowledge, and Māori Performing Arts.

Sustainability

The Ōtepoti Live MAP aims to assist with social sustainability through supporting unity between inner-city living and live music. The DCC’s approach to events management is undertaken with a commitment to environmental sustainability and this will continue for relevant actions in the Ōtepoti Live MAP.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are implications for Levels of Service for Creative Partnerships in the 2024-34 10 Year Plan.

Financial considerations

There are financial implications for the 2024-34 10 Year Plan and a further Report to Council will be presented in December 2023.

Significance

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

Engagement – external

Insights and perspectives on Ōtepoti Dunedin’s live music scene have been gathered over the last two years. The Save Dunedin Live Music (SDLM) collective led the engagement within their music community and the DCC led a series of discussions across other music communities in the city. Engagement included conversations with musicians, creatives, venue operators, promoters, event organisers, young people, people with disabilities, music teachers, music retailers, and audience members. The DCC also engaged with local government agencies in New Zealand and Australia.

Engagement - internal

The development of the Ōtepoti Live Music Action Plan has involved internal engagement between Creative Partnerships, Corporate Policy, Enterprise Dunedin, Parks and Recreation, Customer and Regulatory, Community Development and Events, Transport, Alcohol Licensing, Customer Services.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no identified Conflicts of Interest.

Community Boards

The scope of the Ōtepoti Live Music Action Plan includes Community Board areas and is of strategic interest to all Dunedin communities.

Community Services Committee

12 September 2023

Performing Arts Venues Update Report

Department: Executive Leadership Team and Property

EXECUTIVE SUMMARY

1 This report for noting, provides a Performing Arts venue update to Council.

2 The report provides a background summary of Council decisions and work undertaken between 2018 and 2023 to consider the development of a performing arts venue.

3 The report presents brief updates on:

a) The Dunedin Theatre Network (Playhouse Theatre, Athenaeum Theatre and the Mayfair Theatre) – ongoing work as determined by resolution of Council during the 2023 Annual Plan deliberations.

b) 65 Crawford Street Dunedin (Sammy’s) is a Dunedin City Council (DCC) owned building held as part of Council’s wider consideration of the performing arts venue conversation.

c) 231 Stuart Street Dunedin (Fortune) is a DCC owned building held as part of Council’s wider consideration of the performing arts venue conversation.

d) 20 Princes Street Dunedin, (Te Whare o Rukutia) is a DCC owned building, originally developed to help bridge gaps in the provision of performing arts infrastructure in Dunedin.

RECOMMENDATIONS

That the Committee:

a) Notes the Performing Arts Venue Update Report

BACKGROUND

Performing Arts Venue Context

4 Following the closure of the Fortune Theatre in May 2018, the DCC and Creative New Zealand (CNZ) jointly commissioned a study into the future provision for performing arts in the city. This study was delivered by theatre consultants Charcoalblue in three phases between 2018 and 2021.

5 Phase One focused on stakeholder engagement. The initial consultation with the performing arts community identified a broad, consensus vision. Sector engagement and initial analysis identified facilities needed to fill gaps in the provision of performing arts in the city. The first phase of this work was completed and endorsed by Council in April 2019.

6 Phase two focussed on identifying viable options for flexible, mid-sized sites. Options were presented to Council for delivering core facilities that included a flexible mid-sized theatre (350–450 seats), with front and back of house spaces and a food and beverage facility on one site, recognising that other facilities could be developed elsewhere as spaces and resources became available.

7 Initially four sites were shortlisted for consideration and included the below options:

· 65 Crawford Street (Sammy’s) – use the existing footprint to build a stand-alone theatre.

· The Athenaeum – partnership development with Lawrie Forbes of Zeal Land Ltd.

· 231 Stuart Street (Fortune Theatre) – redevelop the building.

· Mayfair Theatre – redevelop the existing theatre, noting it is currently owned by a Trust.

8 At a Council meeting held in December 2020, Council resolved the following:

“Moved (Cr David Benson-Pope/Cr Steve Walker):

That the Council:

a) Directs staff to continue work on development of two options; the Athenaeum (as the preferred) and the Mayfair as a potential alternative.

b) Includes $17m in the draft capital budgets for the purposes of development of the draft 10 year plan.

c) Notes that the operating costs of $4.5m will be included in the draft operating budgets for the purposes of developing the draft 10 year plan.

d) Notes that decisions made on the operating and capital budget timing will be presented to the January 2021 meeting for consideration as part of the draft 10 year plan.

e) Directs staff to negotiate agreements with Mr Forbes and the Mayfair Trust to enable consultation on the two options as part of the 10 year plan process.

Cr Lee Vandervis left the meeting at 11:00 a.m.

Division

The Council voted by division:

For: Crs Sophie Barker, David Benson-Pope, Rachel Elder, Christine Garey, Doug Hall, Carmen Houlahan, Marie Laufiso, Jim O'Malley, Jules Radich, Chris Staynes, Steve Walker, Andrew Whiley and Mayor Aaron Hawkins (13)

Against: Cr Mike Lord (1)

Abstained: Nil

The division was declared CARRIED by 13 votes to 1

Motion carried (CNL/2020/117)”

9 Phase Three included further business modelling and analysis of the suitability of two venues, the Athenaeum (as the preferred) and the Mayfair (as a potential alternative).

10 In March 2021 as part of the 2021-2031 10 Year Plan consultation process, the community was asked if it supported the development of a mid-sized theatre. The community was also presented with two options; a preferred option of the Athenaeum, and a second option of the Mayfair Theatre.

11 Of the 1,878 the submissions expressing an opinion, 1,052 (56%) were in favour of the DCC developing a mid-sized theatre, with 826 (44%) not in favour. Of the two options, 759 (53%) supported the Athenaeum as the preferred mid-sized theatre option. 502 submissions (40%) were in favour of the Mayfair Theatre option.

12 A report was presented to Council in May 2021 that summarised the community feedback received during the 10 Year Plan consultation relating to a theatre venue. At this meeting Council resolved the following:

Moved (Mayor Aaron Hawkins/Cr Steve Walker):

That the Council:

Decides that further engagement be undertaken with the performing arts community on options for the draft 2022/23 Annual Plan meeting.

Division

The Council voted by division:

For: Crs Sophie Barker, David Benson-Pope, Rachel Elder, Christine Garey, Doug Hall, Carmen Houlahan, Marie Laufiso, Mike Lord, Jim O'Malley, Jules Radich, Chris Staynes, Steve Walker, Andrew Whiley and Mayor Aaron Hawkins (14).

Against: Cr Lee Vandervis (1).

Abstained: Nil

The division was declared CARRIED by 14 votes to 1

Motion carried (CNL/2021/001)

Moved (Mayor Aaron Hawkins/Cr Steve Walker):

That the Council:

b) Decides that the $17.1 million in the 10 year plan budget be retained for the future development of a mid-sized theatre.

Division

The Council voted by division:

For: Crs David Benson-Pope, Rachel Elder, Christine Garey, Doug Hall, Carmen Houlahan, Marie Laufiso, Chris Staynes, Steve Walker and Mayor Aaron Hawkins (9).

Against: Crs Sophie Barker, Mike Lord, Jim O'Malley, Jules Radich, Lee Vandervis and Andrew Whiley (6).

Abstained: Nil

The division was declared CARRIED by 9 votes to 6

Motion carried (CNL/2021/002)

Engagement with the Performing Arts Community

13 Since 2021, engagement work has continued with the performing arts community regarding options for a mid-sized performing arts venue.

14 Staff have met with representatives from existing performing arts venues, organisations, and individual practitioners. Areas of priority for the sector have included ongoing commitment to the provision of a performing arts venue for the city; ongoing uncertainty of funding for the sector and the need for investment in the arts community; ongoing need for a whole of sector approach to understanding and working with the performing arts community; and identifying projects to support the performing arts.

15 A Round-Table Performing Arts group was proposed to bring the sector together to continue discussions on the issue of the performing arts venue. Initial discussions with the performing arts community determined their desire to focus on leading their own discussions from within. From these initial discussions, the Dunedin Theatre Network (DTN) emerged with a proposal for a networked approach to three existing Dunedin theatres.

UPDATE: THE DUNEDIN THEATRE NETWORK (DTN)

16 In 2022 the owners of the Playhouse Theatre, the Athenaeum building, and the Mayfair Theatre came together to form DTN and develop a ‘networked approach’ for Dunedin’s theatre infrastructure.

17 DTN developed a proposal to explore the possibility of partnering with the DCC and other funders to refurbish the three venues as a network.

18 In May 2022, DTN submitted a proposal to Council’s 2022-2023 Annual Plan hearings. Council resolved that staff assist DTN to explore funding pathways to support the delivery of costed concept designs for the refurbishment of the Playhouse, Athenaeum and Mayfair Theatres.

19 Staff continued to meet with DTN throughout 2022-2023 to support the development of DTN’s proposal. After leading extensive engagement with the wider performing arts community, DTN developed their concept and produced a detailed proposal.

20 In May 2023, DTN submitted their detailed proposal and funding request to Council’s 2023-2024 Annual Plan hearings. DTN proposed that DCC be a cornerstone investor, followed by other funders, to refurbish three theatre venues over 6 – 8 years.

21 At this meeting Council resolved the following:

Moved (Cr Christine Garey/Cr Mandy Mayhem):

That the Council:

a) Approves funding the Dunedin Theatre Network $100,000 toward costed design options from the Property budget.

Division

The Council voted by division

For: Crs Bill Acklin, Sophie Barker, David Benson-Pope, Christine Garey, Kevin Gilbert, Marie Laufiso, Mandy Mayhem, Steve Walker, Brent Weatherall, Andrew Whiley and Mayor Jules Radich (11)

Against: Crs Carmen Houlahan, Cherry Lucas, Jim O'Malley and Lee Vandervis (4)

Abstained: Nil

The division was declared CARRIED by 11 votes to 4

Motion carried (CNL/2023/003)

Moved (Cr Christine Garey/Cr Mandy Mayhem):

That the Council:

b) Enters into a Memorandum of Understanding with the Dunedin Theatre Network.

Division

The Council voted by division

For: Crs Bill Acklin, Sophie Barker, David Benson-Pope, Christine Garey, Kevin Gilbert, Marie Laufiso, Cherry Lucas, Mandy Mayhem, Steve Walker, Brent Weatherall, Andrew Whiley and Mayor Jules Radich (12).

Against: Crs Carmen Houlahan, Jim O'Malley and Lee Vandervis (3).

Abstained: Nil

The division was declared CARRIED by 12 votes to 3

Motion carried (CNL/2023/004)

Moved (Cr Christine Garey/Cr Mandy Mayhem):

That the Council:

c) Notes that updates on the work of the Dunedin Theatre Network will be reported in the Community Services Committee Forward Work Programme.

Division

The Council voted by division

For: Crs Bill Acklin, Sophie Barker, David Benson-Pope, Christine Garey, Kevin Gilbert, Carmen Houlahan, Marie Laufiso, Cherry Lucas, Mandy Mayhem, Jim O'Malley, Lee Vandervis, Steve Walker, Brent Weatherall, Andrew Whiley and Mayor Jules Radich (15).

Against: Nil

Abstained: Nil

The division was declared CARRIED by 15 votes to 0

Motion carried (CNL/2023/005)

22 Following Council’s resolution, regular meetings have been established between staff and DTN. DTN has worked with architects and consultants to develop concept designs and indicative costs to refurbish the three properties. However, each property is at a different stage of the process and has used differing methodologies. Information pertaining to each of the three buildings has been shared with staff to assess the levels of work required for each building. A Memorandum of Understanding (MOU) is being finalised between DCC and DTN. The MOU sets out a framework for how DTN and DCC will work together to explore the feasibility of the proposed building developments. Site visits for each of the venues have been established and the first site visit has been undertaken.

UPDATE: 65 CRAWFORD STREET (SAMMY’S)

23 On 10 February 2017, Council purchased the leasehold interest at 65 Crawford Street (Sammy’s) for a sum of $128,000. A condition survey was carried out prior to the purchase.

24 From 2017 to 2023 Council has held 65 Crawford Street unused as part of the wider consideration of the ‘performing arts venue’ conversation.

Building Condition

25 In early 2018 an asbestos demolition survey was carried out. No asbestos containing materials were detected in the main gallery. However, asbestos containing materials and dust were detected throughout the rest of the property. It was recommended that the upper backstage areas be restricted and anyone entering these areas should be equipped with correct Personal Protective Equipment (PPE) and Respiratory Protective Equipment (RPE) and carry out proper decontamination procedures when exiting. With this in mind, the building was closed and access heavily restricted. This work has not been fully costed.

Structural Strengthening

26 65 Crawford Street is a large unreinforced masonry brick building constructed in 1897. An initial seismic assessment carried out in 2017 and based on the Initial Evaluation Procedure (IEP) method, found the building has a potential seismic rating of 10-25% National Building Standard (NBS) (IL3). This rating deems the building to be ‘high to very high risk’ in the event of an earthquake. The assessment recommends a detailed structural assessment be undertaken and strengthening scheme be developed.

27 Estimated costs to develop a structural strengthening scheme for the building were sought in 2017 and a proposal was received for approximately $100,000. However, the Building Act has changed since this estimate, and staff would need to seek new costings.

28 Other than minor roof repairs and security improvements, no further work is scheduled for the 65 Crawford Street property.

29 Council has held 65 Crawford Street as part of the wider consideration of the ‘performing arts venue’ conversation. Should Council wish to consider other options for the future use of the property, costings to remediate asbestos and for a detailed structural assessment and strengthening scheme will be required.

UPDATE: 231 STUART STREET (FORTUNE THEATRE)

30 From 2018 to 2023 Council has held 231 Stuart Street unused as part of the wider consideration of the ‘performing arts venue’ conversation.

31 231 Stuart Street was constructed for the former Trinity Methodist Church and opened in 1870. The building has a grade one Heritage New Zealand listing and is listed as a strategic asset in Council’s Significance and Engagement Policy.

32 From 1978 to 2018, 231 Stuart Street was occupied and run by the Fortune Theatre Trust for professional theatre. In 2000, Council purchased the property from the Fortune Theatre Trust and the Trust continued to lease the property from Council.

Building Condition

33 231 Stuart Street is located on the southwest corner of the intersection of Stuart Street and Moray Place. The building frontages to these two streets abut the pavement which rises with the gradient of the land.

34 Council has commissioned numerous reports since purchasing the property. A condition assessment from 2010 identified water ingress as an issue and found that water was entering the property through the below ground, exterior walls. A later report concluded that water was also entering the property via the roof, drainage systems, pavement run-off and windows.

35 Building occupants long experienced the issues associated with dampness and after the building was vacated in 2018, mould and fungus grew rapidly. This caused deterioration of a staircase, soft furnishings, and wall linings.

36 In 2021 specialist services were employed to remove the contaminated furnishings and the roof was repaired. In early 2022 dehumidifiers and environmental sensors to alert staff to rising moisture levels were installed. Moisture levels have not risen again since and the interior of the building has remained dry and stable.

37 A building report prepared by Origin Consultants in September 2021 recommended water-proofing the lower ground floor among other remediations. Costings for this work has not been determined.

38 An informal assessment by staff found that if the property was occupied then it would require a programme of maintenance to address deferred items. This would include aging electrical, heating and ventilation, compliance, and fire egress. Costings for this work has not been determined.

39 An IEP for 231 Stuart Street was undertaken in July 2011 and the building is recorded as ‘not earthquake prone’.

40 Other than roof repairs and moisture controls, no further work is scheduled for the property.

41 Council has considered the future use of 231 Stuart Street as part of the wider ‘performing arts venue’ conversation. Should Council wish to consider other options for the future use of the property, costing to remediate and water-proof the lower ground level and address the outstanding maintenance will be required.

UPDATE: 20 PRINCES STREET (TE WHARE O RUKUTIA)

42 Te Whare o Rukutia was originally conceived to help bridge gaps in the provision of performing arts infrastructure in Dunedin. Te Whare o Rukutia was developed as a 120 seat venue space that would support the performing arts sector to deliver creative experiences for Dunedin audiences in a central city location.

43 In 2021 DCC redeveloped 20 Princes Street and the adjacent space at 26 Princes Street to enable space to be utilised as a flexible performing arts venue (with limitations). Redevelopment work included painting, installing lighting, resealing floors and minor carpentry work.

44 Te Whare o Rukutia and the Community Gallery are both currently managed by the Dunedin Fringe Arts Trust (DFAT) on behalf of the DCC under a peppercorn lease arrangement. This arrangement is current through to April 2024. DCC does not provide operational funding to DFAT to manage Te Whare o Rukutia.

45 Te Whare o Rukutia provides community space for performance development and rehearsals, live music, festivals, workshops and performance of all types (including poetry, theatre, comedy and dance). It is also a space for all community groups to utilise such as Pride, the Science Festival, and the Dunedin Writers and Readers Festival.

46 DFAT’s management of Te Whare o Rukutia also ensures that the venue is accessible and low cost for the community. DFAT provides ticketing support, front-of-house support and wraparound support that aims to be responsive to artists’ needs, particularly young, new and emerging artists. The space currently operates as a creative hub for groups who can book both the Community Gallery and Te Whare o Rukutia for creative activities.

47 No further work is scheduled for the property.

48 Council has developed Te Whare o Rukutia to help bridge gaps in the provision of creative infrastructure as part of the wider ‘performing arts venue’ conversation. Should Council wish to consider options for the future of how the property is managed, operational funding for Te Whare o Rukutia in support of the wider performing arts community could be considered.

FURTHER PERFORMING ARTS/MUSIC VENUE CONSIDERATIONS

49 Outlined in below are further performing arts/music venue considerations for Council.

50 There is currently some indication of interest from the community who wish to form a Trust and manage 65 Crawford Street (Sammy’s). This could take a similar approach to the Port Chalmers Foundry Society who have embarked on a major project supported by the DCC to develop the former foundry site in Port Chalmers (the Sims building) into a centre for visual and performing arts.

51 Background work on the Stadium based, Black Box music venue continues to be actively progressed.

52 Not connected to the DCC and recently reported in the Otago Daily Times is the development of Errick’s a new event space in central Dunedin. Errick’s is being developed as a privately owned business and plans to open a venue space that could accommodate up to 500 people, with flexible and customisable options.

OPTIONS

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

NEXT STEPS

54 A further report will be developed for Council to consider performing arts venue options as part of the 2024-2034 10 Year Plan. This report will be presented in December-January 2023.

Signatories

Author:

Jeanette Wikaira - General Manager Community Services (Acting)

Anna Nilsen - Group Manager, Property Services

Authoriser:

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.

This decision promotes the social well-being of communities in the present and for the future.

This decision promotes the economic well-being of communities in the present and for the future.

This decision promotes the 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	☐	☐	☒

Professional theatre and the performing arts are key parts of the city’s arts and culture ecology and support delivery of the Ara Toi Social Wellbeing and Economic Development strategies. The development of a new performing arts site would also help deliver some of the objectives of the Spatial Plan ad the Integrated Transport Strategy.

Māori Impact Statement

Mana whenua have been included throughout the life cycle of the Performing Arts Venue work. Mana whenua were represented on the original steering group for the feasibility study. Consultation was also undertaken with Māori practitioners in relation to performing arts venue options.

Sustainability

Less theatre and performing arts activity could affect the sustainability of the city’s arts and culture ecology (including amateur and professional practitioners, educators and career pathways) and short and long term access of Dunedin’s communities and audience to theatre experiences in the city.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

At present there is allocated budget in the 2021-2031 10 Year Plan of $4.8 million for 65 Crawford Street (Sammy’s) available from 2026/27 and $17.1 million for the development of a mid-sized theatre available from 2024/25.

Financial considerations

The capital and operational costs for the venues will be presented in a further report to Council in December-January 2023 as part of the 2024-2034 10 Year Plan considerations.

Significance

The report is assessed as being of low significance in terms of the Council’s Significance and Engagement Policy.

Engagement – external

External engagement has included working with performing arts venues, organisations, and individual practitioners, Creative New Zealand and mana whenua. Detailed discussions have been had with theatre owners of the Playhouse Theatre, Athenaeum and the Mayfair Theatre.

Engagement - internal

Engagement has taken place with Ara Toi, Property Services, Finance, Communications and Marketing, Corporate Policy, City Development and Economic Development.

Risks: Legal / Health and Safety etc.

Various risks in relation to the condition of buildings is outlined in the report.

Conflict of Interest

There is no known conflict of interest.

Community Boards

The development of a performing arts venue for Dunedin City is of interest to the broader Dunedin community and will be of interest to all Community Boards.

Community Services Committee

12 September 2023

Public Art Update

Department: Arts and Culture

EXECUTIVE SUMMARY

1 This report provides Council with an overview of the DCC Public Art Framework, which guides the selection and commissioning of public artworks in Ōtepoti Dunedin.

2 This report also updates Council with next steps regarding a new public artwork for 2024.

RECOMMENDATIONS

That the Committee:

a) Notes the Public Art Update report

BACKGROUND

3 The Public Art Framework was adopted by Council in 2017 and sets out a vision to enhance the reputation of Ōtepoti Dunedin as a centre for cultural and creative excellence through a program of public art commissions.

4 The Framework was part of a 10-point initial action plan included in the Ara Toi Arts and Culture Strategy in 2015. The Framework addresses difficulties with previous commissions, streamlines a previously ad-hoc approach to commissioning new works and allows the DCC more input into the conception and manufacture of assets it will ultimately own and maintain.

5 A draft of this Framework underwent a period of public consultation and survey from 3 June to 11 August 2017. The survey results revealed that 86% of respondents agreed or strongly agreed with the proposed actions outlined in the draft. The commentary feedback received during the consultation covered a broad range of topics, including strong support for the Framework, encouragement for the DCC to be brave when selecting public artworks and suggestions for future public artwork sites.

6 In conjunction, a People's Panel survey on the draft Framework was conducted from 13 to 28 July 2017, with 84% of respondents agreeing or strongly agreeing with the proposed actions contained in the document.

7 There are 130 public artworks listed in the DCC Public Artworks Register which includes monuments, sculpture, and stonework. These artworks are located throughout the city including in the various cemeteries, the Botanic Gardens, Steamer Basin, the Octagon, Library Plaza, and the mouth of the Otago Harbour.

8 In 2017, Council approved the Art and Creativity in Infrastructure Policy which is designed to enable staff to develop and embed good quality and cost-effective artwork and creative elements in relevant DCC infrastructure projects. An example of this is the paving design incorporated in the George Street Retail Quarter upgrade, based on traditional patterns used at Ōtākou marae. The Art and Creativity in Infrastructure Policy compliments the Public Art Framework.

DISCUSSION

9 The DCC Public Art Framework provides a strategic roadmap for the development and management of public art in Ōtepoti Dunedin. By implementing a comprehensive commissioning model and engaging with various stakeholders, the DCC aims to create a diverse and cohesive collection of public artworks that contribute to the city's cultural and creative excellence. The Framework ensures a long-term and enduring view, ensuring the legacy of these art commissions for future generations.

Objectives

10 The primary objectives of the Public Art Framework are as follows:

a) Delivery of a broad range of public art commissions.

b) Treating the public art portfolio as a diverse yet cohesive collection.

c) Adopting a long-term and enduring view for all new commissions.

Commissioning Model

11 The Framework utilises a new commissioning model for public art in the city to achieve these objectives. This model incorporates the skills and expertise within the organisation to take a strategic and consultative approach in developing a collection of public art. By directly engaging with the planning and implementation of public art commissions, the DCC aims to establish a stronger sense of ownership and ensure the success of each project.

Commissioning Process

12 The commissioning process follows a structured approach, involving various stakeholders and specialists.

13 The key components of the process include:

a) Development of Ideas: Dunedin Public Art Gallery serves as a hub for the development of creativity, new thinking, and a place where the community actively engages with art. The Gallery has a reputation in Aotearoa for its community focus, its critically engaged programming, and ability to work with artists. Gallery exhibition programmes may inform future possibilities for new artworks.

b) Programming Group: A dedicated programming group consisting of staff from the Art Gallery, Ara Toi and Parks and Recreation is responsible for overseeing the commissioning process. This group aligns its activities with the principles outlined in the Ara Toi Arts Strategy. In addition, the Public Art Programming team works in partnership with mana whenua and is supported by a wider group of staff and contractors possessing planning, regulatory, project management and engineering expertise.

c) Commission Sources: Commissions can arise from various sources, including public requests, collaborations with artists, and initiatives funded through the Art in Public Spaces budget.

14 In the 10-Year Plan 2021-2031, a total of $200,000 is allocated for the commissioning of new public artworks; $100,000 in 2023/24 and $100,000 in 2027/28.

Public artworks completed under the current Public Art Framework

15 One artwork has been commissioned since the adoption of the Framework. Ko te Tuhono, by Ayesha Green was installed in late 2021 and is a cast aluminium replica of the doorway into the Ōtākou Marae wharenui, Tamatea. The artwork has become emblematic for Ōtepoti Dunedin and, in an example of this, was most recently used as a symbol of welcome in the opening statement of Dunedin’s new Destination Plan.

OPTIONS

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

NEXT STEPS

17 Staff will progress work under the Public Art Framework for a new commission in 2024 and present a report back with recommendations.

Signatories

Author:	Cam McCracken - Director DPAG, Toitū, Lan Yuan and Olveston
Authoriser:	Jeanette Wikaira - General Manager Community Services (Acting)

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision promotes the cultural well-being of communities in the present and for the future.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☒	☐	☐
Environment Strategy	☐	☐	☐
Arts and Culture Strategy	☒	☐	☐
3 Waters Strategy	☐	☐	☒
Spatial Plan	☒	☐	☐
Integrated Transport Strategy	☐	☐	☒
Parks and Recreation Strategy	☒	☐	☐
Other strategic projects/policies/plans	☐	☐	☒

Māori Impact Statement

We will be guided by mana whenua, working directly with Te Rūnaka ō Ōtākou and Kāti Huirapa Rūnaka ki Puketeraki, on how we engage, work effectively and in partnership with mana whenua.

Sustainability

There are currently no implications for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There is provision of $100,000 in 2023/24 as part of the 10-Year Plan 2021-2031 for the commissioning of a new public artwork for Dunedin.

Financial considerations

There is provision of $100,000 in 2023/24 as part of the 10-Year Plan 2021-2031 for the commissioning of a new public artwork for Dunedin.

Significance

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

Engagement – external

There has been no external engagement to date.

Engagement - internal

There has been no internal engagement to date.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no known implications for Community Boards.

Community Services Committee

12 September 2023

10 year plan early engagement

Department: Communications and Marketing

EXECUTIVE SUMMARY

1 This report outlines for Council’s consideration options for the 2024-2034 10 Year Plan early engagement with the community.

2 Early engagement is not a statutory requirement but is an additional opportunity to engage the community in the 2024-2034 10 Year Plan development process.

3 Early engagement is planned for 2 October to 30 October 2023.

4 After early engagement concludes a report will be prepared for Council summarising the outcomes and feedback received from the community.

RECOMMENDATIONS

That the Committee:

a) Decides on the preferred option for early engagement with the community, to support the development of the 2024-2034 10 Year Plan.

b) Notes that staff will implement the preferred option.

BACKGROUND

5 Early engagement is undertaken to raise awareness of the development of the 2024-2034 10 Year Plan, to communicate relevant information to the community, to ask the community for feedback regarding certain issues and inform Councillors regarding community sentiment.

6 Early engagement may also raise awareness of issues that Council wishes to communicate to the community ahead of the formal consultation on the draft 2024-2034 10 Year Plan.

7 Councillors have provided feedback on the context, tone and issues to be incorporated as part of early engagement for the 2024-2034 10 Year Plan.

8 The proposed approach to early engagement for the 2024-2034 10 Year Plan is in alignment with the DCC’s Significance and Engagement Policy.

DISCUSSION

9 The proposed early engagement provides an opportunity to inform the community and seek feedback regarding community opinions and aspirations.

10 The early engagement period is set for the 2 to 30 October 2023.

11 The tone of early engagement would be to encourage feedback from the community, while acknowledging the current Dunedin context.

12 The current Dunedin context is typified by acknowledging the concerns, constraints and ambitions held for the City of Dunedin.

13 An underlying sentiment of continuing responsible investment, listening to community, responding and delivering the desired activities and services is to be prevalent when creating content for early engagement.

14 Key messages would be based around wanting to hear from the community, checking in to see what matters to the community, asking what the community wants to tell Council in relation to the 2024-2034 Ten Year Plan.

15 The Local Government Act 2002 (LGA) speaks to the significant contribution made by councils to the four community wellbeings being environmental, cultural, social and economic.

16 Early engagement proposes to use the four wellbeings, Council activities and services as a focus for engagement.

17 Information to be provided would include:

a) Information about the services and activities delivered by the DCC.

b) An update on how the long-term planning process works, and on when the community can expect detailed plans for consultation.

c) How to provide feedback to the DCC.

18 Early engagement provides an opportunity for the community to express their views and aspirations for the future. Feedback would be gathered online and through targeted approaches to identified underrepresented stakeholder groups – being youth, the Māori community of Araiteuru Marae, Pasifika and migrant communities.

19 It is proposed that a four to six question survey be developed using three to five closed questions and one open question.

20 A narrative on emerging issues, such as the introduction of the new kerbside collection service can be included.

21 It is to be noted that national elections will be happening up to 14 October 2023.

22 Feedback from the community would be incorporated into a report for Council consideration alongside other 2024-2034 10 Year Plan reports in early December.

OPTIONS

23 Three options for early engagement are presented below.

Option One – Online and Targeted Stakeholder Meetings Early Engagement

24 This option includes distribution of a printed information booklet, online content in the form of a survey and the ideas wall, targeted stakeholder engagement with underrepresented communities (currently identified as the Māori community of Araiteuru Marae, Pasifika, migrant communities and youth) and the provision of opportunities for Councillor participation. A marketing campaign would be executed to promote awareness and encourage participation.

25 This is the only option that provides targeted stakeholder engagement and opportunities for Councillors to meet with residents and hear their feedback directly. This would involve individual councillor participation at a venue to be determined.

Advantages

· Provides a more fulsome opportunity for the community to express their views and aspirations for the future.

· Makes a concerted effort to engage underrepresented groups.

Disadvantages

· Will require a reprioritisation of DCC resourcing to meet timing pressures to develop a more extensive engagement programme.

Option Two – Only Online Early Engagement

26 This option includes creating online content and providing opportunities for feedback through a survey and an ideas wall. A marketing campaign would be executed to promote awareness of the survey and the ideas wall.

Advantages

· Takes an online approach to engagement with the community

Disadvantages

· Does not offer any face to face engagement.

· Missed opportunity for Councillors to participate.

Option Three – No Early Engagement

27 There is no legislative requirement to undertake early engagement.

Advantages

· Avoids community engagement during the general election period.

Disadvantages

· Misses the opportunity to check in with the community before the formal 2024-2034 10 Year Plan consultation next year.

NEXT STEPS

28 Once Council approves an approach for early engagement with the community, staff will implement an early engagement programme.

Signatories

Author:	Leanne Mash - Communications and City Marketing Manager
Authoriser:	Jeanette Wikaira - General Manager Community Services (Acting)

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 as it will potentially provide an opportunity for the community to express their view and aspirations, in the context of the 2024-2034 10 Year Plan development.

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	☒	☐	☐

Early engagement in the context of the 2023-2024 10 Year Plan development is relevant to all strategies in the DCC’s strategic framework.

Māori Impact Statement

Staff are in continual engagement with the Māori community. Mana whenua are comfortable with the level of staff engagement and involvement in governance decision making. A hui with the wider Māori community of Araiteuru Marae is proposed for 2024-20234 10 Year Plan early engagement.

Sustainability

Early engagement in the context of the 2024-20234 10 Year Plan 2021 will provide an opportunity for the community to express their views and aspirations in terms of DCC’s work towards sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Early engagement in the context of the 2024-2034 10 Year Plan is an opportunity for the community to express their views and aspirations which is relevant to all 10 Year Plan strategies and policies.

Financial considerations

All options proposed in this report will be met from within existing operating budgets.

Significance

This report is proposing an early engagement opportunity in relation to the 2024-2034 10 Year Plan process itself and is therefore not driven by a specific decision/proposal/issue. However, engagement will be delivered in alignment with the principles outlined in the Significance and Engagement policy.

Engagement – external

Mana whenua have been engaged in the development of this report. External stakeholders will be approached, depending on the level of engagement determined by Council.

Engagement - internal

The early engagement plan has been prepared with input from staff including community engagement practitioners, across all DCC departments. The departments primarily responsible for preparing the report were the 10 Year Plan Workstream Engagement Group, Policy, Communications and Marketing.

Risks: Legal / Health and Safety etc.

COVID-19 remains a risk which may impact any planned face to face activities. This will be managed on an as arises basis.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

No implications for Community Boards.

Community Services Committee

12 September 2023

Ōtepoti Dunedin Housing Plan 2022 Update

Department: Property

EXECUTIVE SUMMARY

1 This report provides an update on the Ōtepoti Dunedin Housing Plan 2022 (‘the Plan’) which Council adopted on 30 August 2022, and the Implementation Plan 2023-2024 (Attachment A) which outlines the priority actions for the first 18 months of the Plan.

2 The Principal Policy Advisor Housing (‘the Advisor’) has continued to build stakeholder involvement in the Plan, and progress has been made in the last six months on all the 12 actions in the Implementation Plan 2023-2024. This report discusses work undertaken against all the 12 priority actions.

RECOMMENDATIONS

That the Committee:

a) Notes the Ōtepoti Dunedin Housing Plan 2022 update.

BACKGROUND

3 Council adopted the Plan on 30 August 2022, and the Community Services Committee noted the Implementation Plan 2023-2024 on 6 March 2023.

4 The Implementation Plan 2023-2024 has 12 actions against five priority work areas in the Plan. The actions were developed and prioritised in consultation with stakeholders.

5 The priorities for 2023-2024 are:

· Bring people together to strengthen and create connections

· Investigate ways to increase the quality of our housing

· Find better ways to use land for housing

· Make it easier to work with Council

· Look after our most vulnerable

6 The Advisor continues to work on developing measurable outcomes for the Plan, and for the actions included in the Implementation Plan 2023-2024, to ensure progress can be monitored. The outcomes will be a mix of qualitative/narrative and quantitative/data and will be included in future update reports as they are developed.

7 Council included funding for the creation of the Advisor role in the 2023-2024 Annual Plan budget, and the Advisor was recruited and started in her role on 1 July 2023. Previously the Advisor had been on secondment to the DCC from Kainga Ora since 2021.

8 To ensure better alignment in Council’s housing work, the Eco Design Advisor role now reports to the Principal Policy Advisor Housing (the role previously sat within Customer Services). Updates on the work of the Eco Design Advisor will be incorporated in future Plan update reports to the Committee.

DISCUSSION

9 Progress against the five Plan priorities and 12 actions for 2023-2024 are shown below.

Bring people together to strengthen and create connections

Action 1 – Facilitate cross-agency stakeholder hui on housing topics

10 The Advisor continues to meet with a wide variety of people and organisations (government agencies, iwi, developers, NGOs, and DCC staff) relating to the Plan, and a multi-agency group for homelessness had been formed (see below Action 12 for detailed progress). The Advisor is meeting and average of six group/individuals per week across a range of housing related subjects.

Action 2 – Create a nation-wide Council group for sharing information and approaches

11 The Advisor is regularly in touch with Council staff across New Zealand to discuss a range of housing related topics and to share resources/research/Council approaches on subjects such as incentivising more accessible and energy efficient housing, and approaches to homelessness.

12 Currently the Advisor is involved with two inter-Council groups. One with a focus on reducing energy use and building to a higher level of energy efficiency. This group meets quarterly and involves staff from 15 different Councils and includes representatives from external groups e.g. the Green Building Council.

13 The second group is focused on homelessness (see Action 12 below) and is still in formation. At present the Advisor has been involved in discussions with Nelson, Tauranga, Napier and Hamilton Councils, and Housing and Urban Development (HUD) are assisting with the appropriate individual contacts.

14 The Advisor also attends meetings such as the Community Housing Association (CHA) Te Waipounamu group which is a cross agency group with both local government and community housing providers as attendees.

Action 3 – Develop a regular stakeholder newsletter to keep everyone updated

15 The Advisor is working with the Communications, Marketing, and Web teams to develop an electronic newsletter for subscribers interested in housing and the Plan. The newsletter will be available on the Housing webpage (see Action 10 below), to those already on the contact database (see Action 4 below), and new subscribers will be able sign up via the Housing webpage.

Action 4 – Build a contact database to enable better sharing of information across stakeholders and partners

16 There are currently just under 250 individuals and groups on the contact database from across the housing continuum. There are also a range of associated interest groups on the database who are focused on areas like health and food resilience.

17 The contact database is continually updated as the Advisor meets with individuals and organisations with an interest in housing and the Plan. In future, people will have the ability to subscribe to the database and newsletter via the Housing webpage (Action 3 and 10).

Investigate ways to increase the quality of our housing

Action 5 – Build a series of resources that are easy to understand and accessible

18 The Advisor is working with staff from the Communications, Marketing, and Web teams on scoping the design for a ‘one stop’ Housing webpage housed on the DCC website, which will have the same design look and feel as the Plan. The Advisor will work with other Council departments e.g. Regulatory, City Development, to ensure consistency across the website regarding housing information and resources.

19 The Advisor is working with the Eco Design Advisor to review and update existing Eco Design resources. These resources will be incorporated into the Housing webpage once it is developed.

Action 6 - Develop an options analysis of incentives:

· Identifying options for an incentive scheme that encourages building and retrofitting homes with design for everyone (Universal Design/designing for disabilities);

· Making homes warmer and reducing construction waste

20 In recent years the DCC has offered free building consent incentives for installing solar panels (since 2009), increasing insulation (since 2018), and earthquake strengthening (since 2012).

21 The incentive for installing solar and increasing insulation applies only when completed as a stand-alone piece of work. Staff currently have no way to track the installation of solar and insulation upgrades where they form part of a broader consented project.

22 Information regarding these incentives is listed in the fees and charges posted by Building Services on the DCC website.

23 The number of applications varies from year to year and the table below shows applications and estimated costs from July 2022 – June 2023

Applications category	# of Applications	Estimated cost
Solar	0	$0
Insulation	115	$26,450.00*
Earthquake strengthening	13	$14,703.00**
Total	128	$41,153.00*

* The estimated costs are based on the Discretionary Exemption fee minimum charge of $230.00 (GST inclusive) per application.

** The estimated cost has been calculated based on searching on ‘seismic strengthening’ within building consents received during the period. The non-billable time within those consents has been used to calculate the costs.

24 Earthquake Strengthening applications made up approximately 10% of the total number of applications but represent 50% of costs related to incentives. This is because applications in this category often relate to larger scale non-residential buildings.

25 The Advisor has been undertaking research and talking with Councils across New Zealand on the incentives currently offered (or planning to introduce), and the impact the incentives have had on housing in those areas. This includes how Councils collect and report on data to measure outcomes.

26 Incentives currently being offered by other New Zealand Councils appear to be focused on making homes more accessible or making homes warmer and more energy efficient, with a variety of Councils offering incentives to support these outcomes.

27 Initiatives relating to supporting housing affordability, such as shared equity models, appear to be being led by private investment and Central Government via Kāinga Ora.

28 The Advisor is using information gathered from other New Zealand Councils, and working with Regulatory staff, to consider how we can begin to collect data to measure the impact of any incentives that may be approved by Council.

29 Council does not have good benchmarking data on some aspects of Dunedin’s housing stock e.g. the current volume/percentage of homes in the city that are accessible, or the current number of building consent applications that meet accessible home standards. The impact and success of any incentives approved by Council are likely to take some time to become evident.

30 The Advisor is working with Finance and Regulatory staff to develop costed housing incentive options for consideration by Council. This will be part of an Incentives report to Council as part of 10 Year Plan 2024-2034 deliberations.

Find better ways to use land for housing

Action 7 – Looking at all possible land/buildings

31 Property Services are working with the Advisor to plan a project to review DCC land holdings. This will be a Property led project but will involve many Council departments. There are many reasons why we need to undertake this work, including identifying potential opportunities for Council to support housing development.

Action 8 – Collaborate across groups to identify opportunities (may include developers, landowners, building owners)

32 As discussed above (Actions 1-4) the Advisor continues regular consultation and introductions to link groups/individuals across the sector to assist in housing development and to support other housing outcomes. These are averaging on 35 introductions per month between groups, agencies, and individuals, and while any potential outcomes are hard to quantify, feedback has been very positive.

Action 9 – Identify where Council can advocate for additional funding from Central Government

33 As work on implementing the Plan continues, the Advisor expects there will be opportunities identified to work collaboratively, both locally and nationally, to advocate to Government on specific housing related issues. As discussed above (Action 2) a relationship with Housing and Urban Development has been established in relation to the work on Homelessness.

Make it easy to work with Council

Action 10 – Create an online resource for housing that is easy to find and search

34 The work on the Housing webpage has begun. The Advisor is working with staff from the Communications, Marketing, and Web teams on this project, and the webpage will be part of the DCC website.

35 Stakeholders have been canvassed to identify their priority inclusions and these are being collated. Most of the initial feedback has been around accessibility of resources i.e., making them available in various languages and easy to read formats.

Action 11 – Create easy to read resources on the District Plan, designing for everyone and saving energy

36 There is currently a list of frequently asked questions (FAQs) available on the DCC website regarding the District Plan. The Advisor is currently working with City Planning, Communications, Marketing, Web and BIS teams to develop easy-to-read versions of the requirements of the District Plan. These resources will be included in the Housing webpage. One of the key functions will be the ability for property owners and developers to access information via maps and current databases.

37 The Advisor is currently working with the Eco Design Advisor to review and update resources, which comprise of locally developed and nationally available resources. Most resources are currently only available in print form, so the Advisor is working with the Communications, Marketing, and Web teams to make these electronically available as well. Various formats of resources are being explored including different language options and easy read formats.

38 The national resource material used by the Eco Design Advisor is co-designed by the national Eco Design Advisor Group, and includes topics like ‘Managing Moisture’, ‘Passive Solar Design’ and ‘Insulation Basics’. Links to these new and updated resources will be incorporated into the Housing webpage.

39 The Eco Design Advisor Group is also considering the development of a pilot programme to assist families to become aware of and reduce their energy and water usage. The programme is based on research completed by Dr Sea Rotmann of the Sustainable Energy Advice service with a group of rangitahi in 2018.

Look after our most vulnerable

Action 12 – Create a joined-up approach to address homelessness in our city

40 Dunedin has historically had a small group of homeless people, but like cities across New Zealand, the number has grown in recent times. This is evidenced by the increase in the number of people in contact with Government agencies, local charities, and NGOs, as well as by the increasing numbers seen by DCC through ‘touch points’ with the homeless. These include park sleepers, extended attendance in public spaces such as libraries, and those who live in vehicles in the freedom camping areas.

41 It is difficult to accurately calculate the size of the homelessness problem in the city, and international research would indicate that the numbers that are visible represent a small number of those who have insecure tenure and that these ‘unseen homeless’, such as those who are couch surfing, living in boarding houses and motels represent a much larger problem.

42 Within Council, the Community Development staff have traditionally assisted homeless people on an individual basis to connect them with agencies for support.

43 Feedback from stakeholders as part of the Ōtepoti Dunedin Housing Plan consultation made it clear that a coordinated cross-agency approach was required to effectively manage homelessness in the city. This led to the addition of “look after our most vulnerable” as a goal in the plan, and to the inclusion of Action 12 as a priority piece of work for 2023-2024.

44 This level of co-ordination has not been attempted before in the city and while agency collaboration is happening in small pockets across New Zealand, the Advisor is not aware of any other planned city-wide initiatives outside of Dunedin.

45 This is a complex area of work and there are many factors that impact on a lack of housing resilience or becoming homeless and involve groups and people not usually considered e.g., women and young people.

46 Across the western world, the fastest growing group of those coming into homelessness are women over 55. In New Zealand this is compounded by the premise that our retirement allowances are based on being a mortgage free homeowner at time of retirement or eligible for social housing. The 2022 Retirement Commission report notes that one in five people still have a mortgage at 65 and that women, Māori and Pasifika get to retirement with lower savings, if any at all.

47 The ‘2023 Growing Up in New Zealand’ report (www.growingup.co.nz) noted that one out of every 14 young people had encountered severe housing deprivation or homelessness at least once between the ages of eight and 12 years old. This level of transience impacts a young person’s ability to attend education regularly and to take part in activities such sports or after school activities.

48 The approach in Dunedin began by the Advisor consulting and bringing together an initial group of stakeholders to discuss how a coordinated cross-agency plan could be developed.

49 The current group includes DCC staff (Parks, Property) and representatives from Ara Poutama Corrections, Kāinga Ora, Ministry of Social Development, Oranga Tamariki, NZ Police, Te Whatu Ora, Te Puna Kokiri, WellSouth, Aukaha, Corstorphine Baptist Community Trust (CBCT), Comcare, Dunedin Night Shelter, Ōtākou representative, Otago Youth Wellness Trust, PACT, Presbyterian Support Otago, Salvation Army, Ōtepoti Dunedin Whanau Refuge and Whanau Ora navigator.

50 An initial meeting was held in March 2023 to discuss both the willingness to collaborate, and discuss an approach that could be adopted as a framework to support a coordinated cross-agency planned approach.

51 The Functional Zero approach was agreed and adopted by the group. Functional Zero is an approach used in many cities/countries across the world e.g. the Canadian Alliance to End Homelessness (CAEH), which has made progress in tracking and reducing numbers along with successes in targeting to special groups. Groups targeted include returned veterans and indigenous groups.

52 Achieving Functional Zero is challenging and an ongoing process which defines success as being more people transitioning out of homelessness than are coming into homelessness in a set period. It fundamentally relies on a ‘real time’ census of those individuals who are experiencing homelessness.

53 This approach, and the detailed ‘real time’ census data collected, will provide critical information to inform a plan on how as a city we can work towards reducing homelessness in a coordinated and cross-agency manner. It will also identify current support gaps, inform funding decisions, and provide good benchmarking data on which to measure outcomes.

54 The Advisor has been working with BIS staff to identify and review safe and secure software database systems used by Functional Zero cities across the world to identify a software solution that can collect ‘real time’ information, and which will meet the requirements of agencies in Dunedin.

55 A proposed software solution was presented to the group in June 2023 for them to discuss with their individual agencies/organisations and will be discussed further at the next meeting in September 2023.

56 The current group of stakeholders is working as an informal grouping of interested parties but are considering what formal body and oversight structure are required to ensure it has the mandate and resources required to succeed. A future report will bring back an option for a Steering Group with Councillor involvement.

OPTIONS

57 There are no options as this report is for noting.

NEXT STEPS

58 The Advisor will continue to progress the work priorities that are identified in the 2023-2024 Implementation Plan.

59 The Advisor will continue to work with Finance and Regulatory staff to develop costed housing incentive options for consideration by Council. This will be part of an Incentives report to Council as part of 10 Year Plan 2024-2034 deliberations.

Signatories

Author:

Gill Brown - Housing Action Plan Advisor

Authoriser:

Robert West - General Manager Corporate and Quality

Sandy Graham - Chief Executive Officer

Attachments

	Title	Page
a	Otepoti Dunedin Housing Plan - Implementation 2023-2024

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

This decision promotes the social well-being of communities in the present and for the future.

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 Ōtepoti Dunedin Housing Plan 2022 and Implementation Plan 2023-2024 contributes to an effective housing eco-system for the city and contributes to the DCC’s strategic framework.

Māori Impact Statement

For Māori, housing is about more than economic outcomes and material security. Housing cuts across many aspects of Māori wellbeing, such as whānau health, acquisition and use of te reo Māori, care of whenua and the environment, the ability to provide sustenance and hospitality for themselves and others, and many aspects of wellbeing that are unique to Māori culture. There are a number of large multidisciplinary and multi-agency research projects working alongside Māori communities to empower Māori in the housing sector and developing the knowledge needed to address severe housing deprivation, homelessness, social housing, affordable rental options, ownership and papakainga development. The Corporate Policy team is in touch with a number of these large research projects, to develop relationships and exchange information to inform the development of the Council’s Strategic Refresh project, the Māori Strategic Framework and enhance our understanding of Māori aspirations for wellbeing.

Sustainability

Sustainability has been identified as a key issue through ongoing consultation with the community and stakeholders.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

This work is in line with the Annual Plan 2023-24.

Financial considerations

This work is line with the Annual Plan 2023-2024.

Significance

This report is considered of low significance in terms of the Councils Significance and Engagement Policy.

Engagement – external

External engagement with stakeholders across the city is ongoing.

Engagement - internal

Internal engagement and alignment of work continues to be a focus.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Actions in the plan will include Community Board areas.

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

	Title	Page
A	Minutes of Community Services Committee meeting held on 9 May 2023

	Title	Page
A	Minutes of Grants Subcommittee held on 10 May 2023

Author:	Lauren Riddle - Governance Support Officer
Authoriser:	Jeanette Wikaira - General Manager Community Services (Acting)