Agenda of Council - Tuesday, 5 December 2023

Council

5 December 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 28 November 2023, commencing at 9.00 am

PRESENT

Deputy Mayor	Cr Cherry Lucas
Members	Cr Bill Acklin	Cr Sophie Barker
	Cr David Benson-Pope	Cr Christine Garey
	Cr Kevin Gilbert	Cr Carmen Houlahan
	Cr Marie Laufiso	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), Robert West (General Manager Corporate and Quality), Jeanette Wikaira (Acting General Manager Community Services), Claire Austin (General Manager Customer and Regulatory), David Ward (Acting General Manager Infrastructure and Development), Michael Garbutt (Anderson Lloyd), Carolyn Allan (Chief Financial Officer – Acting), Jamie Shaw (Communications Team Leader), Jonathan Rowe (Programme Manager – South Dunedin Future), Gina Hu’akau (Corporate Policy Manager), Junichi Sugishita (Senior Policy Analyst), Owen Graham (Senior Land and Leasing Advisor), Katie James (Senior Planner), Paul Freeland (Principal Policy Advisor), Paul Henderson (Building Services Manager), Ros MacGill (Manager Compliance Solutions), Hayley Browne (Customer Services Manager)

Governance Support Officer Lynne Adamson

1 Opening

The Very Rev’d Dr Tony Curtis SCP, Dean of Dunedin, St Pauls Cathedral opened the meeting with a prayer.

Cr Carmen Houlahan entered the meeting at 9.06 am.

Rev’d Dr Tony Curtis led one minute silence for all those affected by the conflict in Gaza

2 Public Forum

2.1 Customer and Regulatory Issues and Trends Report

Karen Anderson spoke on the Customer and Regulatory Issues and Trends Report.

2.2 Notice of Motion

Pastor Nigel Woodley spoke against the proposed Notice of Motion to sign a letter to the Mayors for Peace, calling for an immediate ceasefire in Gaza and the flying of the Palestinian flag from Council buildings on 29 November 2023.

Pastor Woodley responded to questions.

2.3 Notice of Motion

James Irwin spoke in opposition to the proposal to fly the Palestinian flag as set out in the Notice of Motion.

Mr Irwin responded to questions.

2.4 Notice of Motion

Yana Greenman provided information on her background and that she represented Jewish and Israeli groups across New Zealand. She spoke of concerns with the proposed flying of the Palestinian flag and commented that solidarity and unity should be fostered.

Ms Greenman responded to questions.

Moved (Deputy Mayor Lucas/Cr Kevin Gilbert)

That the Council:

Extends the public forum beyond 30 minutes.

Motion carried

2.5 Notice of Motion

Suzanne Menzies-Culling spoke in favour of the Notice of Motion and the need to acknowledge and support the International Day of Solidarity on 29 November.

Ms Menzies-Culling responded to questions.

2.6 Notice of Motion

Diane Yeldon requested that Council review Standing Orders and enable public consultation into the process, and she spoke on Notice of Motions.

Ms Yeldon responded to questions.

Moved (Deputy Mayor Cherry Lucas/Cr Christine Garey):

That the Council:

Adjourns the meeting for one minute.

Motion carried

The meeting adjourned at 9.59 am and reconvened at 10.00 am.

2.7 Notice of Motion

Rula Abu-Safieh spoke on behalf of the Palestinian community in support of the Notice of Motion. She provided information on her background and the plight of the Palestinians.

Ms Abu-Safieh responded to questions.

2.8 Notice of Motion

Chris Caradus commented that he believed neither flag should be flown as that would divide the community. He spoke of the need to be peacemakers and foster respect and bring the two sides together.

Mr Caradus responded to questions.

Moved (Deputy Mayor Cherry Lucas/Cr Christine Garey):

That the Council:

Adjourns the meeting for 10 minutes.

Motion carried

The meeting adjourned at 10.21 am and reconvened at 10.35 am

3 APOLOGIES

Moved (Deputy Mayor Cherry Lucas/Cr Carmen Houlahan):

That the Council:

Accepts the apology for absence from Mayor Jules Radich.

Motion carried (CNL/2023/265)

4 CONFIRMATION OF AGENDA

Moved (Cr David Benson-Pope/Cr Christine Garey):

That the Council:

Confirms the agenda with the following alteration that Item 23 – Notice of Motion be taken before Item 7 – Actions from Resolutions of Council Meetings.

Division

The Council voted by division

For: Crs Sophie Barker, David Benson-Pope, Christine Garey, Kevin Gilbert, Carmen Houlahan, Marie Laufiso, Mandy Mayhem, Jim O'Malley, Steve Walker and Andrew Whiley (10).

Against: Cr Bill Acklin, Crs Lee Vandervis and Brent Weatherall and Deputy Mayor Cherry Lucas (4).

Abstained: Nil

The division was declared CARRIED by 10 votes to 4

Motion carried (CNL/2023/266)

5 Declarations of interest

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

Cr Mandy Mayhem advised of an update to her Interest Register.

Moved (Deputy Mayor Cherry Lucas/Cr Christine Garey):

That the Council:

a) Amends 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 Team’s Interests.

Motion carried (CNL/2023/267)

6 Confirmation of Minutes

6.1 Ordinary Council meeting - 30 October 2023

Moved (Deputy Mayor Cherry Lucas/Cr Steve Walker):

That the Council:

a) Confirms the public part of the minutes of the Ordinary Council meeting held on 30 October 2023 as a correct record.

Motion carried (CNL/2023/268)

Reports

23 Notice of Motion
	In accordance with Standing Order 26.1, a Notice of Motion was received from Cr Marie Laufiso at least five clear working days before the meeting, for inclusion on the agenda for the meeting being held on Tuesday, 28 November 2023. There was a proposed amendment to resolution b) which needed to be approved by the majority of the meeting under Standing Order 26.4 – Alteration of notice of motion.
	Moved (Deputy Mayor Cherry Lucas/Cr Christine Garey): That the Council: Agrees to the amendment to resolution b). Motion carried (CNL/2023/269) with Cr Bill Acklin recording his vote against and Cr Lee Vandervis his abstention.
	It was agreed that the resolutions be taken separately.
	Moved (Cr Marie Laufiso/Cr Steve Walker): That the Council: a) Follows the lead of Christchurch Mayor Phil Mauger in his Armistice Day (11.11.2023) letter to the Mayors for Peace, calling for an immediate ceasefire in Gaza. Division The Council voted by division For: Crs Sophie Barker, David Benson-Pope, Christine Garey, Kevin Gilbert, Carmen Houlahan, Marie Laufiso, Mandy Mayhem, Jim O'Malley, Steve Walker, Brent Weatherall and Andrew Whiley and Deputy Mayor Cherry Lucas (12). Against: Crs Bill Acklin and Lee Vandervis (2). Abstained: Nil The division was declared CARRIED by 12 votes to 2 Motion carried (CNL/2023/270)
	Moved (Cr Marie Laufiso/Cr Steve Walker): That the Council: b) Agrees to the City’s flying the NZ Flag on November 29 at half mast, on the Mayor’s balcony and other Dunedin City Council buildings, as a tangible and visible symbol of suffering experienced by both sides of the conflict in Gaza. Division The Council voted by division For: Crs Sophie Barker, David Benson-Pope, Christine Garey, Kevin Gilbert, Carmen Houlahan, Marie Laufiso, Mandy Mayhem, Jim O'Malley, Steve Walker, Brent Weatherall and Andrew Whiley and Deputy Mayor Cherry Lucas, (12). Against: Crs Bill Acklin and Lee Vandervis (2). Abstained: Nil The division was declared CARRIED by 12 votes to 2 Motion carried (CNL/2023/271)

Moved (Deputy Mayor Cherry Lucas/Cr Christine Garey):

That the Council:

Adjourns the meeting for 40 minutes.

Motion carried

The meeting adjourned at 11.48 am and reconvened at 12.30 pm.

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 (Deputy Mayor Cherry Lucas/Cr Carmen Houlahan): That the Council: a) Notes the Open and Completed Actions from resolutions of Council meetings. Motion carried (CNL/2023/272)

8 Forward Work Programme for Council - November 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 on the work programme.
	Moved (Deputy Mayor Cherry Lucas/Cr Mandy Mayhem): That the Council: a) Notes the updated Council forward work programme. Motion carried (CNL/2023/273)

9 Petition
	In accordance with Standing Order 16.1, a Petition on “STOP the DCC Defunding Dust Suppressions for our Suburban Gravel Road” had been received from Glenn Standring and Annette Bellugue and signed by 56 other residents.
	The Chief Executive Officer (Sandy Graham) explained the petition process as set out in Standing Orders.
	Moved (Deputy Mayor Cherry Lucas/Cr Jim O'Malley): That the Council: a) Receives the petition. Motion carried (CNL/2023/274)

10 South Dunedin Future - Programme Strategy Update
	A report from Māori, Partnerships and Policy sought approval of the revised strategy for the South Dunedin Future programme.
	The General Manager Infrastructure and Development (Acting) (David Ward) and Programme Manager, South Dunedin Future (Jonathan Rowe) spoke to the report and responded to questions.
Moved (Deputy Mayor Cherry Lucas/Cr Sophie Barker): That the Council: Adjourns the meeting for 5 minutes. Motion carried The meeting adjourned at 1.11 pm and reconvened at 1.17 pm.
	Moved (Cr Sophie Barker/Cr Steve Walker): That the Council: a) Notes the South Dunedin Future programme had been operating in accordance with the strategic intent approved by both Councils in July 2022. b) Notes the work undertaken to develop a revised South Dunedin Future programme strategy. c) Approves the revised South Dunedin Future programme strategy. d) Notes that Attachment B would be redesigned to ensure alignment with Council’s strategic priorities. e) Notes the strategy will guide the South Dunedin Future programme, including programme communications and engagement, risk assessment, and development of adaptation options. Motion carried (CNL/2023/275) with Cr Lee Vandervis recording his vote against

11 National Policy Statement for Natural Hazard Decision-Making - Submission
	A report from City Development sought approval of the Dunedin City Council submission on the proposed National Policy Statement for Natural Hazard Decision-making 2023.
	The General Manager Infrastructure and Development (Acting) (David Ward), Senior Planner (Katie James) and Principal Policy Advisor (Paul Freeland) spoke to the report and responded to questions.
	Moved (Deputy Mayor Cherry Lucas/Cr David Benson-Pope): That the Council: a) Approves the DCC submission, to the proposed National Policy Statement for Natural Hazard-decision making 2023. b) Authorises the Chief Executive to make any minor editorial changes to the submission if required. Motion carried (CNL/2023/276)

12 Right of Way Easement over part Dunedin Town Belt for 139 Harbour Terrace, Dunedin
	A report from Parks and Recreation sought approval to the partial surrender of the existing Right of Way easement over part of the Dunedin Town Belt Recreation Reserve, so that a boundary adjustment could be undertaken and a replacement Right of Way easement be registered over the same part of the Dunedin Town Belt.
	The General Manager Community Services (Acting) (Jeanette Wikaira) and Senior Leasing and Land Advisor (Owen Graham) spoke to the report and responded to questions.
	Moved (Cr Andrew Whiley/Cr Christine Garey): That the Council: a) Acting in its capacity as the administering body of the Dunedin Town Belt Recreation Reserve pursuant to the Reserves Act 1977: i) Approves the partial surrender of an existing vehicular Right of Way easement as it relates to Lot 2 DP 390403 (Instrument 8489286.2) ii) Grants a Right of Way easement over part of the Dunedin Town Belt Recreation Reserve to land held as Lot 1 DP 575078 located at 139 Harbour Terrace, Dunedin, subject to the conditions outlined in this report. iii) Approves increasing of the existing annual fee for the Right of Way from $1,265.00 including GST to $1,500.00 including GST for use of the Dunedin Town Belt Recreation Reserve for access to the property at 139 Harbour Terrace, Dunedin. iv) Decides that the criteria for exemption from public notification has been met. b) Acting under delegation from the Minister of Conservation dated 12 June 2013, and pursuant to section 48 of the Reserves Act 1977; i) Approves the partial surrender of an existing vehicular Right of Way easement as it relates to Lot 2 DP 390403 (Instrument 8489286.2) and ii) Consents to the grant of a Right of Way easement over part of the Dunedin Town Belt Recreation Reserve to land held as Lot 1 DP 575078 located at 139 Harbour Terrace, Dunedin, subject to the conditions outlined in this report. Motion carried (CNL/2023/277)

13 Residents' Opinion Survey Quarterly Update: July - September 2023 quarter
	A report from Corporate Policy provided a summary of the Residents’ Opinion Survey (ROS) quarterly results.
	The Chief Executive Officer (Sandy Graham), Corporate Policy Manager (Gina Hu’akau) and Senior Policy Analyst (Junichi Sugishita) spoke to the report and responded to questions.
	Moved (Cr Christine Garey/Cr Mandy Mayhem): That the Council: a) Notes the Residents’ Opinion Survey quarterly update for the period July – September 2023. Motion carried (CNL/2023/278)

14 Customer and Regulatory Issues and Trends Report
	A report from Customer and Regulatory, Customer Services Agency and Community and Planning provided a report on Issues and Trends to 30 September 2023.
	The General Manager Customer and Regulatory (Claire Austin) Building Services Manager (Paul Henderson), Manager Compliance Solutions (Ros MacGill), Customer Services Manager (Hayley Browne) spoke to the report and responded to questions.
	Moved (Deputy Mayor Cherry Lucas/Cr Christine Garey): That the Council: a) Notes the Customer and Regulatory Issues and Trends Report. Motion carried (CNL/2023/279)

15 Proposed Event Road Closures - December 2023 to March 2024
	A report from Transport recommended approval of temporary road closures relating to events to be held from December 2023 until March 2024.
	The General Manager Infrastructure and Development (Acting) (David Ward) spoke to the report and responded to questions.
	Moved (Cr Mandy Mayhem/Cr Bill Acklin): 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 (LGA 1974)): i) Community Christmas Event Dates and Times: Sunday 10 December 2023, from 1.00pm to 9.30pm (contingency date 17 December 2023) Road: · Lanark Street cul-de-sac, from Irvine Street to the end ii) Waitangi Day Celebrations Date and Times: Tuesday 6 February 2024, from 9.00am to 3.00pm Road: · The Octagon Central Carriageway, between Princes Street and George Street iii) Weet-Bix Kids TRYathlon Date and Time: Sunday 3 March 2024, from 6.30am to 1.30pm Roads: · Factory Road, from High Street to Church Street · High Street, from Factory Road to Green Street · Green Street, from Church Street to High Street · Church Street, from Factory Street to Green Street iv) Pink Concert - Stadium Dates and Times: Monday 4 March 2024, from 7.00am to Wednesday 6 March, 12.00 noon Road: · Anzac Avenue, between Union Street and Butts Road Dates and Times: Tuesday 5 March 2024, from 3.00pm to 12.00 midnight Roads: · Anzac Avenue, between State Highway 88 and Ravensbourne Road · Albany Street, between Forth Street and Anzac Avenue · Union Street, between Harbour Terrace and Anzac Avenue · Butts Road, entire length · Logan Park Drive, entire length. · Minerva Street, from Anzac Avenue to Parry Street West · Parry Street West, from Minerva Street to end. · Riego Street, from Albany Street to Forth Street v) Pink Concert – City Activation Dates and Times: Tuesday 5 March 2024, from 9.00am to Wednesday 6 March, 05.00am Roads: · Lower Octagon, between George Street and Lower Stuart Street · Lower Stuart Street, between the Octagon and Moray Place Note: Bath Street will remain open. vi) South Dunedin Street Festival Dates and Times: Saturday 16 March 2024, from 7.30am to 4.30pm Roads: · King Edward Street, between Hillside and Macandrew Roads · Lorne and McBride Streets, between Rankeilor and King Edward Streets · Sullivan and Carey Avenues, between Glasgow and King Edward Streets Motion carried (CNL/2023/280)

Moved (Deputy Mayor Cherry Lucas/Cr Kevin Gilbert):

That the Council:

Adjourns the meeting for 15 minutes.

Motion carried

The meeting adjourned at 2.28 pm and reconvened at 2.43 pm.

16 Funding Options - Kerbside Collection Service
	A report from Waste and Environmental Solutions and Finance advised that as part of the 10 year plan 2021-2031, Council had resolved to introduce a new kerbside collection service consisting of four bins estimated to cost between $270 - $310 per year, per household, and an optional garden waste bin that would cost an additional $140 - $180 each year. The new service would commence in July 2024. The report outlined options for both flat and progressive targeted rates to fund the new kerbside collection service.
	The Chief Executive Officer (Sandy Graham), Acting Chief Financial Officer (Carolyn Allan) and Group Manager Waste and Environmental Solutions (Chris Henderson) spoke to the report and responded to questions.
	Moved (Cr Bill Acklin/Cr Kevin Gilbert): That the Council: a) Funds the new kerbside collection service from 1 July 2024 using a flat targeted rate (the current rating method). Motion carried (CNL/2023/281)

17 2024 New Zealand Masters Games Operational and Financial Update
	Cr Andrew Whiley withdrew from this item.
	A report from Events and Community Development provided an update on the operational and financial status of the biennial New Zealand Masters Games to be held in Dunedin between 3 – 11 February 2024.
	The General Manager Community Services (Acting) (Jeanette Wikaira) and Masters Games Manager (Vicki Kestila) spoke to the report and responded to questions.
	Moved (Cr Steve Walker/Cr Bill Acklin): That the Council: a) Notes the New Zealand Masters Games operational and financial update. Motion carried (CNL/2023/282)

18 General Rate Differentials
	A report from Civic provided a review of the general rates differential, that was, how the general rates were allocated across all ratepayers. It sought a decision from Council on the approach it wished to take for preparation of the 2024/25 Rating Method report for the 10 year plan Council meeting in January 2024.
	The Chief Executive Officer (Sandy Graham) and Chief Financial Officer (Acting) (Carolyn Allan) spoke to the report and responded to questions.
	Moved (Cr David Benson-Pope/Cr Steve Walker): That the Council: a) Decides for the purposes of preparing the 2024/25 Rating Method report for the Council meeting in January 2024, to combine the tourism/economic development targeted rate into the commercial general rate, and maintain all other current general rate differentials. Motion carried (CNL/2023/283)

19 10 Year Plan - Early engagement feedback
	A report from Corporate Policy and Communications and Marketing summarised the feedback received by the Dunedin City Council through the early engagement activities undertaken for the 10 Year Plan 2024–34.
	The Chief Executive Officer (Sandy Graham) and General Manager Community Services (Acting) (Jeanette Wikaira) spoke to the report and responded to questions.
Cr Bill Acklin left the meeting at 3.16 pm.
	Moved (Cr Kevin Gilbert/Cr Mandy Mayhem): That the Council: a) Notes the feedback received from the community through early engagement on the Dunedin City Council’s 10 Year Plan 2024-34. b) Notes that feedback received from the community through early engagement will inform formal consultation on the Dunedin City Council’s 10 Year Plan 2024-34. Motion carried (CNL/2023/284)

Moved (Deputy Mayor Cherry Lucas/Cr Christine Carey):

That the Council:

Extends the meeting beyond six hours.

Motion carried

Cr Bill Acklin returned to the meeting at 3.27 pm.

20 Financial Result - Period Ended 30 September 2023
	A report from Finance provided the financial results for the period ended 30 September 2023 and the financial position as at that date.
	The Chief Financial Officer (Acting) (Carolyn Allan) spoke to the report and responded to questions.
	Moved (Deputy Mayor Cherry Lucas/Cr Mandy Mayhem): That the Council: a) Notes the Financial Performance for the period ended 30 September 2023 and the Financial Position as at that date. Motion carried (CNL/2023/285)

21 Waipori Fund - Quarter Ending September 2023
	A report from Dunedin City Treasury Limited provided information on the results of the Waipori Fund for the quarter ended 30 September 2023.
Cr Andrew Whiley left the meeting at 3.46 pm.
	The Treasury Manager (Richard Davey) spoke to the report and responded to questions.
	Moved (Deputy Mayor Cherry Lucas/Cr Lee Vandervis): That the Council: a) Notes the report from Dunedin City Treasury Limited on the Waipori Fund for the quarter ended 30 September 2023. Motion carried (CNL/2023/286)
22 Meeting Schedule for 2024
	A report from Civic sought the adoption of a meeting schedule for 2023, in accordance with Clause 19(6)(a) of Schedule 7 of the Local Government Act 2002.
	The Chief Executive Officer (Sandy Graham) spoke to the report and responded to questions.
	Moved (Cr Steve Walker/Cr Carmen Houlahan): That the Council: a) Approves the proposed meeting schedule for 2024. b) Notes that the Community Boards would confirm their meeting dates at their next meetings. Motion carried (CNL/2023/287)

Resolution to exclude the public

Moved (Cr Cherry Lucas/Cr Steve Walker):

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 - 30 October 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 - November 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 Appointment of Chair to 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.	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 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/2023/288)

The meeting moved into confidential at 3.55 pm and concluded at 4.08 pm.

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

DEPUTY MAYOR

Council

5 December 2023

Reports

South Dunedin Future - Risk Assessment & Adaptation Approaches

Department: Maori, Partnerships & Policy

EXECUTIVE SUMMARY

1 The purpose of this report is to update Council on the South Dunedin Future programme, including findings from the risk identification stage, to seek endorsement of a longlist of generic adaptation approaches, and seek approval to engage the community on these topics.

2 The South Dunedin Future (SDF) programme is a joint initiative between the Dunedin City Council (DCC) and Otago Regional Council (ORC) to develop a climate change adaptation plan for South Dunedin. The programme vision is “a safer and better South Dunedin, where sustainable urban regeneration leads to improved community resilience and wellbeing”.

3 The SDF programme has accelerated over the past six months, transitioning from a planning to delivery phase. Key outputs include ongoing monitoring and assessment of natural hazards, communications and community engagement activities, revision of the programme strategy, and production of early-stage technical reports in the risk assessment and adaptation approaches workstreams. These technical reports are the focus of this paper.

4 The Risk Identification Report for South Dunedin constitutes the first stage of risk the assessment workstream. The report summarises the extensive body of work that has been undertaken to date to understand the natural hazards affecting South Dunedin, the anticipated impacts of a changing climate, and the exposure, vulnerability, and risks these present to the immediate subject area and wider city.

5 The key finding at this early stage is that all ‘elements’ assessed – that is people, places and assets - are at direct physical risk from all the hazards included in the assessment. This finding reflects the broad and complex hazard and risk scape in South Dunedin. The risks identified are not uniform, but could vary greatly, including in terms of spatial extent, severity, and consequence. Subsequent stages of the risk assessment workstream will explore interactions between natural hazards, and direct, indirect and cascading risks in more detail.

6 The Domestic and International Good Practice Report, Longlist of Generic Adaptation Approaches – Context Summary Report, and 16 factsheets in the supporting Annex A-1, constitute stages one and two of the adaptation approaches workstream.

7 The Good Practice Report provides insights and transferrable lessons for South Dunedin by exploring four case studies, describing the context, outcomes and applicability for South Dunedin. A key underlying theme is that some combination of the approaches studied may work best and the report makes recommendations for further case study work.

8 Longlist of Generic Adaptation Approaches – Context Summary Report describes the context for the adaptation approaches workstream, outlining the case for change, problem statements, and explaining the high-level frameworks, methodology and criteria used to develop the adaptation approaches. Finally, Annex A-1 of the Context Summary Report presents 16 factsheets, one for each of the adaptation approaches that collectively make up the generic longlist.

9 These factsheets provide a description of the adaptation approach, note key characteristics and benefits, and provide an initial high-level assessment. Visualisations of each option are included. In the South Dunedin context, many of these approaches are not stand-alone solutions, but puzzle pieces that could be combined and staged over time. Some could be used temporarily (for example, to reduce risk in the short- to medium- term until other approaches are in place).

10 The paper concludes by seeking Council’s endorsement of the longlist of generic adaptation approaches for the purposes of community engagement and approval to engage the community on risk assessment and adaptation approaches work in the New Year.

RECOMMENDATIONS

That the Council:

a) Notes the background of the South Dunedin Future programme and work undertaken since the previous update report to the Strategy, Planning and Engagement Committee on 14 August 2023.

Risk Assessment

b) Notes the risk assessment workstream of the South Dunedin Future programme will be undertaken in three stages: (i) risk identification; (ii) risk exposure and vulnerability assessment; and (iii) detailed risk assessment.

c) Notes the attached Risk Identification Report for South Dunedin, which constitutes the first stage of risk assessment workstream, and has been prepared by the ‘Kia Rōpine’ consultant team (WSP, BECA and Tonkin & Taylor).

d) Notes the Risk Identification Report has undergone technical peer review by Jacobs New Zealand Ltd and Royal HaskoningDHV, and that there remain peer review feedback items to resolve in the next stage of the risk assessment workstream.

e) Notes work has commenced on the second stage of the risk assessment workstream, confirming the risk assessment methodology, which will be completed by mid-2024 and reported back to Councils.

Adaptation Approaches

f) Notes the adaptation approaches workstream of the South Dunedin Future programme will be undertaken in five stages: (i) domestic and international good practice report; (ii) longlist of generic adaptation approaches; (iii) spatial longlist of adaptation approaches; (iv) spatial shortlist of adaptation approaches; and (v) preferred approaches.

g) Notes the attached Domestic and international good practice report, which constitutes the first stage of the adaptation approaches workstream, and has been prepared by the ‘Kia Rōpine’ consultant team (WSP, BECA and Tonkin & Taylor).

h) Notes the attached Longlist of generic adaptation approaches – Context summary report and Factsheets, which constitute the second stage of the adaptation approaches workstream, and have been prepared by the ‘Kia Rōpine’ consultant team (WSP, BECA and Tonkin & Taylor).

i) Notes that the Domestic and international good practice report, and the Longlist of generic adaptation approaches – Context summary report and Factsheets, have undergone technical peer review by Jacobs New Zealand Ltd, supported by Royal HaskoningDHV and Bell Adapt Ltd.

j) Endorses the attached Longlist of generic adaptation approaches – Context summary report and Factsheets for the purposes of community engagement.

Community Engagement

k) Notes the next stage of the risk assessment workstream includes seeking community input into identification and confirmation of relevant risks for South Dunedin.

l) Notes the next stage in the adaptation approaches workstream is to engage with partners, stakeholders and affected communities on the longlist of generic adaptation approaches.

m) Approves the SDF programme team undertaking engagement with partners, stakeholders and affected communities on the basis of the approaches identified in the Longlist of generic adaptation approaches – Context Summary Report and Factsheets, which will inform development of subsequent adaptation approaches work.

BACKGROUND

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

12 Detailed planning has now broken the SDF programme into five phases, five workstreams, and a number of programme actions. The workstreams include: (i) natural hazards; (ii) strategy and programme management; (iii) communications and community engagement; (iv) risk assessment; and (v) adaptation approaches. This breakdown has been explained more fully in previous Council reports and workshops, but is also illustrated in the A3 SDF Programme Overview (Attachment A).

External technical assistance

13 The SDF programme involves detailed technical work and extensive community engagement over multiple years. External technical assistance has been sourced to support delivery of the SDF programme. In July 2023, following an open tender process, DCC contracted a consultant group comprising engineering, planning and environmental services firms WSP, BECA and Tonkin & Taylor (collectively known as ‘Kia Rōpine’), to support delivery of the SDF programme over the next three years (2023/24 to 2025/26). The total value of this contract is $1,931,184.

14 In August 2023, DCC also contracted a second consultant group comprising engineering, planning and environmental services firms Jacobs New Zealand Ltd, Royal HaskoningDHV and Bell Adapt Ltd, to undertake technical peer review of the risk assessment and adaptation approaches workstreams. The total value of this contract is $198,750.

15 The SDF programme technical assistance contracts are funded from a mix of DCC South Dunedin Future operational funding, ORC funding, and central government grant funding.

Recent SDF programme activities

16 The following points summarise work completed or ongoing across the SDF programme since the previous update report to the Strategy, Planning and Engagement Committee on 14 August 2023, broken down by workstream.

· Natural Hazards: ORC continues to lead the gathering and analysis of natural hazards information. This includes groundwater monitoring at 35 sites; engaging GNS Science to analyse groundwater levels and processes; continuing to monitor the sea level at the Green Island site (with the support of NIWA); updating maps of coastal inundation from extreme sea level; improving monitoring of vertical land motion in South Dunedin (with support from University of Otago, School of Surveying); and publishing a flyer summarising the “Science of South Dunedin”.

· Strategy and programme management: Planned updates and wide-ranging analysis of external factors – including interactions across central government, local government, with mana whenua, and affected communities – led to further development and revision of the SDF programme strategy. The revised strategy was approved by Councils in November 2023 (refer Item 10, DCC Council Meeting, 28 November 2023).

· Communications and community engagement: A further phase of community engagement was undertaken in September and October 2023, centred on three events:

i) ‘Meet the Scientists Night’: An event exploring underlying science topics of relevance to the impacts of climate change on South Dunedin.

ii) ‘Street meet and sausage sizzle’: A public event on South Dunedin’s main street that sought community feedback on views, values and ideas for adaptation.

iii) ‘What can we do about it?’: An event that explored adaptation experiences in New Zealand and The Netherlands, sought comments on existing approaches, and asked for ideas and new approaches from the community.

These events were complemented by engagements at Otago Polyfest and the South Dunedin Community Network Hui, both in October. More broadly, an extensive set of community engagements in 2023 saw the SDF programme distribute 14,000 flyers (two flyers, 7,000 copies each) to households in the focus area; write a letter to 1,700 non-resident property owners to build awareness of the programme; host 25 engagement meetings and eight major engagement events with an estimated 1,000 people reached face-to-face; receive over 2,000 unique webpage visitors, 400 individual pieces of feedback, and 75 survey responses.

· Risk assessment: Meetings, workshops, and collation of a range of existing reports and material on the natural hazards affecting South Dunedin and the associated risks to support the first stage of the risk assessment workstream – development of a Risk Identification Report. This work is described more fully in the ‘Discussion’ section below.

· Adaptation approaches development: Meetings, workshops and collation of a range of existing reports and material on the natural hazards, climate change impacts, land use planning, infrastructure, and other relevant factors to support the first two stages of the adaptation approaches workstream. This includes development of the Domestic and international good practice report and the Longlist of generic adaptation approaches. This work is described more fully in the ‘Discussion’ section below.

Future Development Strategy

17 DCC and ORC are collaborating to produce a Future Development Strategy (FDS), which focuses on ensuring Dunedin is a well-functioning urban environment, including having sufficient land and infrastructure for future growth. The FDS has similarities to the SDF programme, though differs in terms of scope, timeframes, and detail, so staff have sought to collaborate to ensure strategic coherence, noting South Dunedin specific issues will be explored in greater detail by the SDF programme over the period 2023-26, and that this information will inform subsequent strategic spatial planning processes, district plan changes, and other planning functions.

DISCUSSION

18 This section describes the key outputs produced for the risk assessment and adaptation approaches workstreams of the SDF programme. This includes the purpose of the reports, processes undertaken to develop them, the key findings, and next steps.

Risk Assessment

19 The SDF programme risk assessment workstream seeks to consider the potential for things of value in South Dunedin, including people, places and assets, to be negatively impacted by natural hazards and the effects of climate change. This includes the likelihood of certain impacts occurring and the consequences should they occur.

20 The risk assessment workstream will be delivered in three stages, as outlined below:

· Stage 1 – Risk identification: Includes identifying the natural hazards and ‘elements’ at risk (people, places and assets) and undertaking an initial high-level risk screening.

· Stage 2 – Confirming risk assessment methodology: Includes confirming overall risk assessment methodology, and key considerations such as interactions between natural hazards, exposure and vulnerability to risk; the consequences, indirect and cascading risks; and risks to mana whenua.

· Stage 3 – Detailed risk assessment: Includes undertaking quantitative and qualitative analysis of different risk scenarios to draw various conclusions and produce: maps showing spatial distribution of exposure risk pre and post assessment, and tables showing level of assessed risk for elements and community values.

21 It is anticipated that in some instances variations to the above structure will be necessary to account for particular constraints or context relating to the SDF programme, for example availability of information, readiness of stakeholders to engage in risk assessment work, and interdependencies with other parts of the programme or external factors. Adjustments may also be required to ensure new information and findings from ongoing work are accounted for.

22 During stage one of the risk assessment work, some variations were required relating to community input into identification of risks and confirming the assessment timeframes and scenarios. These variations were primarily due to information gaps and time constraints, and the corresponding tasks will now be undertaken early in stage two.

Risk Identification Report

23 The SDF Programme Risk Identification Report (Attachment B) seeks to gather and synthesise the extensive body of work that has been undertaken to date to understand the natural hazards affecting South Dunedin, the anticipated impacts of a changing climate, and the exposure, vulnerability, and risk to people, places and assets in the area. It presents a summary of the information available on the hazards that can impact South Dunedin and the elements (people places and assets) potentially at risk from these hazards.

24 Following best practice guidance from the Ministry for the Environment (MfE) on local government climate change risk assessments, and making best use of available information, the report:

· Collates available existing information regarding:

i) Hazard awareness in relation to rainfall induced flooding, coastal, groundwater and seismic natural hazards and climate change.

ii) People, place and asset information to support the exposure and vulnerability component of a risk assessment within South Dunedin.

· Provide a foundational understanding of natural hazard and climate change risk to South Dunedin that will be built upon in subsequent stages of the risk assessment.

25 This first stage of the risk assessment process has involved initial high-level screening of rainfall induced flooding, coastal, groundwater and seismic natural hazards facing South Dunedin against elements at risk (people, places, assets) within South Dunedin to identify direct physical risks within the area. The hazards and elements considered are detailed in the report and summarised in the table below.

Natural hazards and climate change hazards

Elements at risk in South Dunedin (people, places and assets)

· Extreme rainfall and flooding

· Coastal inundation

· Coastal erosion

· Tsunami

· Groundwater

· Earthquake

· Landslide

· Liquefaction

· Land subsidence

· Natural environment

· Buildings:

o Residential

o Educational

o Commercial

o Public amenities

o Heritage buildings

· Open spaces / sportsgrounds

· Sites of cultural significance

· Roads

· Rail infrastructure

· Water supply infrastructure

· Wastewater infrastructure

· Stormwater infrastructure

· Solid waste and contaminated sites

· Telecommunication infrastructure

· Electricity transmission and distribution

26 In addition to the initial screening, risk statements and descriptions have been developed for all identified risks, supplemented by an initial commentary on the potential downstream indirect risks they may generate across social, economic, environment and cultural domains. These indirect risks are identified and discussed in the report against the following broad categories:

· Human health and wellbeing.

· Exacerbating existing inequities and creating new inequities.

· Risks to Kāi Tahu sites, identity and practices, and non-Kāi Tahu cultural heritage sites, due to climate change.

· Risks to community cohesion and resilience from climate change.

· Provision of public services.

· Financial hardships including increasing cost of doing business and availability of insurance.

· Environmental degradation.

Key Findings

27 The key finding at this early stage is that all ‘elements’ assessed – that is people, places and assets - are at direct physical risk from all the hazards included in the assessment. This finding reflects the broad and complex hazard and risk scape in South Dunedin. The risks identified are not uniform, but could vary greatly, including in terms of spatial extent, severity, and consequence. Subsequent stages of the risk assessment workstream will explore interactions between natural hazards, and direct, indirect and cascading risks in more detail.

28 Moreover, the interactions between natural hazards and the interconnectedness of physical elements within South Dunedin means that any disruptions or impacts on one part of the system can trigger a range of complex, interrelated and cascading consequences. Many of these risks to the physical elements of South Dunedin will result in indirect risks to people, communities, businesses, culture, and services within South Dunedin and the wider city. These interactions and interconnectedness will be considered further during the next stages of the risk assessment.

Risk Assessment Workstream – Next Steps

29 The contextual summary and initial high-level risk screening findings provided in the Risk Identification Report will inform subsequent stages of the risk assessment. This will include developing the methodology to assess risk, conversations with affected communities and mana whenua about risk, and the detailed assessment of the identified risks. Risk identification report will also inform other workstreams, providing a basis for further natural hazards assessments, communications and community engagement, and development of adaptation approaches.

Adaptation Approaches

30 The primary objective of the SDF programme is to produce a climate change adaptation plan for South Dunedin. Developing approaches for adapting to the locked-in and anticipated impacts of climate change and the associated natural hazards on South Dunedin, and weaving these together into a consolidated adaptation plan, will be a complex and iterative process.

31 This work is undertaken by the adaptation approaches workstream. It includes identifying potential adaptation approaches, assessing the respective merits, constraints and trade-offs associated with each, refining approaches through technical assessment and community engagement, and developing a coherent final package (including approaches, options, pathways, signals and triggers), then integrating into an adaptation plan for South Dunedin.

32 Internationally and in New Zealand, the ‘PARA’ framework (protect, avoid, retreat, accommodate) is used to identify and explain the types of actions or “approaches” that might be taken to adapt to natural hazards and the impacts of climate change. This framework, which is recommended by MfE^{^[1]} and in common use across local government, has been adopted by the SDF programme. A summary of the PARA categories is included below:

· Protect – Staying in place and building defences, e.g. pumps, pipes and seawalls

· Avoid – Staying away from areas where the risk is too high, e.g. restricting or preventing development and making changes to existing land use.

· Retreat – Purposely moving away from areas where the risk is too high, e.g. red-zoning, placing restrictions on land use and relocating community assets.

· Accommodate – Staying in place and making changes to building and infrastructure to improve resilience.

33 The SDF programme adaptation approaches workstream will be delivered in five stages: (i) domestic and international good practice review; (ii) longlist of generic adaptation approaches; (iii) longlist of spatial approaches; (iv) shortlist of spatial approaches; (v) preferred approaches.

· Stage 1 – Domestic and international good practice review: Includes researching and showcasing a selection of relevant and innovative adaptation approaches, both in New Zealand an internationally, which could have relevance and potentially be applied in a South Dunedin context.

· Stage 2 – Longlist of generic adaptation approaches: Includes identifying a list of 15-20 generic adaptation approaches that could reasonably be expected to mitigate the impacts of natural hazard and climate change risks in a South Dunedin context.

· Stage 3 – Longlist of spatial approaches: Includes adding a GIS component to the work to spatially differentiate hazards, risk, objectives and approaches across different areas of South Dunedin. This would enable further refinement of approaches.

· Stage 4 – Shortlist of spatial approaches: Includes narrowing approaches to a spatial shortlist, including through spatial assessments and use of multi criteria assessment (MCA) analysis.

· Stage 5 – Preferred adaptation approaches: Includes finalising preferred approaches and pathways, including spatial assessments, and use of multi criteria assessment (MCA) analysis.

34 The focus of this paper is stages one and two of the adaptation approaches workstream and technical reports relating to these stages are attached.

Domestic and International Good Practice Review Report

35 The Domestic and International Good Practice Review Report (Attachment C) constitutes stage one of the adaptation approaches workstream. It seeks to provide insights and transferrable lessons for South Dunedin and act as a supporting document for development of the generic longlist of adaptation approaches. The report builds on previous case study work, including a report by Golder Deltares in 2017 that considered options for managing rising groundwater in South Dunedin. It examines four case studies, selected using criteria that included alignment with the PARA framework, relevance to South Dunedin, and availability of up to date and insightful information. The case studies are summarised below:

· House raising - Australia and New Zealand: emerging lessons from property level adaptation initiatives.

· Cloudburst Management Plan – Copenhagen, Denmark: A city-scale response to increasing flood risk incorporating blue, green, and grey adaptation approaches.

· Residential retreat, Christchurch, New Zealand: transferable lessons from post-earthquake retreat.

· Long Bay Development - Auckland, New Zealand: An innovative example of stormwater management and making space for nature.

36 The report explores the approach used in each of the case studies, describes the context, outcomes and applicability for South Dunedin. A key underlying theme is that approaches and approaches studied all work best in combination, with the main takeaway being there is unlikely to be a single, one-off solution for managing the impacts of climate change and associated natural hazards in South Dunedin. The report makes some recommendations for further case study-related work that could be undertaken to inform future stages of the adaptation approaches workstream.

Longlist of Generic Adaptation Approaches

37 The Longlist of Generic Adaptation Approaches – Context Summary Report (Attachment D) and 16 Factsheets in the supporting Annex A-1 (Attachment E) constitute stage two of the adaptation approaches workstream.

Context Summary Report

38 The Context Summary Report describes the SDF programme context, including the ‘case for change’ and wider strategic objectives described in the recent South Dunedin Future Programme – Strategy Update paper (Item 10, DCC Council Meeting, 28 November 2023). Against this backdrop, the report then articulates a specific set of problems that the adaption approaches are intended to address, including:

· Historically, South Dunedin was a wetland, and the legacy practice of draining and reclamation has erased culturally significant landscapes and resources for Kai Tahu and Te Rūnanga o Ōtākou. Tangaroa (the sea) continues to shape and reshape te taiao (the environment).

· The water infrastructure in South Dunedin was largely constructed more than 50 years ago (96% of the network before 1980 and 46% of the pipe network constructed before 1940). This infrastructure is aging and is vulnerable to failure during extreme events.

· South Dunedin is a highly developed, dense, hazard prone area that provides homes for roughly 10% of Dunedin’s population. It particularly provides affordable housing for some communities that are already socio-economically disadvantaged.

· The communities and businesses in the area have significant exposure to, and as a result are less able to recover from flood events that will occur with increasing frequency and severity over time.

· Following the 2015 flood, communities in South Dunedin have reported feeling anxious when it rains and uncertain about the future.

39 The Context Summary Report presents a summary of the planned methodological approach with a focus on the overarching frameworks, such as Dynamic Adaptive Planning Pathways (DAPP), Better Business Cases (BBC), and Multi Criteria Assessment (MCA), noting detail will be developed in later stages. The report outlines the factors and considerations informing development of the long list of generic adaptation approaches by building on site specific investigations over the past decade.

40 The report explains the natural hazards, climate change impacts, and associated risks that have been used to develop the longlist of generic adaptation approaches, balancing these against existing infrastructure performance, and linking to the Risk Assessment Report.

41 In describing the initial development process, the report notes possible approaches were identified and collated to create an initial “long long” list from national and international case studies and previous reports specific to South Dunedin, alongside further nominations received from subject matter experts within the consultant team, complemented by ideas received through public ‘crowdsourcing’ initiatives. This “long long” list is noted in the report.

42 Criteria for organising the relative merits, challenges or constraints of various adaptation approaches were developed, based on strategic objectives, technical requirements and available information, and used to identify high-level advantageous and disadvantageous characteristics. These criteria include:

· Time (lead time to implement and design life)

· Cost (including whole of life)

· Emissions (beyond solely carbon footprint), pollution, and material re-use.

· Health of and connection to the natural environment

· Generational flexibility

· Technical feasibility (including ease of consenting and legal requirements)

· Technical efficacy

· Social co-benefits (such as economic potential, community ownership, wellbeing, housing affordability)

· Maintained sense of place / identity

· Interdependencies (e.g. when other approaches would be required or useful in combination as well as at a city-scale in terms of cascading impacts)

43 In stage two of this workstream, longlist of generic adaptation approaches, potential approaches are identified and an initial high-level assessment undertaken. Importantly, approaches are not scored at this early stage as this allows further time to fully build understanding of the relative merits of the approaches being explored.

44 In the third stage of the workstream, longlist of spatial adaptation approaches, assessment will be undertaken against a series of critical success factors and fatal flaws. To progress to the spatial long list stage approaches should, as a minimum, achieve critical success factors and have no ‘fatal flaws’. At the fourth stage of the workstream, spatial shortlist of approaches, a full MCA will be undertaken for each option, including scoring against agreed criteria.

Key Findings - Factsheets

45 In Annex A-1 of the Context Summary Report, Factsheets are presented for each of the 16 generic adaptation approaches on the generic longlist, which essentially capture the key findings of this stage of work. Grouped according to the PARA framework, these Factsheets provide a description of the adaptation option, note key characteristics and categorise these into pros, cons and neutral elements, note strategic considerations and comment on linkages to the SDF programme’s strategic objectives. Visualisations are also included with each approach.

46 The longlist of generic adaptation approaches comprises the following:

Protect

· Ground reinforcements: Ground reinforcement is a preventative method to stabilise soils and reduce liquefaction potential. Methods include densification of the crust or deeper liquifiable soils, crust strengthening, reinforcement, containment by ground reinforcement or curtain walls, and drainage improvements using stone columns or earthquake drums.

· Groundwater lowering / drainage / dewatering wells: The presence of shallow groundwater beneath South Dunedin exposes the area to the threat of groundwater flooding. The extent of the groundwater lowering is specific to soil type, groundwater conditions, geology and is limited to above ground surroundings. Options to lower the groundwater could include drainage and dewatering wells.

· Land grading: Land grading (also known as land elevation) is a flood risk management strategy that involves physically raising the ground level above the floodplain (existing and future). It is a measure that reduces the exposure of all activities located on the raised land.

· Conveyance improvements: Conveyance improvements involve the enhancement or modification of existing and new drainage systems. This might involve combinations of installing larger pumps and pipes to increase water flow, intercepting and diverting flows upstream, creating engineered channels or canals and/or enhancing stormwater conveyance capacity both overland and through piped networks.

· Remove wastewater network overflows and cross-connections: Removing wastewater network overflows would avoid wastewater spilling out from gully traps, manholes, or engineered/constructed overflow points when the network has reached full capacity protecting people from health risks associated with flooding. Stormwater “inflow and infiltration” into the wastewater network is a significant problem and a main cause for wastewater overflows.

· Dedicated water storage: Dedicated water storage areas include detention basins, ponds and wetlands that can be located at the coast or inland. They feature a permanent allocation of land/space for water storage, which typically incorporates a permanent body of water and a “live” storage component which fills during storms and is slowly released once the storm has passed. Can be incorporated into broader “Sponge City” concepts.

· Floodable infrastructure: “Floodable infrastructure” refers to open spaces, green spaces (e.g., parks, reserves), carparks, and roads being transformed into intentional temporary flood storage zones or overland flow paths to protect other areas from flooding.

· Increase permeability of ground surface: Increasing permeability of the ground surface improves the receiving environment’s ability to absorb and/or manage excess rainwater, reducing the volume and rate of runoff that would otherwise go through to the stormwater network. Reducing peak volumetric flows of water is important in reducing flooding in urban areas.

· Coastal protection: Coastal protection comprises various tactics aimed at safeguarding coastal areas and can include ‘hard’ or ‘soft’ engineering options, each of which have strengths and drawbacks. Hard options for coastal protection include sea walls, revetments, berms, dykes, tidal barriers, groynes, breakwaters and flap gates on stormwater networks create an impermeable barrier that keeps the sea from inundating the land. Soft engineering options like salt marsh, coastal wetlands, sand placement and dune restoration can be established at the coastal edge to reduce wave energy and surge effects and therefore erosion.

Accommodate

· Behavioural / societal changes: Resilience can be understood as the ability to prepare, respond, cope, and recover from natural hazard events, learning from past experiences and adapting accordingly. In the context of societal and behavioural changes, resilience strategies aim to reduce the impacts of hazards by emphasizing prevention and preparedness.

· Readiness and Response: “Readiness” (also known as “Preparedness”) measures typically refer to the operational systems, capabilities and educational activities that are put in place before an acute event. “Response” refers to actions taken during or immediately after an emergency event like a flood or earthquake. This typically involves consideration of risk assessment and planning, early warning systems, public education campaigns, emergency response plans, including deploying temporary flood barriers (e.g. sandbags) and providing support services prior, during and immediately after an event.

· Property level interventions: Property level interventions refer to adjustments or modifications that are made directly to individual properties to enhance their resilience against flooding. These could include raising homes, waterproofing first floors, rain tanks, flood barriers, or other individual property level interventions.

Retreat

· Reactive retreat: Reactive retreat is the withdrawal, relocation or abandonment of private or public assets in response to immediate threats or after damage has already occurred. It involves a more reactive approach where decisions are made in direct response to acute events like storms, flooding, tsunami, earthquakes or rapid erosion. Reactive retreat can include: emergency evacuation; and post-disaster buyouts or post-insurance withdrawal buyouts.

· Managed relocation: Managed relocation (proactive retreat) is a strategic decision to withdraw, relocate or abandon private or public assets (including land and buildings) before significant damage occurs. It focuses on identifying areas at high or intolerable future risk of natural and climate hazards, thereby minimising long-term risk exposure by transferring people, property and assets away from these areas before the impacts of the hazard are experienced. Managed relocation can take a range of forms which can be phased overtime, including: voluntary buyouts on open market; buyouts with climate leases; targeted retreat of built environment; and retreat of critical infrastructure from vulnerable sites.

Avoid

· More restrictive building/development standards: These approaches involve controls on development to reduce exposure and vulnerability to hazards such as earthquakes and coastal flooding. They may include more restrictive standards, development guides, regional and district plan rules, resource consent conditions, bylaws, urban development or growth strategies to mitigate the impact of a hazard. The building code/building consent process could incorporate structural specifications to improve built environment resilience.

· No new development/redevelopment or change of land use that may exacerbate risk: Restricting development of land uses through planning rules, can prevent further development and, overtime, reduce exposure to hazards. The aim of this approach is to ensure that any change in the South Dunedin area does not increase risk. This approach may also identify that an area may not be viable for development in the longer term and change the land use in the district plan to enable retreat.

Adaptation Approaches Workstream – Next Steps

47 Subject to Council decisions and direction relating to the longlist of generic adaptation approaches for South Dunedin, the next steps would involve developing the approaches into a format suitable for public communication and undertaking a range of community engagement activities to build awareness and understanding of the approaches and collect community views. This information would then be combined with additional technical work to support the next stage of the workstream, developing a spatial long list of approaches, which would add a GIS component to the work to spatially differentiate hazards, risk, objectives and approaches across different areas of South Dunedin.

Technical Peer Review

48 The SDF programme includes technical peer review of work undertaken by the risk assessment and adaptation approaches workstreams. This peer review process is intended to enhance the technical robustness of the work and help ensure the SDF programme operates on the best available information.

49 The following reports, all included as attachments to this paper, have been subject to technical peer review by Jacobs New Zealand Ltd, supported by Royal HaskoningDHV and Bell Adapt Ltd:

· Risk Identification Report;

· The Domestic and International Good Practice Report;

· Longlist of Generic Adaptation Approaches – Context Summary Report; and

· 16 Factsheets in the supporting Annex A-1.

50 The technical peer review process resulted in a range of amendments to the reports, based on feedback from peer reviewers. It has not, however, resulted in consensus across the technical specialists developing and reviewing the reports.

51 For the Risk Identification Report, there remain differences in professional opinion, preferences for various technical approaches over others, and issues to resolve in subsequent stages of the SDF programme. These will be an early focus of stage two of the risk assessment workstream, which involves confirming the risk assessment methodology.

OPTIONS

52 Two options are outlined below which involve either proceeding with the SDF programme as scheduled or delaying the programme to undertake additional work as directed by Council. The respective advantages and disadvantages of each option are described in bullet points.

Option One – Recommended Option

53 This option includes proceeding as outlined in the SDF programme plan and according to the high-level scheduled in Attachment A. It would involve Council noting the Risk Identification Report, endorsing the attached Longlist of generic adaptation approaches – Context Summary Report and 16 factsheets, and approving the SDF programme team undertaking engagement with partners, stakeholders and affected communities on the basis of these documents.

Advantages

· Enables the SDF programme to remain on schedule by completing the first major deliverables in the risk assessment and adaptation approaches workstreams on time and within budget, and to commence planned community engagement.

· Enables the SDF programme to deliver on stated objectives and to move the conversation forward, promoting confidence with partners, stakeholders and affected communities, and further building positive forward momentum for the programme.

· Avoids potential delays and additional work, which could negatively impact stakeholder confidence, lead to additional unforeseen costs, and have negative downstream effects for other SDF programme workstreams and activities.

· Enables staff and consultant teams to turn their focus to subsequent stages of the SDF programme, which is work that is expected to be more complex and challenging.

Disadvantages

· Establishing the longlist of generic adaptation approaches now, while a range of uncertainties and information gaps still exist, could mean new information leads to substantive or disruptive shifts in the SDF programme. However, the iterative nature of the DAPP process and the SDF programme structure and staging, will provide further opportunities to work with and around these uncertainties and to fill information gaps.

· Moving forward to the next stage of the SDF programme could be viewed by some stakeholders as moving too fast, before they have had an opportunity to fully understand and engage with the key issues. This could be managed by more in-depth communications and community engagement, which is the planned next step for the SDF programme.

Option Two

54 This option would involve Council requesting further work on the risk assessment or adaptation approaches development workstreams, before approving planned engagement with partners, stakeholders and affected communities.

Advantages

· Undertaking additional work could enable filling some existing information gaps and resolving some technical issues or programme uncertainties, potentially helping avoid substantive or disruptive shifts in the SDF programme at a later stage.

· The SDF programme could continue to undertake communications and community engagement activities to raise the profile of the programme and reach a greater number of stakeholders prior to making initial decisions about the longlist of generic adaptation approaches. This could help avoid perceptions that the SDF programme is moving too fast.

Disadvantages

· This would likely prevent the SDF programme from remaining on schedule by delaying completion of the first major deliverables in the risk assessment and adaptation approaches workstreams, which would likely lead to delays.

· Not delivering on stated objectives and slowing programme momentum could negatively affect partner, stakeholder and community confidence in the SDF programme.

· Potential delays and additional work could lead to unforeseen costs and have negative downstream effects for other SDF programme workstreams and activities.

NEXT STEPS

55 The following work is ongoing under the SDF programme:

· ORC continues to undertake scientific and technical work to further identify, monitor and predict natural hazards and their likely impact on South Dunedin.

· Staff continue to develop the SDF programme partnership with mana whenua, including by establishing structures and processes to engage mana whenua and Māori communities, exploring programme-specific aspirations, and seeking to integrate mātauraka Māori and te ao Māori into the programme planning and processes.

56 Subject to Council decisions and direction, the next steps for the SDF programme are to:

· Design and deliver communications and community engagement plans and activities associated with the longlist of generic adaptation approaches.

· Finalise two further flyers and publish in December 2023 / January 2024, including:

i) Flyer #3: Focussing on values and objectives, playing back to the community key messages collected from central government, local government, mana whenua, and through community engagement; explaining how that has informed the strategy for the programme, and outlining what that is in plain language.

ii) Flyer #4: Summarising the longlist of generic adaptation approaches, including though visuals, and basic information on the features, pros and cons of each option.

· Commence technical work on the second stage of the risk assessment workstream, finalising the risk assessment methodology; and on the third stage of the adaptation approaches workstream, which is developing a spatial longlist of approaches.

Signatories

Author:

Jonathan Rowe - Programme Manager, South Dunedin Future

Hannah Harland - Programme Officer, Huringa Āhuarangi Te Tonga o Ōtepoti / South Dunedin Future

Authoriser:

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

David Ward - Acting General Manager Infrastructure and Development

Attachments

	Title	Page
⇨a	A3 South Dunedin Future Programme Overview (Under Separate Cover 1)
⇨b	SDF Risk Identification Report (Final) (Under Separate Cover 1)
⇨c	SDF Domestic and International Good Practice Case Studies Report (Final) (Under Separate Cover 1)
⇨d	SDF Generic Longlist of Adaptation Approaches - Context Summary Report (Final) (Under Separate Cover 1)
⇨e	SDF Generic Longlist of Adaptation Approaches - Factsheets (Final) (Under Separate Cover 1)

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

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

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

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

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

Fit with strategic framework

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

The SDF Programme is a horizontal initiative, working across a range of vertical strategies, groups, and budgets in both DCC and ORC. This horizontal focus is intended to drive greater strategic coherence across Councils’ strategies and operations regarding South Dunedin, particularly those with a direct climate change dimension. As such, the programme has links to a wide range of strategic objectives. These are described in the paper and attachments, which build on previous advice on strategy and policy considerations, provided in the following reports:

· South Dunedin Future – Programme Update, Item 8, DCC Council, 23 November 2021

· South Dunedin Future – Interim Update, Item 8, Planning & Environment Committee, 4 April 2022

· South Dunedin Future – Programme Plan, Item 9, Planning & Environment Committee, 6 July 2022

· South Dunedin Future – Programme Update, Item 9, Strategy, Planning & Engagement Committee, 14 August 2023

· South Dunedin Future – Programme Strategy Update, Item 10, DCC Council, 28 November 2023

Māori Impact Statement

Accurately reflecting and integrating the principles of the Treaty of Waitangi, and Crown’s partnership with Māori, is a central element of the SDF Programme. This is currently envisaged to include governance arrangements, aligning strategic objectives with te ao Māori, matauraka Māori, and mana whenua aspirations; providing meaningful opportunities for all Māori to input their views and values; and identifying and agreeing Māori-specific programme outputs. These are described in the paper and attachments.

Sustainability

Sustainability will be a central component of the SDF Programme as it seeks to develop climate change adaptation options for South Dunedin over short-, medium- and long-term timeframes. This work will be integrated with the wider climate change work programme, including aligning with DCC’s Emissions Management and Reduction Plan 2022 and Zero Carbon Plan 2023.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The programme management team and core programme actions within the SDF Programme have dedicated resourcing in the 2021-2031 10-Year Plan. Programme activities and projects (i.e. programme-related initiatives managed by other DCC or ORC teams) are subject to the planning and budgeting processes of those teams. The expectation is these activities and projects will be aligned with the infrastructure strategy (if/as appropriate). Programme planning will be aligned with the development of the 2024-2034 10-Year Plan, including the infrastructure strategy.

Financial considerations

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

Significance

This issue is considered high in terms of the Council’s Significance and Engagement Policy. Community engagement will be a central element of the SDF Programme, and extensive engagement is planned in future stages, in accordance programme plan and with relevance council polices.

Engagement – external

Extensive external engagement has been undertaken on the SDF Programme between 2020-23, as outlined in the paper. Regular engagement is also undertaken with central government, local government, and other interest groups.

Engagement - internal

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

Risks: Legal / Health and Safety etc.

There are no anticipated legal/health and safety risks associated with this report. Risks relating to the SDF Programme are described in the Programme Plan (Page 71, link).

Conflict of Interest

There are no conflicts of interest to declare with this report.

Community Boards

Community boards have not been involved with the development of this report.

Council

5 December 2023

Developing a Climate Change Adaptation Plan for Dunedin City

Department: Maori, Partnerships & Policy

EXECUTIVE SUMMARY

1 The purpose of this report is to canvas key considerations and options for developing a climate change adaptation plan for Dunedin and to seek direction from Council about which option(s) should be explored further.

2 Our climate is changing. The potential impact of these changes on Dunedin’s landforms, wildlife, infrastructure and communities is significant. This has generated the need for a more adaptive approach to planning and in response Council has requested advice on developing an adaptation plan for Dunedin. This report provides an initial assessment of the key considerations and potential process to develop such a plan.

3 This report includes a summary of the global, regional and local climate change context. Against that backdrop, it then explores a range of key considerations of relevance to adaptation planning. This includes uncertainties about national direction, learnings from existing adaptation activities, merits of Dynamic Adaptive Planning Pathways (DAPP), and approaches to hazard and risk identification, communications and community engagement.

4 The importance of partnership is emphasised. Early engagement with mana whenua and integration of mātauraka Māori and te ao Māori into the process is recommended, as is some form of collaboration with the Otago Regional Council (ORC).

5 The report then describes potential structures and approaches that could be utilised to develop a Dunedin adaptation plan and signals the potential resource implications associated with each. Finally, three options are presented based on the mix of potential approaches and structures, including:

a) a comprehensive package of high-level city-wide adaptation plan and place-based adaptation plans delivered via a new internal adaptation function within DCC;

b) a comprehensive package of high-level city-wide adaptation plan and place-based adaptation plans delivered via a new programme; or

c) a more limited, staged approach that delivers a high-level city-wide adaptation plan via a discrete project, with decisions on place-based adaptation plans deferred until later.

6 Subject to Council decisions and direction, staff will undertake further work to scope development of a Dunedin adaptation plan in greater detail, working it into the Long Term Plan (2024-34) process, and reflecting the particular approach preferred by Council.

RECOMMENDATIONS

That the Council:

a) Notes the context and key considerations in adaptation planning outlined in the paper and guidance this provides for scoping of a Dunedin adaptation plan.

b) Notes that adaptation planning for Dunedin will likely require both a high-level, city-wide assessment and planning, combined with more detailed place-based planning, which could be developed separately or as a single comprehensive package.

c) Notes the three potential structures proposed for developing a Dunedin adaptation plan, including an adaptation function within council, a programme, or project.

d) Notes the potential resource implications of developing a Dunedin adaptation plan, and that more detailed cost estimates could be provided based on Council direction on a preferred approach and structure.

e) Endorses further work to scope development of a Dunedin adaptation plan based on the following approach/structure:

i) Option One (Comprehensive/Core Adaptation Function) – Establishing a dedicated adaptation planning resource within DCC with responsibility for developing (i) a high-level, city-wide adaptation plan for Dunedin; (ii) a series of lower-level plans covering specific domains or smaller geographic areas in greater detail (as required); and (iii) managing existing adaptation planning work.

ii) Option Two (Comprehensive/Programme) – Establishing a dedicated programme to develop (i) a high-level city-wide adaptation plan for Dunedin and (ii) a series of lower-level plans covering specific domains or smaller geographic areas in greater detail (as required).

iii) Option Three (Limited/Project) – Establishing a dedicated project to develop a high-level city-wide adaptation plan for Dunedin.

f) Notes that further work to scope development of a Dunedin adaptation plan would be incorporated into the Long Term Plan (2024-34) processes, including budgeting.

g) Endorses staff formally engaging mana whenua to discuss development of a Dunedin adaptation plan.

h) Endorses staff formally engaging with Otago Regional Council to explore options for cross-council collaboration to develop a Dunedin adaptation plan.

BACKGROUND

7 In May 2023, Councillors discussed the anticipated impacts of sea-level rise on selected council assets and the potential costs associated with their ongoing maintenance and renewal. Subsequently, Council resolved to develop a climate change adaptation plan, as follows:

Moved (Cr Sophie Barker/Cr Kevin Gilbert):

That the Council:

a) Adds the development of a Climate Adaptation Plan to its forward work plan.

b) Notes that progress updates will be reported to the Strategy Planning and Engagement Committee.

c) Notes the first report will provide a stocktake of the current work and outline next steps including resourcing requirements.

d) Notes that the first report will be to the November 2023 Strategy Planning and Engagement Committee meeting.

Motion carried (CNL/2023/117) with Cr Lee Vandervis recording his vote against.

Scope

8 The scope of this work is understood to refer to a Dunedin climate change adaptation plan, covering all of Dunedin city including areas within the Community Board boundaries of Strath Taieri, Mosgiel-Taieri, Saddle Hill, Otago Peninsula, West Harbour, and the Waikouaiti Coast.

9 Adaptation means adjusting to the actual or expected climate and its effects, to reduce harm and take advantage of new opportunities. This includes the need for local adaptation planning.

10 Adaptation planning^{^[2]} is the process of developing a general plan of action for addressing the impacts of natural hazards and climate change, while accounting for the variability and uncertainty of those impacts. It can involve a mix of policies, approaches, and actions that have the overarching objective of reducing vulnerability and increasing resilience to the impacts of climate change. Adaptation planning is a key tool for transitioning from a phase of awareness to the building of actual strategies and plans.

DISCUSSION

Global climate change context

11 In its Climate Change 2023 Synthesis Report (AR6), the International Panel on Climate Change (IPCC) notes in relation to our changing climate:

Human activities, principally through emissions of greenhouse gases, have unequivocally caused global warming, with global surface temperature reaching 1.1°C above 1850-1900 in 2011-2020. Global greenhouse gas emissions have continued to increase, with unequal historical and ongoing contributions arising from unsustainable energy use, land use and land-use change, lifestyles and patterns of consumption and production across regions, between and within countries, and among individuals (high confidence).^{^[3]}

In relation to observed changes and impacts, the AR6 report further notes:

Widespread and rapid changes in the atmosphere, ocean, cryosphere and biosphere have occurred. Human-caused climate change is already affecting many weather and climate extremes in every region across the globe. This has led to widespread adverse impacts and related losses and damages to nature and people (high confidence). Vulnerable communities who have historically contributed the least to current climate change are disproportionately affected (high confidence).^{^[4]}

Regional climate change context

12 In 2019, the Otago Regional Council (ORC) commissioned NIWA to analyse projected climate changes for the Otago region, focussing on expected changes for various climate variables out to 2100. The resulting report, Climate change projections for the Otago Region, noted:

Climate change is already affecting New Zealand and Otago with downstream effects on our natural environment, the economy, and communities. In the coming decades, climate change is highly likely to increasingly pose challenges to New Zealanders’ way of life.^{^[5]}

13 Key findings in the NIWA report include predicted temperature rises in the Otago region of 0.5-1.5°C by 2040, and 0.5-3.5°C by 2090; increasing annual rainfall, but with greater seasonal and geographical variations; increasing severity in extreme, rare rainfall events; decreased dry days in coastal areas, but increased for inland parts of Otago; with annual average fresh water flows expected to increase and floods likely to become larger across Otago.

14 These regional impacts were further elaborated in the Otago Climate Change Risk Assessment (OCCRA), commissioned by ORC and prepared by Tonkin & Taylor in 2021. The OCCRA sought to assess how climate change may impact on the lives, livelihoods, and the environment in Otago, supporting efforts to adapt and mitigate climate change, including by making informed and responsible decisions.

15 The OCCRA detailed a range of climate change related risks for the Otago region across three different time horizons (current, mid-century, end of century) and in relation to five domains, including^{^[6]}:

a) Natural environment, such as risks to ecosystems from increasing temperatures, changes in rainfall, reduced snow and ice.

b) Human (people and society), such as risks to Kāi Tahu sites, identity and tikanga (practices), increased inequalities and cost of living, and mental and physical health.

c) Built environment, such as risks to buildings and open spaces, including inland and coastal flooding, coastal erosion, sea level rise, salinity stress.

d) Economy, such as risks to the tourism sector and cost of doing business, including from drought, flooding, reduced snow and ice, and extreme events.

e) Governance, such as risk of local authorities lacking capacity to effectively respond to climate change.

16 In addition, in May 2022, the New Zealand SeaRise Programme: Te Tai Pari O Aotearoa released location specific sea-level rise projections out to the year 2300 for every two kilometres of the New Zealand coast. This publicly available information includes mid-range^{^[7]} projections of relative sea-level rise of 0.6 metres (within a range of 0.43m-0.82m) at St Clair-St Kilda by 2100, and similar levels for Dunedin’s surrounding coastal areas and settlements.

17 These reports, and many others relating to the global, regional and local impacts of climate change, set an overarching context for considering an approach for developing a climate change adaptation plan for Dunedin.

Dunedin climate change context

18 A comprehensive study into potential climate change impacts on Dunedin was undertaken in 2010. In the resulting report^{^[8]}, Climate Change Impacts on Dunedin, Professor Blair Fitzharris identified the main areas of Dunedin at risk from projected climate change. These included low-lying, densely populated, urban areas, especially South Dunedin; coasts and their communities; major transport infrastructure including Dunedin Airport; and natural ecosystems.

19 Five ‘hotspot’ areas of the city were identified as being especially vulnerable to change: the South Dunedin urban area, including the St Clair and St Kilda shoreline; the harbour-side shoreline, including the entrance to Otago Harbour; the lower Taieri Plain, especially Dunedin Airport; populated estuaries along the Pacific Coast; and conservation lands of upland regions.

20 Prof Fitzharris recommended the DCC should develop policy responses that focus on adaptation to the expected changes because major long-term planning and infrastructure problems would result from the expected very large and ongoing impacts.

Key considerations in adaptation planning

21 The following sections describe emerging standardisation and best practice approaches to climate change adaptation planning in New Zealand, including with reference to current council programmes, using this as starting framework. Within this framework, options are presented for approaching development of a Dunedin adaptation plan.

National adaptation planning context and uncertainty

22 There is an emerging body of adaptation planning and practice across New Zealand, which is typically led by local government agencies, informed by academic and technical research, and shaped by central Government policy and guidance. The Proposed Regional Policy Statement for Otago includes provisions that have relevance for adaption planning and roles and responsibilities, which can provide some guidance for councils in this region. There is, however, no overarching national climate change adaptation framework or system codifying a clear mandate, roles or responsibilities for local government. This creates a degree of uncertainty and signals from the incoming Government indicate further potential changes to legislation, regulations and policy of relevance to climate change adaptation. The localised nature of adaptation planning suggests an ongoing and central role for local government, though the scope and nature of that role is yet to be codified.

Existing adaptation work programmes

23 Climate change adaptation-related work is being undertaken by many teams and projects across DCC, including in Three Waters, Transport, City Development, Parks and Recreation, and other areas. The following initiatives have natural hazard and climate change adaptation as a core focus:

a) St Clair-St Kilda Coastal Plan I Whakahekerau – Rakiātea Rautaki Tai – A project to develop an adaptation plan for the effects of coastal hazards and climate change on the Pacific Coast.

b) Coastal Hazards Screening Project – A project assessing the risk posed to coastal areas of Dunedin city and assessing the areas most vulnerable to coastal hazards under current and future climatic conditions.

c) South Dunedin Future Programme (SDF) – A joint initiative between DCC and ORC to develop a climate change adaptation plan for South Dunedin.

d) 3 Waters Integrated System Planning (ISP) – A complex project assessing future system performance requirements of the stormwater, wastewater and freshwater networks under various population, infrastructure, and climate change scenarios.

24 In addition to these initiatives, ORC is delivering climate adaptation planning programmes for the Head of Lake Wakatipu (Glenorchy), Lower Taieri and the Clutha Delta.

Learnings from existing adaptation work

25 Some key learnings from the existing adaptation work include:

a) Information requirements – Adaptation planning can require a lot of information, particularly understanding the natural environment, the impacts of a changing climate, the views, values and characteristics of affected communities, and the options available for adapting to change.

b) Community engagement – The effects of a changing climate and the actions taken to adapt to those changes can be very impactful on affected communities. Therefore, community engagement has been important for increasing awareness of the issues, seeking buy-in to adaptation planning processes, and building support for agreed actions.

c) Collaboration – The cross-cutting nature of climate change means the effects are felt across human and natural systems. It has therefore been important to collaborate across different teams within council, with other councils and agencies, and with a range of external partners and stakeholders to ensure a comprehensive planning approach.

d) Time and resource commitments – The complex and integrated nature of adaptation planning means it can require significant resources and extended time periods, particularly in terms of technical work, community engagement, and coordination.

Dynamic adaptive pathways planning (DAPP)

26 The established best practice approach for climate change adaptation planning is the dynamic adaptive planning pathways (DAPP) approach. As its name suggests, it identifies ways forward (pathways) despite uncertainty, while remaining responsive to change should this be needed (dynamic). This can enable the development of adaptation plans even with limited information, such as uncertainty about the nature, scale, and onset of climate change impacts. DAPP also places communities at the centre of the adaptation planning process, balancing technical work with community engagement, to provide a more balanced, holistic plan.

27 The DAPP approach recommended by the Ministry for the Environment (MfE)^{^[9]}, is the dominant adaptation planning approach promoted by adaptation researchers and is the most used approach across local government. DAPP is currently guiding the South Dunedin Future programme, ORC’s adaptation planning at the Head of Lake Wakatipu and Clutha Delta, and DCC 3 Waters Group’s Integrated Systems Planning (ISP) for Dunedin storm water, wastewater and freshwater networks. The DAPP process involves several phases and stages, and includes assessment of hazards and climate impacts, community engagement, risk assessment, adaptation approaches and pathway development, implementation, monitoring and evaluation.

28 Implementation of DAPP is not without its challenges, including its complex and circular nature, focus on flexibility over certainty, and difficulty integrating with council planning and budgeting processes. These issues are gradually being worked through as experience with DAPP increases.

Natural hazards and climate change

29 Experience across DCC and ORC has emphasised the merits of taking a multi-hazard approach to adaptation planning, programmes and projects. Changes in climate and climate-related hazards are just one driver of the need to adapt and cannot be treated in isolation from other types of hazards. It is important that planning aimed at supporting adaptation is not restricted to climate change effects only, but rather should focus on adapting to all types of hazards.

Community engagement

30 The DCC has committed to considering community views when making decisions. The council’s commitment is codified in DCC’s Significance and Engagement Policy, which establishes a general approach and sets out when and how the council will engage the community in its decision-making relative to the significance of the decision. In general, adaptation planning scores highly on the significance scale, given the expected impact of decisions, variations in community views, potential to reshape other strategies and policies, and possible financial implications. This underpins the importance of engaging substantively with the community.

31 Adaptation planning work to date has operated on the basis that affected communities need to be fully involved in discussion of, and decisions on, their future – including in relation to climate change. Developing a Dunedin adaptation plan would likely require a mix of communications and engagement approaches, including but not limited to:

a) higher-level, city-wide communications to ensure profile, consistency, and coherence of the work (e.g. overarching purpose, key messages, branding, work programme); and

b) place-based communications and community engagement tailored to sub-areas of the city, which could be determined on the basis of geographic characteristics, common hazards or risks, established official or community boundaries, or other factors.

Treaty-based approach to adaptation planning

32 Māori participation in the adaptation process is of critical importance. There are a range of barriers to Māori adaptation that need to be acknowledged and addressed, for example, consideration must be given to the special nature of Māori land in adaptation planning. A Dunedin adaptation plan would need to account for the potential for climate change to have a disproportionate impact on Māori communities in Ōtepoti Dunedin.

33 A Treaty-based approach to adaptation would mean developing a Dunedin adaptation plan in a way that involves Māori throughout the process, provides access to relevant information, and embeds te ao Māori and mātauraka Māori in the process. Under such an approach, mana whenua principles, values and aspirations would inform the adaptation planning process, mana whenua would be enabled to actively participate and lead the development of adaptation kaupapa where appropriate.

34 Early engagement with mana whenua would be important for ensuring a Treaty-based approach and for operationalising the commitments in Te Taki Haruru – Māori Strategic Framework as approved by Council in September 2023.

Collaboration with ORC

35 Effectively adapting Dunedin city and the wider district to the impacts of climate change will be a significant challenge. It will also require a range of skills and expertise, not all of which typically reside within DCC, and may involve areas of responsibility outside the mandate of a territorial authority (e.g. rural flood protection schemes).

36 A collaborative approach with ORC, as employed on the South Dunedin Future programme, would enable a broader range of skills, experience, and mandates to be applied to the development of a Dunedin adaptation plan. This would also afford opportunities to further build cross-council capabilities in disciplines of relevance to adaptation planning while still enabling respective Councils to specialise in particular areas.

37 Given the technical and specialised nature of adaptation planning, it is likely councils would require some form of supplementation from external specialists, such as environmental services consultancies (e.g. risk specialists, engineers, urban designers, communications and engagement specialists, etc).

Potential implementation approaches

Comprehensive vs limited approach

38 The impacts of climate change across Dunedin city and the wider district will not be uniform. Rather, impacts are likely to be highly localised, based on particular combinations of factors in specified areas, such as the exposure to current and predicted natural hazards, the anticipated impacts on the local natural or built environment, and the vulnerability, adaptive capacity and other characteristics of the community. As a result, effective adaptation often requires a more granular localised approach, which can extend to individual communities and neighbourhoods.

39 Development of a Dunedin adaptation plan could be undertaken in a single comprehensive approach, in which both high-level city-wide assessments and planning are combined with lower-level place-based adaptation planning. Alternatively, the process could be staged, with the initial work limited to a high-level city-wide work, with subsequent stages focussing on lower-level place-based work. There are advantages and disadvantages with each approach, and these are described in the Options section below.

40 In addition, there are various approaches for identifying if or where place-based adaptation planning might occur, which typically involve a geographic, risk or hybrid-based approaches.

Geographical and risk-based approaches

41 Place-based adaptation planning could be undertaken in a range of areas across wider Dunedin, based on geographic considerations, such as:

· Community board boundaries, including: Centre city or Dunedin urban area, Strath Taieri, Mosgiel-Taieri, Saddle Hill, Otago Peninsula, West Harbour, and Waikouaiti Coast.

· Areas with similar characteristics, for example: Dunedin coastal settlements (Brighton, Waldronville, Aramoana, Waitati, Warrington, Karitane, Waikouaiti); Otago Harbour (Port Chalmers, Harbourside, Portobello, Harwood, Harrington Point); Dunedin city urban areas; or wider Dunedin inland areas (Mosgiel, Taieri, Outram, Middlemarch Momona).

42 Place-based adaptation planning could alternatively adopt a risk-based approach, with effort targeted to whichever area is assessed as having the greatest exposure or vulnerability to natural hazards, climate impacts, and highest associated risk, irrespective of its location.

43 This would focus effort on hazards or areas at greatest risk, which would also likely be the areas that would benefit most from adaptation planning. This could be an efficient approach in terms of targeting resources where most needed, though it could be less equitable, as it would mean some areas receive adaptation planning and others do not.

44 Place-based adaptation planning could also adopt a hybrid of the geographic and risk-based approaches, where for example, adaptation planning could target the highest rated hazards and risks in all areas. This might mean focussing on imminent or critical risks in some areas and less imminent, but moderate to high risks in others.

Domain-based approach

45 Finally, domain-based approaches, which typically include domains such and human, economic, natural or built environment, have been utilised for national and regional climate change risk assessments. A similar domain-based approach to adaptation planning could also be explored for developing plans for some things such as biodiversity across the city.

Potential structures

46 This section describes three potential structures that might support development of a Dunedin adaptation plan, depending on Council objectives. These include:

a) Dedicated adaptation function – Establishing adaptation planning as a core function and service provided by council. This would involve establishing personnel and operating resources as part of annual and triennial planning processes and operating on the basis that adaptation planning would be a core service provided on an ongoing basis.

b) Programme – Establishing a programme of work, similar to the South Dunedin Future programme, to coordinate, direct and oversee the implementation of a set of related projects (e.g. adaptation plans) that collectively deliver a strategic organisational objective (e.g. climate resilient communities). This would require personnel and operating costs for a fixed period, as necessary to deliver the programme.

c) Project(s) – Establishing a project to deliver one or more products (e.g. adaptation plans) according to a specified objective (e.g. develop high-level city-wide adaptation plan). This might involve a narrower scope and require personnel and operating costs for a fixed period, as determined necessary to deliver the project(s).

47 Structures could be blended or transitioned as required, for example, an initial project to develop a high-level climate change assessment or Dunedin adaptation plan, followed by a programme of work to develop more detailed place-based adaptation plans for certain areas, neighbourhoods or communities, transitioning to a series of business-as-usual activities managed by internal core funding and personnel.

Potential resourcing

48 Resourcing requirements would reflect the scale, scope and nature of the adaptation planning work, so could vary depending on objectives.

49 Cost estimates could be developed based on Councillor feedback and as part of Long Term Plan budgeting processes, with a view to work commencing from 1 July 2024. The following resourcing examples are provided as an initial guide:

a) DCC Zero Carbon Team (benchmark for internal DCC adaptation function): This team is responsible for managing DCC’s organisational emissions, facilitating city-wide emissions reductions through an emissions reduction plan, mainstreaming emissions reductions in DCC processes and decision-making, and communications and engagement activities. It comprises seven staff (various FTE) and a 2023/24 budget of $847,000.

b) South Dunedin Future Programme: This team is responsible for developing a climate change adaptation plan for South Dunedin, which includes natural hazards analysis, strategy and programme work, communications and community engagement, risk assessment, and adaptation options development. It comprises three staff (various FTE) supplemented by ORC staff and an external consultant team, an annual DCC personnel budget of $250,000, a DCC annual operating budget of $250,000, central government grant funding of $725,000, and ORC annual contributions of $420,000. The total annual budget for the SDF programme in 2023/24 is $1.65 million.

c) Localised adaptation planning typically involves some form of natural hazard assessment, risk assessment, communications and community engagement, adaptation options development, and project management. An informed estimate for external technical support required to develop a place-based adaptation plan would be in the order of $1. 5-$2.0 million over 2-3 years, broken down as follows:

i) Project Management ($150,000-$250,000)

ii) Communications and Community Engagement ($400,000-$600,000)

iii) Risk Assessment ($300,000-$400,000)

iv) Adaptation options development ($600,000-$800,000)

Note these cost estimates are for external technical assistance only.

50 There is currently no provision in the Long Term Plan (2021-31) to develop a Dunedin adaptation plan. While adaptation planning capability exists within DCC (and ORC), it is currently fully utilised delivering existing commitments.

OPTIONS

51 There are many possible options for taking forward development of a Dunedin adaptation plan, however, three options presented below that broadly align to a combination of the potential structures and approaches noted above.

Option One – Comprehensive/Core Adaptation Function

52 This option involves a comprehensive approach to deliver (i) a high-level adaptation plan for Dunedin; (ii) a series of lower-level plans covering smaller geographic areas in greater detail; and (iii) managing existing adaption planning work. It could involve establishing a dedicated adaptation function within DCC to deliver a mix of existing and new work, including natural hazard screening, risk identification and assessment, city-wide and place-based and communications and engagement, and adaptation options development. The outputs could include a Dunedin adaptation plan and place-based adaptation plans (including St Clair – St Kilda Coastal Plan and South Dunedin) of sufficient level of detail to guide council functions, such as land use and infrastructure planning.

Advantages

· Establishing a climate change adaptation function would consolidate climate adaptation planning and related work within DCC, potentially mirroring climate mitigation (Zero Carbon), and enabling a flexible, scalable resource aligned to the expected growth trajectory of adaptation work locally and nationally.

· Establishing a climate change adaptation planning function would enhance internal capacity and capability, including by adding an adaptation policy function, promote adaptation mainstreaming, and reduce reliance on external consultants.

· This would enable greater coherence and efficiencies in managing a portfolio of climate change adaptation work, including existing St Clair-St Kilda Coastal Plan, South Dunedin Future, and coastal hazards screening work, along with the proposed city-wide adaptation plan(s).

· Supports long-term integration with other council functions for effective implementation and delivery of adaptation actions.

· Provides long-term continuity to support partners and communities through the whole DAPP cycle, including implementation and monitoring.

Disadvantages

· Establishing a climate change adaptation function could be a significant and more permanent resource commitment than a temporary programme or project structure, which would incur an opportunity cost, and may not be easily scaled down in future.

Option Two – Comprehensive/Programme

53 This option is similar to Option One, though adopts a different implementation approach. It involves establishing a dedicated programme to develop (i) a high-level adaptation plan for Dunedin and (ii) a series of lower-level plans covering smaller geographic areas in greater detail. It could involve natural hazard screening, risk identification and assessment, both city-wide and place-based communications and community engagement, and adaptation options development. The outputs could include a Dunedin adaptation plan and place-based adaptation plans of sufficient detail to guide council functions, such as land use and infrastructure planning. Existing programmes, such as South Dunedin Future and St Clair-St Kilda Coastal Plan would run in parallel.

Advantages

· This option involves a dedicated programme with a specific mandate and focus on delivering a high-level city-wide plan and lower-level place-based plans in a discrete, time-bound initiative.

· Establishing a dedicated programme and resources would help ensure delivery of the desired adaptation plans, support integration of adaptation practice into a business-as-usual functions, and could contribute to strategic and operational efficiencies.

· It would provide place-based adaptation plans for the whole of Dunedin, without the need for subsequent projects, enabling a transition to some form of post-programme, steady-state adaptation planning operations (which could be determined later).

Disadvantages

· Establishing a third adaptation planning programme, alongside the St Clair-St Kilda Coastal Plan and South Dunedin Future, and the Coastal Hazards Screening Project, may create unnecessary complexity and inefficient parallel structures with additional transaction costs (financial, time, duplication).

· This option would deliver specific adaptation planning outputs, though may not be sufficient to respond to fulfil all adaptation functions (e.g. policy), or additional climate change adaptation responsibilities that could be placed on local government in future. This could mean further resource would be required.

· Programme approach relies of effective handover to other council functions for implementation and delivery of adaption actions, and ongoing support of partners and communities.

Option Three – Limited/Project

54 This option involves a more limited approach and a different structure to Options One and Two. It would include establishing a dedicated project to develop a high-level adaptation plan for Dunedin only, possibly as an interim step. It might include an initial natural hazard screening, risk identification and preliminary assessment, city-wide communications with some community engagement only, and preliminary options development sufficient to enable formulation of a Dunedin adaptation plan. This plan could guide council functions, such as land use and infrastructure planning, though additional work would likely be required at some later stage to down-scale to place-based planning level (e.g. suburb, community or neighbourhood).

Advantages

· This option involves a discrete project and output, meaning it would be simpler to design and deliver, would require a smaller resource commitment than other options, and could potentially be delivered in shorter timeframes.

· This option could form a first stage, providing a platform for further adaptation planning work, delivered through core resources, a scaled-up programme, or further projects.

Disadvantages

· This option would be limited to a high-level assessment and plan, which could identify areas for further work, but may not be of sufficient detail to have a material benefit to areas or communities facing imminent or severe climate risks.

· A discrete project requiring specialist skills and expertise would likely require outsourcing to external consultants, which may increase cost and complexity, and mean a loss of skills, experience and relationships at the conclusion of the project.

· There may be inefficiencies in developing a city-wide adaptation plan iteratively, with additional transaction costs (financial, time, duplication).

· Project approach relies on effective handover to other council functions for implementation and delivery of adaption work, and ongoing support of partners and communities.

NEXT STEPS

55 Subject to Council decisions and directions, staff will continue to scope this work in a greater level of detail, working it into the Long Term Plan (2024-34) process, and reflecting the particular approach preferred by Council.

Signatories

Author:

Jonathan Rowe - Programme Manager, South Dunedin Future

Hannah Harland - Programme Officer, Huringa Āhuarangi Te Tonga o Ōtepoti / South Dunedin Future

Authoriser:

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

David Ward - Acting General Manager Infrastructure and Development

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, 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 cross-cutting nature of climate change adaptation work means that this work could contribute to a range of strategic priorities across DCC’s entire strategic framework.

Māori Impact Statement

Development of a Dunedin adaptation plan would need to account for the potential for climate change to have a disproportionate impact on Māori communities in Ōtepoti Dunedin.

Sustainability

Sustainability would be a central consideration when developing a Dunedin adaptation plan and managing the impacts of climate change and natural hazards over short-, medium- and long-term timeframes. There would be merit in aligning city-wide adaptation work with DCC’s work in climate change mitigation, including under DCC’s Emissions Management and Reduction Plan 2022 and Zero Carbon Plan 2023.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There is currently no provision in the Long Term Plan (2021-31) to develop a Dunedin adaptation plan.

Financial considerations

There is currently no provision in the Long Term Plan (2021-31) to develop a Dunedin adaptation plan.

Significance

Community engagement would be a central consideration when developing an adaptation plan for Dunedin.

Engagement – external

Staff at the Otago Regional Council (ORC) have been consulted in development of this paper.

Engagement - internal

Staff from the following groups have been engaged in development of this paper: City Development, 3 Waters, Coastal Plan, Parks & Recreation.

Risks: Legal / Health and Safety etc.

There are no anticipated legal/health and safety risks associated with this paper.

Conflict of Interest

There are no conflicts of interest to declare with this report.

Community Boards

Community boards have not been involved with the development of this report, but could be engaged in further scoping work, if directed by Council.

Council

5 December 2023

Future Development Strategy: Adopting the draft for consultation

Department: City Development

EXECUTIVE SUMMARY

1 The National Policy Statement on Urban Development (NPS-UD) requires the Dunedin City Council (DCC) and Otago Regional Council (ORC) to jointly prepare a Future Development Strategy (FDS) for Dunedin by mid-2024. The FDS is being prepared by DCC and ORC in partnership with mana whenua.

2 This report sets out the background to the development of the draft FDS and asks Council to adopt the draft FDS, Statement of Proposal and Submission Form for public consultation under section 83 of the LGA 2002, starting on 31 January 2024.

RECOMMENDATIONS

That the Council:

a) Adopts the draft Dunedin Future Development Strategy, Statement of Proposal and Submission Form for public consultation under section 83 of the LGA 2002, starting on 31 January 2024.

b) Notes the FDS Technical Report.

c) Resolves under section 48(1)(a)(i) and section 7(2)(j) of the Local Government Official Information and Meetings Act 1987 to withhold the draft FDS, Statement of Proposal, Submission Form and FDS Technical Report, which have been provided, until 31 January 2024 to prevent the disclosure or use of official information for improper gain or improper advantage.

d) Delegates to the Chief Executive Officer (or delegate) the power to correct or authorise the correction of, typographical errors or to make minor amendments to the content of draft FDS or its accompanying supporting documents.

BACKGROUND

4 The FDS partnership has been working with key contributors, stakeholders and the community on the preparation of a draft FDS. The development of the draft FDS has been overseen by the Strategy, Planning and Engagement Committee for DCC and Regional Leadership Committee for the ORC.

5 Reports to Council or Committee and decisions by Council or Committee on the FDS to date include:

· 6 July 2022, Planning and Environment Committee – Future Development Strategy (a report to establish interim governance arrangements for the strategy and agree DCC as the lead agency).

· 13 December 2022, Council – Future Development Strategy: Scope and focus areas.

· 28 February 2023, Council – Future Development Strategy: Governance arrangements (a report to agree governance arrangements for the development of the FDS with the new Council).

· 29 August 2023, Council – Governance options for stage two of the Future Development Strategy; submissions and hearings process.

· 30 October 2023, Council – Future Development Strategy – Joint Hearings Panel appointments.

6 A series of joint governors workshops with members of Strategy, Planning and Engagement Committee for DCC and Regional Leadership Committee for the ORC were held over the past eighteen months to engage councillors ahead of developing FDS content or to introduce matters to be covered in reports to Council or Committee, including parts of the draft FDS, to allow additional time for presentation of materials and questions.

7 The draft FDS has also been informed by engagement undertaken in accordance with Part 3.15 of the NPS-UD, which requires engagement with:

· other authorities with whom there are significant connections relating to infrastructure or communities

· relevant central government agencies

· relevant iwi and hapū

· providers of additional infrastructure

· relevant providers of nationally significant infrastructure; and

· the development sector (to identify significant future development opportunities and infrastructure requirements).

8 Early public engagement on the FDS was undertaken via a series of 12 community workshops from 27 April to 31 May 2023 held throughout the Dunedin City district, including in the central city, inner-city suburbs and outlying settlements. Workshops consisted of a presentation and table-based conversations on topics relevant to the local area (or for the central city, the whole Dunedin urban environment). Topics included:

· Current housing capacity and future needs and options for future housing capacity, including, where relevant, potential additional residential intensification options

· Current business land capacity and future needs and options to meet the need for further industrial land

· Infrastructure needed to support growth and well-functioning urban environments

· Green and blue networks; and

· Resilience to natural hazards.

9 Following the workshops, a questionnaire was sent to the development and business community. This included questions regarding future housing needs and options for future capacity, including potential residential intensification areas, methods to encourage development of intensification areas, business land needs and options, and design guidance to support successful intensification.

10 Aukaha Limited, a mana whenua-owned consultancy, engaged with Kāti Huirapa Rūnaka ki Puketeraki and Te Rūnanga o Ōtākou on the preparation of the statement of iwi and hapū intent and a hui was held with Te Rūnanga o Ōtākou in August on hapū intent for the draft FDS.

11 Key contributors Kāinga ora and Waka Kotahi were involved a series of meetings and had the opportunity to review content during the preparation of the draft FDS.

DISCUSSION

Purpose of an FDS

12 The purpose of the FDS is to promote long-term strategic planning by setting out a high-level vision for how Ōtepoti Dunedin will:

· achieve well-functioning urban environments in its current and future urban areas

· provide at least sufficient development capacity for housing and business land needs to meet expected demand over the next 30 years; and

· help to integrate planning decisions under the RMA with infrastructure planning and funding decisions.

13 The FDS will replace the Spatial Plan for Dunedin, which was prepared in 2012. The FDS will guide future changes to RMA planning documents (such as Dunedin’s District Plan – the 2GP) and other planning decisions that affect the urban environment. It will also influence infrastructure planning and funding decisions made by the DCC and ORC in their long term plans (LTP) and infrastructure strategies, the Regional Land Transport Plan, and the service delivery and asset management planning for any future water services provider (which depends on the final outcome of Water Service reform).

14 The FDS focuses on several key challenges and priorities for growth and urban development in Dunedin including:

· Ensuring Dunedin has enough housing development capacity in the long term

· Ensuring we have enough business land

· Encouraging sustainable transport options

· Protecting highly productive land

· Delivering on the vision and intent of mana whenua for urban development in Dunedin

· Ensuring 3 waters infrastructure can service growth whilst reducing its impact on the environment

· Building our resilience to natural hazards; and

· Protecting and enhancing biodiversity – green and blue networks.

Relationship with DCC and ORC long terms plans

15 The draft FDS has been developed concurrently with the DCC and ORC LTPs in an iterative process. Final decisions on infrastructure provision and funding will be made through the DCC and ORC LTP processes. The FDS outlines a proposed timeframe for delivery of new urban development areas and related infrastructure, however this is subject to decisions to be made through the LTP processes.

16 Consultation on the draft FDS will run before the consultation on the DCC LTP (also called the ‘10 year plan’) and the ORC LTP so that the FDS hearing panel can make recommendations on those documents to support integration. Any FDS submissions that are clearly linked to infrastructure provision/funding decisions in the ORC or DCC LTPs will be summarised and provided to the DCC or ORC LTP process for consideration, if the submitter agrees to it being included.

17 Following the FDS hearing, the Joint Hearing Panel will prepare a recommendation report on any changes it considers need to be made to the proposed LTPs to align them with the FDS. This report will be considered as part of the DCC and ORC LTP deliberations. The FDS Hearing Panel does not have authority to change the DCC or ORC LTPs or infrastructure strategies. However, the recommendations report will allow the panel’s views on the infrastructure required to support growth and a well-functioning urban environment (as determined through the FDS) to be considered as part of LTP decisions.

18 The DCC and ORC will decide on infrastructure funding as part of their LTP processes in late May 2024. The FDS Hearing Panel will consider the outcomes from that process before finalising the FDS in late June. This process is summarised below.

A diagram of a computer flowchart

Description automatically generated

Consultation plan for the draft FDS

19 The draft FDS will be open for submissions from 31 January 2024. Submissions close on 28 February 2024.

20 The draft FDS, Statement of Proposal, Submission Form and FDS Technical Report have been provided to Council members. The FDS Technical Report is a supporting report that provides an overview of how the draft FDS was prepared, the main considerations and evidence that informed the draft, and the method of analysis used to develop options. These documents will not be made public until the consultation start date of 31 January 2024.

21 A public notice will be included in the ODT on Wednesday 31 January 2024.

22 In addition to the legally required public notice in the ODT, the following additional communications methods will be used:

· DCC website

· FYI article

· Letters to ratepayers in areas proposed for ‘future urban development options’ - this includes areas proposed for long terms residential intensification (upzoning) and new potential industrial land areas.

· City Development News

· Advertising sent through professional networks (Planning Institute, Property Council, Surveyors, Architects etc)

· DCC social media

· Request to Community Boards to add to their social media pages

· Media release

· ODT Advertising

· Advertising in local community newsletters

23 The FDS and summary information will be available on our website and in hard copy at libraries and service centres.

24 The DCC are intending to hold the following information sessions, which will provide an overview of the FDS content. These are still being scheduled and may be subject to change of date, time or venue. Staff are looking into the potential for the lunchtime session at the Dunedin Public Art Gallery to be livestreamed.

DCC/ORC internal information session (Councillors, community board members and staff)	Late January 2024
2 x public information sessions at Dunedin Public Art Gallery (lunchtime and evening session)	8 February 2024
1 x public information session in Mosgiel (evening)	13 February 2024

OPTIONS

Option One – Recommended Option – Approve the draft FDS and statement of proposal for consultation on 31 January 2024

25 Under this option, the draft FDS and summary document would be open for consultation on 31 January 2024.

Advantages

· Meets the deadline required under the NPS-UD to prepare the draft FDS in time to inform the 2024 LTP.

Disadvantages

· The are no identified disadvantages.

Option Two – Do not approve the draft FDS and statement of proposal for consultation on 31 January 2024

26 Under this option, the draft FDS and summary document would not be open for consultation on 31 January 2024 and staff would be asked to undertake further work on the draft FDS.

Advantages

· There are no identified advantages of this option.

Disadvantages

· Would not meet the deadline required under the NPS-UD to prepare the draft FDS in time to inform the 2024 LTP.

NEXT STEPS

27 If the draft FDS is adopted for consultation, DCC Communications and Marketing team will graphic design the draft FDS for release on 31 January 2024 and the consultation plan outlined above will be implemented.

Signatories

Author:

Dr Anna Johnson - City Development Manager

Authoriser:

David Ward - Acting General Manager Infrastructure and Development

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, 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	☒	☐	☐

As required under the NPS-UD, the draft FDS has been developed in time to inform the 2024 LTP.

The FDS will replace the current Spatial Plan in the strategic framework.

Māori Impact Statement

Policy 9 of the NPS-UD requires local authorities to take into account the principles of the Treaty of Waitangi (Te Tiriti o Waitangi) and involve hapū and iwi in the preparation of RMA planning documents and any FDSs by undertaking effective consultation that is early, meaningful and, as far as practicable, in accordance with tikanga Māori. The FDS must take into account the values and aspirations of hapū and iwi for urban development.

The FDS has been prepared in partnership with Kā Rūnaka through Aukaha Ltd and includes a statement of hapū and iwi values and intent.

Sustainability

The FDS is required to address several aspects of improving sustainability including promoting sustainable modes of transport, reducing greenhouse gas emissions and resilience to the effects of

climate change.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

As per the requirements under the NPS-UD, the draft FDS has been developed in time to inform the 2024 LTP.

Financial considerations

The DCC costs to prepare and consult on the Future Development Strategy are being managed through City Development operational budgets. The DCC received $50,000 in funding from the ORC in 2022/23 for the preparation of the draft FDS.

Significance

The decisions of this report are considered medium in terms of Council’s Significance and Engagement Policy.

Engagement – external

The FDS is required under the NPS-UD and it must be prepared under the Special Consultative Procedure of the Local Government Act. The FDS partners, key contributors, stakeholders and the community have been involved in the preparation of the draft FDS. This report seeks approval of the draft FDS for consultation under section 83 of the LGA 2002, starting on 31 January 2024.

Engagement - internal

The joint DCC/ORC Executive Steering Group have been engaged in the drafting of this report. Staff from across the DCC and ORC have been engaged in the preparation of the draft FDS and supporting documents.

Risks: Legal / Health and Safety etc.

None identified.

Conflict of Interest

None identified.

Community Boards

Community Boards were invited to the community meetings held as part of the preparation of the FDS. They were also briefed on the consultation process for the draft FDS in November 2023 and will be invited to a briefing around the start of consultation.

Council

5 December 2023

Housing Capacity Assessment Update 2023 and other supporting research to inform the draft Future Development Strategy

Department: City Development

EXECUTIVE SUMMARY

2 A key aspect of the FDS is spatially identifying the broad locations in which development capacity will be provided over the long term. Linked to this are the related requirements in the NPS-UD to monitor housing and business land demand and supply and to demonstrate that there will be adequate capacity to meet long term (30 year) needs. This report asks Council to note the key reports related to this monitoring requirement. These are the Housing Capacity Assessment update 2023, Dunedin business land research report and Dunedin Retail Trends and Land Use Study.

3 This report also asks Council to note the housing bottom lines, as required under the NPS-UD, which will be inserted into Dunedin’s District Plan (2GP) as a result of the Housing Capacity Assessment update 2023 (HCA 2023).

4 A similar report will be considered by the Otago Regional Council at their meeting on 6 December 2023.

RECOMMENDATIONS

That the Council:

a) Notes the Housing Capacity Assessment update 2023.

b) Notes the draft Dunedin business land research report and Dunedin Retail Trends and Land Use Study.

c) Notes the housing bottom lines which will be inserted into Dunedin’s District Plan (2GP).

BACKGROUND

Requirements related to housing and business land capacity assessment

5 The NPS-UD sets out the requirements for undertaking housing and business land capacity assessments. Capacity assessments are only done for the urban environments in the district. Urban environments are those that are predominantly urban in character and is, or intended to be, part of a housing and labour market of at least 10,000 people.

6 Future housing needs are calculated by applying assumptions about household composition and consumer preferences to population projections. This identifies how many homes, and of which type, will be needed to house the future population.

7 Growth projections are a key assumption in land use and infrastructure planning in the FDS. Growth projections are inherently uncertain and a range of plausible scenarios are typically provided.

8 Housing capacity must be (a) plan-enabled, (b) infrastructure-ready, (c) feasible, and (d) reasonably expected to be realised. The housing capacity that is expected to be realised is a small sub-set of the total housing capacity that theoretically exists under the plan rules (what the plan permits). The DCC uses a model to assess the development capacity of residential and commercial mixed use zoned land. The model evaluates capacity based on 2GP provisions, site conditions, the economic feasibility of potential developments, and the likelihood that the capacity will be taken up.

9 The NPS-UD also requires a competitiveness margin which comprises an additional 20% of the demand capacity for the short-medium term (the next 10 years) and 15% for the long-term (years 10-30). This is to support the competitive operation of the market (an explicit objective of the NPS-UD) and increase the likelihood that there are sufficient homes to meet consumer preferences.

Requirements relating to housing bottom lines

10 Under the NPS-UD, every relevant territorial authority must insert into its district plan a housing bottom line for the short-medium term and a housing bottom line for the long term. The housing bottom lines must be based on information in the most recent publicly available Housing and Business Development Capacity Assessment (HBA). The insertion of bottom lines must be done without using a Schedule 1 process under the RMA.

11 The purpose of the housing bottom lines is to state the amount of development capacity that is sufficient to meet the expected housing demand within the urban environment, along with a competitiveness margin.

DISCUSSION

Housing Capacity Assessment 2023 update (2023 HCA)

12 Dunedin’s 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. This presumes that Dunedin’s growth rate follows the high growth scenario over the next ten years (2024-34) (which is defined as the short to medium term) and the growth rates from the medium growth scenario over the following twenty years (2034-54) (which is defined as the long term). Updated population projections were approved by Council on 25 September 2023.

13 City Development staff prepared the 2023 HCA update in October 2023 (Attachment A) to include the significant changes to the 2GP provisions that had occurred through resolution of appeals and changes made through Variation 2 since the previous assessment.

14 The housing capacity assessment only covers the parts of Dunedin that are considered to be in the ‘urban environment’. The Dunedin urban environment has been defined as the areas within Dunedin that have an urban zoning and are within a 30 minute drive from the CBD or Campus zone. This latter criterion removes Middlemarch, Hyde, and Berwick, but retains all other urban zones. Urban zoning comprises Residential, Commercial and Mixed Use, Industrial, and Major Facility (except Invermay and Hercus zone). It does not include the rural residential environment.

15 Both capacity and demand outside of the urban environment was removed from the analysis in the report. Capacity was limited by only processing properties within the urban environment. Demand within the urban environment was assessed at the catchment level based on the proportion of new homes consented over the last ten years that were within the defined urban environment.

16 The key finding of the 2023 HCA is that Dunedin has sufficient development capacity over all timeframes, for all housing types. The assessment also considered housing capacity in different parts of the city and concluded that there is sufficient capacity in all areas, except in urban areas on Otago Peninsula over the medium term (the next 10 years). The assessment methodology is deliberately conservative, meaning it errs on the side of under-counting capacity. For example, it does not count capacity for ancillary residential units (family flats) or additional ‘discretionary’ capacity that will be enabled in wastewater constraints areas once those constraints are resolved.

17 If Dunedin follows a high growth scenario for longer, there will be time to recognise and respond to higher growth, for instance by accelerating the timeframes of infrastructure upgrades to enable identified future urban development areas or areas subject to wastewater constraint mapped areas that limit development to come on-stream earlier, or if necessary, by considering additional development opportunities.

18 City Development conducts on-going monitoring of demand and supply side indicators https://www.dunedin.govt.nz/council/district-plan/monitoring-and-research. The next set of population estimates for Dunedin will be released around October 2024. Stats NZ have yet to advise the date of the release of updated population projections for Dunedin. As the last update was released in December 2022, Stats NZ may wait until after the 2023 Census results are available. These results will be progressively released from mid-2024. A full update to the Housing Capacity Assessment is planned for 2025.

Housing Bottom Lines

19 The housing bottom lines that will be inserted into the 2GP are as follows:

Housing Bottom Lines for Dunedin City urban environment

Short-medium term

(2024-2034)

Long term

(2035-2054)

30 Year total

(2024-2054)

5,120

1,430

6,550

Business development capacity

20 The Business Development Capacity Assessment for Dunedin City, prepared by Principal Economics in 2022 https://www.dunedin.govt.nz/__data/assets/pdf_file/0011/712874/Business-Demand-and-Capacity-Assessment-Final.pdf was approved by DCC Council on 13 December 2022 and ORC Council on 7 December 2022. This assessment has been complimented by two pieces of follow-up research on business land and retail trends, which were undertaken in 2023. Combined, this suite of research provides a good understanding of Dunedin’s business land requirements in the short, medium and long term. It has informed the preparation of the FDS and will inform any future plan changes in relation to business land.

21 The Dunedin Business Land Research Report (Attachment B) summarises the findings from a piece of qualitative and quantitative research into business land needs across Dunedin. The research involved interviews with a range of business sector experts from the retail, office, industrial, health and education sectors. The questions posed to the interviewees were designed to identify the current state of business land needs, and trends or changes that could impact business land use in the future. The research found that there is unmet demand for industrial land of all sizes and more demand is likely in the future due to large infrastructure projects (planned and underway). With the exception of industrial land, no additional business land requirements were identified.

22 The Dunedin Retail Trends and Land Use Study, prepared by First Retail, (https://www.dunedin.govt.nz/__data/assets/pdf_file/0008/972134/First-Retail-Dunedin-Retail-Trends-Final-Report.pdf) was completed in March 2023 and provides a comprehensive analysis of retail trends for Dunedin. The needs of different retail sectors and customers are changing with increasing distribution channels, flexible work and study and other trends that influence how, where and when consumers buy goods, services and experiences. The report concluded that overall Dunedin has sufficient land for retail use, except in a few nuanced cases. While the Business Capacity Assessment indicated a need for additional land for Large Format Retail, there was little appetite by developers to develop Large Format Retail given the economic climate.

OPTIONS

23 There are no options as the supporting documents are provided for noting.

NEXT STEPS

24 The Housing Capacity Assessment update 2023 and draft Dunedin business land research report will be loaded onto the DCC website following the Council meeting. The housing bottom lines will be inserted into the 2GP.

Signatories

Author:

Dr Anna Johnson - City Development Manager

Authoriser:

David Ward - Acting General Manager Infrastructure and Development

Sandy Graham - Chief Executive Officer

Attachments

	Title	Page
⇩a	Dunedin Housing Capacity Assessment Update 2023	83
⇩b	Dunedin Business Land Research Report	141

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	☒	☐	☐

Māori Impact Statement

There are no specific impacts for Māori.

Sustainability

There are no sustainability impacts as the report is for noting.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The 2023 HCA has informed the preparation of the draft FDS, LTP and Infrastructure Strategy.

Financial considerations

There are no financial considerations.

Significance

This report is of low significance as the reports are for noting.

Engagement – external

The DCC and ORC jointly agreed to the update of the Housing Capacity Assessment in 2023.

Engagement - internal

The joint DCC/ORC FDS Executive Steering Group have been engaged in the drafting of this report.

Risks: Legal / Health and Safety etc.

None identified.

Conflict of Interest

None identified.

Community Boards

None identified.

Council

5 December 2023

Central City Plan Update and Business Case Development for future stages

Department: Project Management Office

EXECUTIVE SUMMARY

1 On 11 December 2017 Council resolved to include $60 million of new capital in the 10 year plan 2018-2028 for above ground transport and amenity works for the Central City Plan (the ‘CCP’). The CCP comprised the areas shown in Attachment A plus the Retail Quarter (George Street) project.

2 The CCP responds to the need to renew the central city’s below-ground water infrastructure and improve road safety access for pedestrians, cyclists, and motorists.

3 This report presents revised costs estimates from those prepared in 2017. It asks Council to consider what level of above ground amenity works should be undertaken on the Bath Street component of the CCP.

4 This report also presents high level cost estimates for the Octagon, in response to a resolution from the Infrastructure Services Committee meeting held on 20 June 2023 requesting this information.

RECOMMENDATIONS

That the Council:

a) Decides on the level of above ground amenity upgrade for Bath Street.

b) Notes that a business case for the remainder of the CCP projects will be prepared in the 2024/2025 year.

BACKGROUND

5 At its meeting on 11 December 2017, Council approved a $60 million “substantial investment” option for above-ground transport and amenity works for the CCP.

6 The CCP comprises the following projects -

· George Street (Albany Street to Moray Place)

· Lower Stuart Street

· Bath Street

· Exchange Square

· Princes Street (between Rattray Street and Moray Place) and Rattray Street (Princes Street to State Highway 1)

7 The $60 million budget provided a mix of very high or high levels of finish (see table 1 below) based on average estimated costs per square metre, as follows -

a) Very high-quality upgrades estimated at $2,500 per square metre - a level of finish similar to that currently being installed in the Retail Quarter, with bespoke furniture, re-paving, layout changes, and substantial areas of planting and enhanced public space

b) High quality upgrades estimated at $1,000 per square metre - a level of finish similar to the new Knox Block section, with moderate areas of new paving, some layout changes, and localised but smaller areas of planting and additional public space.

c) Moderate quality upgrades estimated at $500 per square metre – a level of finish similar to the enabling works areas of the Retail Quarter such as Great King Street, with upgraded paving in selected areas, off-the-shelf furniture, and limited layout changes.

d) Renewal quality upgrades estimated at $300 per square metre – a level of finish that would replace like for like.

8 At its meeting on 20 June 2023, the Infrastructure Services Committee resolved the following:

Moved (Cr Jim O'Malley/Cr David Benson-Pope):

That the Committee:

Requests staff to cost options for the Octagon component of the Central City Plan and the Moray Place to Octagon section of George Street in time for consideration at the 10 year plan 2024-2034 budget meetings.

The Committee voted by division

For: Crs Sophie Barker, David Benson-Pope, Christine Garey, Marie Laufiso, Marlene McDonald, Donna Matahaere-Atariki, Mandy Mayhem, Steve Walker, Brent Weatherall, Andrew Whiley and Jim O'Malley (11).

Against: Crs Bill Acklin, Carmen Houlahan, Cherry Lucas and Mayor Jules Radich (4).

Abstained Nil

DISCUSSION

9 The 2017 cost estimates have been updated to take account of construction inflation, and these are based on the following:

· Very high $3,500/m², compared to $2,500/m²

· High $1,750/m², compared to $1,000/m²

· Moderate $1,000/m², compared to $500/m²

· Renewal $300/m², compared to $250/m²

10 Table 1 below shows the 2017 cost estimates and 2023 updated cost estimates for each area of the CCP.

Table 1

Area	Level of finish	2017	2023 est.
George Street, between Albany Street and Moray Place (11,260m2)	Very High	$28.2m	$30.5m
Lower Stuart Street (6,000m2)	High	$6m	$10.5m
Bath Street (1,500m2)	High	$1.5m	$2.63m
Exchange Square (875m2)	Very High	$2.2m	$3.06m
Princes Street between Rattray Street and Moray Place; Rattray Street to SH1 (9,000m2)	Very High	$22.5m	$31.5m
Total		$60.4m	$78.19m

Bath Street

11 In 2017 Council prioritised Lower Stuart Street and Bath Street as the second project to follow the completion of works in the Retail Quarter (George Street).

12 Work to upgrade 3 Waters infrastructure in Bath Street is now scheduled to commence in April 2024 and is expected to take 7-12 months to complete. Staff have undertaken initial consultation and design work for the above ground amenity upgrade in Bath Street to ensure the below and above groundwork is coordinated and delivered as a single project.

13 In 2017 Council requested a High level finish for the above ground amenity on Bath Street at an estimated cost of $1.5 million. An inflation adjusted estimated for 2023 indicates that this level of finish will now cost $2.63 million.

14 Revised 2023 cost estimates for a moderate level finish at $1,000/m², and renewal level finish at $300m² for above ground amenity for Bath Street have also been calculated and these are shown in Table 2 below.

15 The underground services design team have ascertained that the street can be configured to allow either a traditional kerb and channel or a single level “shared space” type layout. Once Council determines the above ground amenity level for Bath Street the underground infrastructure designs can be configured and finalised.

Table 2

Area	Level of finish	2017	2023 est.
Bath Street (1,500m2)	High	$1.5m	$2.63m
	Moderate	$750k	$1.5m
	Renewal	$325k	$450k

16 Given the change in estimated costs, Council is now asked to decide on the level of finish to be applied to the above ground amenity for Bath Street.

Business case development

17 Beyond the planned Bath Street work, a business case and plan will be completed during 2024-2025 to ensure a planned and integrated approach to future work central city work. This will ensure that Council is able to make an informed decision on how it wishes to proceed with future CCP projects, including the scope of the projects, optimal timing and prioritisation, and investment decisions.

18 The business case will incorporate areas of the central city not currently included in the CCP – the Octagon, Princes Street (south of Rattray Street), South Princes Street, and Dowling Street, as well as potential enabling works.

19 Enabling works in side streets (if required) are not included in the current CCP scope and budget. These may comprise additional lengths of the transport network requiring physical work, with full consideration of the wider transport network including traffic modelling and compilation of a robust transport business case. Estimates have not been provided for these works, until confirmation of their scope as part of the business case process.

20 The business case will also provide an opportunity for a coordinated approach with other Council projects e.g the Waterfront Bridge, large infrastructure projects in the city e.g the new Dunedin Hospital, as well as allow time for Council to consider any changes to Waka Kotahi funding mechanisms that the new Government may decide on.

21 The business case will update previous assumptions made about the central city, and consider the opportunities or challenges presented by developments that have occurred since 2017. It will also consider the condition of 3 water assets, to prioritise the timing of future stages of work.

22 Councillors will have opportunities to participate at various stages of the business case process and make a final recommendation at its completion on how to proceed.

23 Following the development of the business case, the earliest expected date for initiating construction in another quarter following works in George Street and Bath Street would be in the 2025/2026 financial year.

Octagon – cost estimates

24 Following the resolution passed at the Infrastructure Services Committee meeting on 20 June 2023, cost options have been calculated for the Octagon component of the CCPP. The same per square meterage formula have been used to calculate the cost estimates, and these are shown in Table 3 below.

Table 3

Area	Level of finish
Area	Very high	High	Moderate
(Includes George St to Moray place, Princes St to Moray Place, Harrop - 15,000m2)	$52.5m	$26.25m	$15m

25 As discussed above, a business case for the remainder of the CCP projects will be completed during 2024/25, and this will include the Octagon. This will allow Council to make informed investment decisions on whether to include the Octagon into the future CCP projects.

Waka Kotahi funding

26 As discussed above future Waka Kotahi funding and investment opportunities for the CCP will be dependent on the new Government’s policy decisions, and will be subject to specific processes and timeframes -

· Inclusion of project in RLTP

· Development of business case

· Development of draft design

· Confirmation of Waka Kotahi funding

· Development of detailed design

· Confirmation by Council

· Implementation

27 Stakeholder and public engagement will occur at multiple stages of this programme.

OPTIONS

28 Council is asked to decide about the above ground amenity level for Bath Street.

Option One – Proceed with a design for a ‘high’ level upgrade for above ground amenity on Bath Street

29 A design for Bath Street to the proposed “high” level of finish (as per the 2017 Council decision) at an estimated costs of $2.63 million would be developed, to coincide with the planned 3 Waters upgrades in the area.

Advantages

· Provides a similar level of amenity and ‘look and feel’ to the Retail Quarter (George Street).

· Is in line with the 2017 Council decision.

Disadvantages

· Increased cost compared to the 2017 estimates.

Option Two – Decide on an alternative design level for above ground amenity on Bath Street

30 Staff would develop a design for Bath Street to a moderate level of finish (estimated cost $1.5 million) or renewals level of finish (estimated costs of $450,000), to coincide with the planned 3 Waters upgrades in the area.

Advantages

· Lower costs incurred than those provided for the high level of finish.

Disadvantages

· Does not provide a similar level of amenity and ‘look and feel’ to the Retail Quarter (George Street).

· Does not align with the 2017 Council decision.

NEXT STEPS

31 Staff will advance design concepts and engagement with local stakeholders based on the agreed design level of upgrade for Bath Street.

32 Staff will commence work on a business case for the remaining areas of the central city.

33 Staff will provide progress reports to the Infrastructure Services Committee.

Signatories

Author:

Glen Hazelton - Project Director, Central City Plan

Authoriser:

Josh Von Pein - Programme Manager - Major Projects

Robert West - General Manager Corporate and Quality

Attachments

	Title	Page
⇩a	LTP funding area	181

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 Retail Quarter Upgrade project contributes to key elements of Council’s Strategic Framework.

Māori Impact Statement

There continues to be a focus on working closely with mana whenua on the Retail Quarter project with an emphasis in the design on re-invigorating the area with visual and cultural expressions of mana whenua identity. The developed design currently in construction has involved extensive collaboration with Aukaha.

Sustainability

The current design includes a number of sustainability elements such as the rain gardens for managing and filtering stormwater, planting to attract native insects and birds, and the use of locally-sourced materials in paving. The design also seeks to encourage greater social sustainability by creating a more equitable and accessible place for people of all ages and abilities.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The Central City Plan project is funded within the 10 Year Plan 2021-31. The Octagon is not currently included. This report proposes including funding into the 10 Year Plan.

Financial considerations

This report provides a financial update on the current spend and notes that construction inflation is putting pressure on the overall budget.

Significance

The report is considered low in terms of Council’s Significance and Engagement Policy.

Engagement – external

There has been substantial engagement on the Retail Quarter as part of the upgrade project. While there has been some previous engagement on other parts of the central city, fresh engagement will be required for other quarters as part of the business case and design optioneering processes.

Engagement - internal

There is ongoing internal engagement with all parts of the DCC around the coordination and implementation of the remainder of the Central City Plan project.

Risks: Legal / Health and Safety etc.

There will be ongoing risks managed through the project and regular health and safety audits once construction begins.

Conflict of Interest

There are no identified conflicts of interest.

Community Boards

The project is of interest to all residents of the city including those covered by Community Boards.

Council

5 December 2023

LGNZ - Special General Meeting

Department: Corporate Policy

EXECUTIVE SUMMARY

1 This report seeks a Council decision on how it wishes to vote on the proposed resolution at the upcoming Local Government New Zealand (LGNZ) Special General Meeting to endorse The Future by Local Government – A consensus outcome paper.

2 This report summarises key focus areas of the consensus outcome paper, which is LGNZ’s agreed parameters for further engagement and advocacy with central government on local government system reform. The Dunedin City Council (DCC) participated in a consensus building process led by LGNZ.

3 Endorsement of the consensus outcome paper would broadly align with previous DCC submissions that the Council has approved previously, in regard to the Review into the Future for Local Government.

RECOMMENDATIONS

That the Council:

a) Decides how it wishes to vote on the proposed resolution at the upcoming Local Government New Zealand Special General Meeting to endorse The Future by Local Government – A consensus outcome paper (Attachment A).

BACKGROUND

4 On 24 November 2023, LGNZ requested that councils consider its motion at the upcoming LGNZ Special General Meeting (SGM).

5 The motion seeks a yes/no vote from councils to engage and advocate with central government on local government system reform by endorsing LGNZ’s consensus approach, as a united voice, which is set out in The Future by Local Government – A consensus outcome paper (the consensus outcome paper) (Attachment A).

6 The consensus outcome paper was developed by LGNZ through engagement with the local sector, in which the DCC participated, following the Future for Local Government Review (FFLG) in 2021.

7 Recently in November, the Mayor and Deputy Mayor attended an LGNZ forum along with other council representatives which informed the consensus outcome paper. The paper is designed to address the collective impacts of reform programmes on the function and role of local government, address new and increasing challenges faced by local government, and renew and better equip local governance for the future.

8 When the final FFLG report was released, councils were clear that they wanted to drive change themselves, rather than central government imposing change.

9 To this end, LGNZ’s 2023 AGM agreed to develop a consensus position or positions on the final FFLG report and used an inclusive process for members to reach consensus with each other. This has resulted in the consensus outcome paper.

DISCUSSION

10 The consensus outcome paper, if adopted, provides LGNZ with parameters, as a united voice, for engagement with the incoming government.

11 The motion put forward by LGNZ is:

“That [name of council] agree to [vote in favour of / vote against / abstain for] the proposed resolution at the upcoming Local Government special general meeting to endorse The Future by Local Government – A Consensus Outcome paper as LGNZ’s agreed basis for engagement and advocacy with central government on local government system reform.”

12 The approach as outlined in the consensus outcome paper focuses on five key areas as follows:

· Build a new system of government that’s fit for purpose;

· Rebalance the country’s tax take between central and local government;

· Create stronger, more authentic relationships between local government and iwi, hāpu and Māori;

· Align central, regional and local government priorities; and

· Strengthen local democracy and leadership.

13 It is important to note that the consensus outcome paper will not be presented to central government. It also does not define how, when and in what order councils will advocate. LGNZ has explained that these decisions will be defined in the next part of the process.

14 Broadly, the key focus areas set out in the consensus outcome paper align with previous submissions made by the DCC on the FFLG Review over the past two years.

Voting Process

15 As consistent with LGNZ rules, the DCC has four delegates and six votes (the LGNZ proportions the number of votes across council populations).

16 LGNZ has advised that the SGM will take a yes/no vote at on the consensus outcome paper, without amendments.

17 The vote will be open and transparent, with each council asked in turn to verbally state its vote.

18 While this approach befits the process to date, it also creates a significant cost saving by not using an app voting provider.

OPTIONS

19 Two options have been identified for council consideration.

Option One – Vote to endorse the consensus outcome paper

20 Under this option, the Council would vote in favour of the proposed resolution at the SGM to endorse the consensus outcome paper as LGNZ’s agreed basis for engagement and advocacy with central government on local government system reform.

Advantages

· Endorsement of the consensus outcome paper would send a unified signal by local government that councils are united in engaging with the government about the future for the sector.

· The consensus outcome paper broadly aligns with the DCC’s previous submissions related to the FFLG Review.

Disadvantages

· There are no identified disadvantages.

Option Two – Vote not to endorse the consensus outcome paper

21 Under this option, the Council would vote against the proposed resolution at the SGM and does not endorse the consensus outcome paper.

Advantages

· There are no identified advantages.

Disadvantages

· Would not be sending a unified signal from local government that councils are wanting to engage with the government about the future of the sector.

NEXT STEPS

22 The DCC will vote as decided by the Council, via The Mayor as the Council’s delegate, at the online Special General Meeting on Monday 11 December 2023.

Signatories

Author:	Sharon Bodeker – Special Projects Manager
Authoriser:	Sandy Graham - Chief Executive Officer

Attachments

	Title	Page
⇩a	LGNZ Future by Local Government - A Consensus-Outcome Paper	202

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

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

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

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

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

Fit with strategic framework

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

This report aligns with most DCC strategies as it supports democratic local decision making. The 3 Waters Strategy and Spatial Plan were deemed “out of scope” in the terms of the review into FFLG.

Māori Impact Statement

The Future by Local Government – A consensus outcome paper refers to its approach to create stronger, more authentic relationships between local government and iwi, hāpu and Māori. This aligns with the DCC’s recent adoption of He Taki Haruru.

Sustainability

LGNZ’s approach as defined in The Future by Local Government – A consensus outcome refers to building a new system, but until this is better defined, sustainability implications cannot be identified.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications for current levels of service and/or performance measures.

Financial considerations

There are no financial implications.

Significance

This decision is considered low in terms of the Council’s Significance and Engagement Policy. Local government system reform is a significant matter for the DCC.

Engagement – external

No external engagement has been undertaken.

Engagement - internal

No internal engagement has been taken in preparing this report.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There is no conflict of interest.

Community Boards

There are no direct implications for Community Boards but they will be interested in the Council’s position on LGNZ’s resolution.

[1] Ministry for the Environment. 2022. Aotearoa New Zealand’s first national adaptation plan. Wellington. Ministry for the Environment.

[2] IPCC, 2014. Adaptation planning and implementation. In: Climate Change 2014: Impacts, Adaptation, and Vulnerability. Part A: Global and Sectoral Aspects. Contribution of Working Group II to the Fifth Assessment Report of the Intergovernmental Panel on Climate Change. Cambridge University Press, Cambridge, United Kingdom and New York, NY, USA, pp. 869-898

[3] IPCC, 2023: Summary for Policymakers. In: Climate Change 2023: Synthesis Report. Contribution of Working Groups I, II and III to the Sixth Assessment Report of the Intergovernmental Panel on Climate Change [Core Writing Team, H. Lee and J. Romero (eds.)]. IPCC, Geneva, Switzerland, pp. 1-34, doi: 10.59327/IPCC/AR6-9789291691647.00.

[5] Climate change projections for the Otago Region, Prepared for Otago Regional Council, October 2019, National Institute of Water & Atmospheric Research Ltd, Auckland.

[6] Otago Climate Change Risk Assessment – Main Report, Prepared for the Otago Regional Council, March 2021, Tonkin & Taylor Ltd.

[7] Intergovernmental Panel on Climate Change (IPCC), Shared Socioeconomic Pathway SSP2-4.5, which is the mid-range emissions pathway, generally described as “middle of the road” and the path we are currently on.

[8] Fitzharris, B. 2010. Climate Change Impacts on Dunedin, Prepared for the Dunedin City

Council.

[9] Ministry for the Environment, Coastal Hazards and Climate Change – Guidance for Local Government, 2017, Wellington, New Zealand.

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

	Title	Page
A ⇩	Minutes of Ordinary Council meeting held on 28 November 2023	18

Author:	Sharon Bodeker - Special Projects Manager
Authoriser:	Sandy Graham - Chief Executive Officer