Notice of Meeting:

I hereby give notice that an ordinary meeting of the Dunedin City Council will be held on:

 

Date:                                                    Tuesday 12 December 2023

Time:                                                   9.00 am

Venue:                                                Council Chamber, Dunedin Public Art Gallery, The Octagon, Dunedin

 

Sandy Graham

Chief Executive Officer

 

Council

PUBLIC AGENDA

 

MEMBERSHIP

 

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

 

 

Senior Officer                                               Sandy Graham, Chief Executive Officer

 

Governance Support Officer                  Lynne Adamson

 

 

 

Lynne Adamson

Governance Support Officer

 

 

Telephone: 03 477 4000

governance.support@dcc.govt.nz

www.dunedin.govt.nz

 

 

 

 

 

 

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

 

 

 


Council

12 December 2023

 

 

ITEM TABLE OF CONTENTS                                                                                                                                         PAGE

 

1             Opening                                                                                                                                                                       4

2             Public Forum                                                                                                                                                              4

3             Apologies                                                                                                                                                                    4

4             Confirmation of Agenda                                                                                                                                        4

5             Declaration of Interest                                                                                                                                           4

6             Confirmation of Minutes                                                                                                                                       5

6.1       Ordinary Council meeting - 5 December 2023                                                                                 5  

Reports

7             10 Year Plan 2024-34 - Review of the Significance and Engagement Policy                                    19

8             10 Year Plan 2024-34 - Community Outcomes                                                                                           44

9             Coastal Plan Update                                                                                                                                             51

10           Kettle Park Landfill Investigations Update                                                                                                   56

11           Ōtepoti Dunedin Heritage Action Plan                                                                                                          62

12           Alternative Methods for Weed Control                                                                                                      229

13           Proposed Parking Changes                                                                                                                              253

14           Review - DCC Treasury Risk Management Policy                                                                                     270         

Resolution to Exclude the Public                                                                                                                     317

 


Council

12 December 2023

 

1          Opening

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

2          Public Forum

At the close of the agenda public forum registrations were still being taken.  The speakers will be confirmed following closure of registrations at 9.00 am on Monday 11 December 2023.

3          Apologies

At the close of the agenda no apologies had been received.

4          Confirmation of agenda

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

5          Declaration of Interest

There were no new declarations of interest.


Council

12 December 2023

 

Confirmation of Minutes

Ordinary Council meeting - 5 December 2023

 

 

RECOMMENDATIONS

That the Council:

a)         Confirms the public part of the minutes of the Ordinary Council meeting held on 05 December 2023 as a correct record.

 

 

Attachments

 

Title

Page

A

Minutes of Ordinary Council meeting  held on 5 December 2023

6

 

 


Council

12 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 05 December 2023, commencing at 10.00 am

 

PRESENT

 

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 via audio visual link

 

 

IN ATTENDANCE

Sandy Graham (Chief Executive Officer), Robert West (General Manager Corporate and Quality), Claire Austin (General Manager Customer and Regulatory), David Ward (Acting General Manager Infrastructure and Development), John Christie (Manager Enterprise Dunedin), Leanne Mash (Communications and City Marketing Manager), and Nicola Morand ((Manahautū (General Manager Māori, Partnerships and Policy)(Acting)), (Acting General Manager Infrastructure and Development), Jonathan Rowe (Programme Manager, South Dunedin Future), Josh Von Pein (Programme Manager – Mayor Projects), Glen Hazelton (Project Director, Central City Plan), Sharon Bodeker (Special Projects Manager), Dr Anna Johnson (City Development Manager) and Emma Christmas (Senior Planner)

 

Governance Support Officer                  Lynne Adamson

 

 

 

OPENING KARAKIA

 

The Mayor opened the meeting with a Karakia.

 

 

1          Public Forum

Benjamin Paterson – International Flights

Benjamin Paterson spoke about the survey he conducted for the reinstatement of international flights into Dunedin Airport.  He had received 22,000 responses with the most popular destinations being Brisbane, Gold Coast, Melbourne and Sydney.  Benjamin sought Council support for his initiative.

 

Ben responded to questions and advised that he had a trip to Auckland planned for late January where he planned to meet with airline representatives to speak on his survey.

 

Bevan Meddings – the Exchange

Mr Meddings spoke on the need for an upgrade to the Exchange area.  He provided information on the buildings he owned and spoke of the significance of other buildings and accommodation in the area which drew visitors to the Exchange. 

 

He urged Councillors to visit, assess the area and include an upgrade in future works for the city.  Mr Meddings responded to questions.

 

2          APOLOGIES

            

             There were apologies from Crs Jim O’Malley and Marie Laufiso for absence and Cr Andrew Whiley for lateness.

 

             Moved (Mayor Jules Radich/Cr Steve Walker):

             That the Council:

                         Accepts the apologies from Crs Jim O’Malley and Marie Laufiso for absence and Cr             Andrew Whiley for lateness.

 

             Motion carried (CNL/2023/289)

 

3          CONFIRMATION OF AGENDA

 

 

 

Moved (Mayor Jules Radich/Cr Mandy Mayhem):

That the Council:

 

Confirms the agenda with the following alterations:

 

That Item 9 – Housing Capacity Assessment Update 2023 and other supporting research to inform the draft Future Development Strategy be taken before Item 8 – Future Development Strategy: Adopting the draft for consultation

 

That Item C2 of the Supplementary Agenda – Proposed Governance Approach to Strategies, Plans and Programmes of Work be withdrawn from the Agenda.

 

That Item 12 – LGNZ – Special General Meeting has an additional paper which had been circulated.

 

Motion carried (CNL/2023/290)

 

4          Declarations of interest

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

 

 

Moved (Mayor Jules Radich/Cr Cherry Lucas):

That the Council:

 

a)         Notes the Elected Members' Interest Register; and

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

c)         Notes the proposed management plan for the Executive Leadership Team’s Interests.

Motion carried (CNL/2023/291)

 

5          Confirmation of Minutes

5.1       Ordinary Council meeting - 28 November 2023

 

Moved (Cr Cherry Lucas/Cr Kevin Gilbert):

That the Council:

 

a)         Confirms the public part of the minutes of the Ordinary Council meeting held on 28 November 2023 as a correct record.

Motion carried (CNL/2023/292)

  

Reports

6          South Dunedin Future - Risk Assessment & Adaptation Approaches

 

A report from Māori, Partnerships & Police provided an update on the South Dunedin Future programme, which included findings from the risk identification stage, to seek endorsement of a longlist of generic adaptation approaches.  It sought approval to engage the community on those topics.

 

The Acting General Manager Infrastructure and Development (David Ward); Manahautū (General Manager Māori Partnerships and Policy (Acting) (Nicola Morand); and Programme Manager, South Dunedin Future (Jonathan Rowe) spoke to the report and responded to questions.

 

 

Moved (Mayor Jules Radich/Cr Christine Garey):

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.

Division

The Council voted by division

 

For:                Crs Bill Acklin, Sophie Barker, David Benson-Pope, Christine Garey, Kevin Gilbert, Carmen Houlahan, Cherry Lucas, Mandy Mayhem, Steve Walker, Brent Weatherall and Mayor Jules Radich (11).

Against:        Cr Lee Vandervis (1).

Abstained:   Nil

 

The division was declared CARRIED by 11 votes to 1

 

Motion carried (CNL/2023/293)

 

Moved (Mayor Jules Radich/Cr Steve Walker):

 

That the Council:

 

             Adjourns the meeting for 5 minutes.

 

             Motion carried

 

The meeting adjourned at 11.18 am and reconvened at 11.33 am.

Cr Andrew Whiley entered the meeting at 11.33 am.

 

7          Developing a Climate Change Adaptation Plan for Dunedin City

 

A report from Māori, Partnerships & Policy canvased key considerations and options for the development of a climate change adaptation plan for Dunedin and to seek direction from Council about which option(s) should be explored further.

 

The Acting General Manager Infrastructure and Development (David Ward); Manahautū (General Manager Māori Partnerships and Policy (Acting) (Nicola Morand); and Programme Manager, South Dunedin Future (Jonathan Rowe) spoke to the report and responded to questions.

 

Moved (Mayor Jules Radich/Cr Kevin Gilbert)

 

That the Council:

 

             Adjourns the meeting for 40 minutes

 

             Motion carried

 

The meeting adjourned at 12.09 pm and reconvened at 12.51 pm

 

 

Moved (Cr Sophie Barker/Cr Christine Garey):

That the Council:

a)         Endorses further work to scope development of a Dunedin adaptation plan based on the following three options:

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.

b)        Notes that the costed options will be provided for Council in time for consideration as part of the deliberations for the 10 year plan in May 2024.

c)         Notes that as part of the development of the options there will be workshops with Councillors, engagement with mana whenua and other key stakeholders.

Division

The Council voted by division

 

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

Against:            Cr Lee Vandervis (1).

Abstained:      Nil

 

The division was declared CARRIED by 12 votes to 1

 

Motion carried (CNL/2023/294)

 

 

Cr Carmen Houlahan left the meeting at 1.05 pm and returned at 1.08 pm.

 

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

 

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

 

The Chief Executive Officer (Sandy Graham); Acting General Manager Infrastructure and Development (David Ward), City Development Manager (Dr Anna Johnson) and Senior Planner (Emma Christmas) provided an update and spoke to the report.  Formative Director (Rodney Yeoman) attended via audio visual link.

 

Council acknowledged and recognised all the work Nathan Stocker (former Team Leader Research and Monitoring) had completed in this field.

 

 

Moved (Mayor Jules Radich/Cr Kevin Gilbert):

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).

Motion carried (CNL/2023/295)

 

 

8          Future Development Strategy: Adopting the draft for consultation

 

A report from City Development noted that the National Policy Statement on Urban Development (NPS-UD) required 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 was being prepared by DCC and ORC in partnership with mana whenua.

 

The Chief Executive Officer (Sandy Graham); Acting General Manager Infrastructure and Development (David Ward), City Development Manager (Dr Anna Johnson) and Senior Planner (Emma Christmas) spoke to the report and responded to questions. 

 

Dr Johnson introduced the Future Development Strategy and explained the relationship with the 10 year plan.

 

Moved (Mayor Jules Radich/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

C2  Future Development Strategy Attachment Report

S7(2)(j)

The withholding of the information is necessary to prevent the disclosure or use of official information for improper gain or improper advantage.

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.

 

 

Motion carried (CNL/2023/296)

 

The meeting moved into confidential at 1.24 pm and resumed in public at 1.35 pm.

 

 

Moved (Cr Cherry Lucas/Cr Kevin Gilbert):

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.

Motion carried (CNL/2023/297) with Cr Lee Vandervis recording his abstention

 

 

10        Central City Plan Update and Business Case Development for future stages

 

A report from the Project Management Office presented revised cost estimates from those prepared in 2017 for the above ground transport and amenity works for the Central City Plan. 

The report sought Council consideration to what level of above ground amenity works should be undertaken on the Bath Street component of the Central City Plan.  It also presented high level cost estimates for the Octagon.

 

The General Manager Corporate and Quality (Robert West), Programme Manager – Major Projects (Josh Von Pein) and Project Director, Central City Plan (Glen Hazelton) spoke to the report and responded to questions.

 

Moved (Mayor Jules Radich/Cr Kevin Gilbert):

 

That the Council:

 

             Adjourns the meeting for 5 minutes.

 

             Motion carried

 

The meeting adjourned at 2.19 pm and reconvened at 2.28 pm.

 

 

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

That the Council:

 

 

a)         Approves a budget of $2.63m for a high level upgrade for above ground amenity on Bath Street.

b)        Notes that this was an increase in budget of $1.13m.

 

            Division

The Council voted by division

 

For:                 Crs David Benson-Pope, Christine Garey, Mandy Mayhem, Steve Walker (4).

Against:         Crs Bill Acklin, Sophie Barker, Kevin Gilbert, Carmen Houlahan, Cherry Lucas, Lee Vandervis, Brent Weatherall  Andrew Whiley and Mayor Jules Radich (9)

Abstained:   Nil

 

The division was declared LOST by 9 votes to 4

 

 

 

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

That the Council:

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

d)        Notes the business case would be used as a basis to review the Central City Plan.

            

             Division

The Council voted by division

 

For:                Crs Bill Acklin, Sophie Barker, David Benson-Pope, Christine Garey, Kevin Gilbert, Carmen Houlahan, Cherry Lucas, Mandy Mayhem, Lee Vandervis, Steve Walker, Brent Weatherall, Andrew Whiley and Mayor Jules Radich (13).

Against:        Nil

Abstained:   Nil

 

The division was declared CARRIED by 13 votes to 0

 

Motion carried (CNL/2023/298)

 

 

Moved (Mayor Jules Radich/Cr Bill Acklin):

That the Council:

 

             a)         Confirms a moderate level upgrade for above ground amenity on Bath Street

 

b)        Notes that $1.5m was already included within existing budgets.

            

             Division

             The Council voted by division

 

             For:                 Crs Bill Acklin, Sophie Barker, David Benson-Pope, Christine Garey, Kevin Gilbert, Carmen Houlahan, Cherry Lucas, Brent Weatherall, Andrew Whiley and Mayor Jules Radich (10).

             Against:         Crs Mandy Mayhem, Lee Vandervis and Steve Walker (3).

            Abstained:    Nil

 

The division was declared CARRIED by 10 votes to 3

 

Motion carried (CNL/2023/299)

 

Moved (Mayor Jules Radich/Cr Steve Walker):

 

That the Council:

            

             Adjourns the meeting for 5 minutes.

 

             Motion carried

 

The meeting adjourned at 3.18 pm and reconvened at 3.31 pm.

 

11        Letter of Expectation for Dunedin City Holdings Limited and Group

 

A report from Civic provided a draft Letter of Expectation  for the Dunedin City Holdings Limited Board for consideration.

 

The Chief Executive Officer (Sandy Graham) and Special Projects Manager (Sharon Bodeker) spoke to the report and responded to questions.

 

 

Moved (Mayor Jules Radich/Cr Cherry Lucas):

That the Council:

 

a)     Approves the draft Letter of Expectation to the Board of Dunedin City Holdings Limited on behalf of the Council as Shareholder.

b)     Authorises the Mayor to sign the Letter of Expectation on behalf of the Council as Shareholder.

Motion carried (CNL/2023/300) with Cr Lee Vandervis recording his vote against

 

12        LGNZ - Special General Meeting

 

A report from Corporate Policy sought a Council decision on how it wished 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.

 

The Chief Executive Officer (Sandy Graham) and Special Projects Manager (Sharon Bodeker) spoke to the report and responded to questions.

 

Moved (Mayor Jules Radich/Cr Kevin Gilbert):

 

That the Council:

 

             Extends the meeting beyond 6 hours.

 

             Motion carried

 

 

 

Moved (Mayor Jules Radich/Cr Cherry Lucas):

That the Council:

 

a)        Build a new system of government that’s fit for purpose.

 

Motion carried (CNL/2023/301)  with Cr Lee Vandervis recording his abstention

 

 

Moved (Mayor Jules Radich/Cr Cherry Lucas):

That the Council:

            b)         Rebalance the country’s tax take between central and local government

 

Motion carried (CNL/2023/302)  with Cr Lee Vandervis recording his abstention

 

 

Moved (Mayor Jules Radich/Cr Cherry Lucas):

That the Council:

c)         Create strong, more authentic relationships between local government and iwi, hapū and Māori.

Motion carried (CNL/2023/303) with Cr Lee Vandervis recording his abstention

 

 

Moved (Mayor Jules Radich/Cr Cherry Lucas):

That the Council:

d)        Align central, regional and local government priorities.

Motion carried (CNL/2023/304) with Cr Lee Vandervis recording his abstention

 

 

Moved (Mayor Jules Radich/Cr Cherry Lucas):

That the Council:

e)         Strengthen local democracy and leadership

Motion carried (CNL/2023/305) with Cr Lee Vandervis recording his abstention

2          Proposed Governance Approach to Strategies, Plans and Programmes of Work

 

This item was withdrawn from the agenda.

 

RESOLUTION TO EXCLUDE THE PUBLIC

 

Moved (Mayor Jules Radich/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 - 28 November 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).

 

.

 

C3  Infrastructure Related Purchase

S7(2)(g)

The withholding of the information is necessary to maintain legal professional privilege.

 

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.

 

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/2023/306)

 

The meeting moved into confidential at 4.22 pm. and concluded at 4.47 pm.

 

 

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

MAYOR

 


Council

12 December 2023

 

Reports

 

10 Year Plan 2024-34 - Review of the Significance and Engagement Policy

Department: Corporate Policy

 

 

 

 

EXECUTIVE SUMMARY

1          This report updates Council on the review of the Significance and Engagement Policy (the Policy) undertaken as part of the 10 Year Plan 2024-34 process and requests approval of the proposed changes. The revised Policy is provided as Attachment A. A version showing tracked changes in the document is provided as Attachment B.

2          Every local Council in Aotearoa New Zealand is required to have a Significance and Engagement Policy under the Local Government Act 2002 (LGA).

3          Council is responsible for making decisions on behalf of the city, and for engaging with the community on significant decisions. The role of the Policy is to guide Council on assessing what, when and how significant decisions are made.

4          The review of the Policy has found that it is largely fit for purpose. Some improvements were identified, and these are detailed in this report.

RECOMMENDATIONS

That the Council:

a)         Approves the revised Significance and Engagement Policy.

b)        Notes that the revised Significance and Engagement Policy will be included as a supporting document during the 10 Year Plan consultation.

BACKGROUND

5          The Policy is required by Section 76AA of the LGA. It must set out:

·        The general approach the council takes to determining the significance of an issue, a matter or decision.

·        The criteria and procedures used for determining significance.

·        What the community can expect in terms of consultation and engagement on matters with different degrees of significance.

·        The list of assets considered by the Council to be strategic assets.

6          Section 5 of the LGA provides the following definition of strategic assets: 

strategic asset, in relation to the assets held by a local authority, means an asset or group of assets that the local authority needs to retain if the local authority is to maintain the local authority’s capacity to achieve or promote any outcome that the local authority determines to be important to the current or future well-being of the community; and includes—

(a) any asset or group of assets listed in accordance with section 76AA(3) by the local authority; and

(b) any land or building owned by the local authority and required to maintain the local authority’s capacity to provide affordable housing as part of its social policy; and

(c) any equity securities held by the local authority in—

(i) a port company within the meaning of the Port Companies Act 1988:

(ii) an airport company within the meaning of the Airport Authorities Act 1966.

7          The DCC’s current Policy was first adopted on 24 November 2014, and last reviewed in 2021 for the 10 year plan 2021-2031.

8          The last review of the Policy included minor amendments to provide further clarity for staff implementing the Policy, as well as one minor change from the previous strategic assets list – listed in Schedule 2 of the Policy: from ‘Fortune Theatre’ to ‘231 Stuart Street (formerly the Fortune Theatre)’ to reflect the change in usage of this asset.

9          In the last review, the Dunedin City Council’s (DCC) Māori Participation Working Party  recommended elevating the principle of Māori engagement in the list of principles included in the Policy, as well as endorsing revised wording in the current Policy.

10        The current Policy includes criteria to determine ‘significance’ in relation to a strategic decision.

11        The current Policy outlines a brief description of strategic assets, which are Council-owned assets or groups of assets that are considered strategically important for the wellbeing of residents and in achieving strategic priorities for the city.

12        The current list of Council-owned strategic assets varies from individual assets such as Moana Pool, to groups of assets such as the transportation network. If the Council wanted to make any changes to the ownership or control of the strategic assets, Council would at the least, engage with the community using the consultative procedures outlined in the policy.

13        The council must consult when amending the Policy unless it considers on reasonable grounds that it has sufficient information about community interests and preferences to enable the purpose of the policy to be achieved.

DISCUSSION

14        The current Policy has been reviewed and is still considered fit for purpose as it provides a framework for assessing the significance of decisions, and an outline of engagement approaches in line with the International Association of Public Participation (IAP2) spectrum of public participation.

15        From a legal perspective, the DCC’s current Policy meets the requirements of section 76AA of the LGA.

16        However, after DCC staff researched and reviewed other Significance and Engagement policies in Aotearoa New Zealand, the following changes in form and structure are proposed:

Introduction and principles

17        The DCC’s strategic framework includes two strategic principles; the Treaty of Waitangi and sustainability which are not reflected in the current Policy.

18        It is proposed to strengthen the Policy by introducing a reference to the recently adopted Zero Carbon Plan and Te Taki Haruru - The Māori Strategic Framework

19        To clarify the engagement principles and underline their influence on all engagement activities, it is proposed to move the principles of engagement to the beginning of the Policy and to reorganise them in five overarching principles as follows, with a new principle addressing sustainability:

·        Principle 1: Engage effectively and openly with community.

·        Principle 2: Ensure appropriate delivery of engagement. 

·        Principle 3: Make provision for Māori to actively and effectively contribute to decision-making processes.

·        Principle 4: Consider the views, interests, needs and opinions expressed during engagement and report on their influence on the final decision.

·        Principle 5 (new): Consider the needs of future generations.

Māori Engagement

20        It is proposed to include a specific paragraph referencing Te Taki Haruru – The Māori Strategic Framework and its complementary frameworks Tū Hono (Māori Engagement Framework) and Tū Kotahi (Cultural Capability Framework). This addition will promote alignment between the Policy and the new frameworks which implement the DCC’s commitment to the Treaty of Waitangi.

Determining when to engage

21        It is proposed to revise the flowchart for deciding how to engage by including additional guidance for staff for the overall assessment of the significance of a decision, to better guide the implementation of the Policy.

Strategic assets list

22        Apart from the legally required assets, detailed below, it is a decision for Council as to what assets or groups of assets Council needs to retain.

23        In reviewing the current Strategic Assets list for the DCC, the rationale for why some assets have been included, or not, is based on two broad indicators as outlined in the Policy:

·    Achievement and promotion of the current and future well-being of the community.

·    Achievement and promotion of the priorities of the Strategic Framework.

24        Given the definition of strategic assets in Section 5 (b) and (c) of the LGA, the following cannot be deleted from the list of strategic Council-owned assets:

·    Community Housing. It is important to note that this inclusion does not mean that the sale of an individual community housing complex would necessarily be regarded as significant, but it does mean that the sale of a major part of DCC’s Community Housing stock would be a significant decision. The Policy currently states that where a strategic asset is a network or has many components, decisions can be made on individual components within the network without it being regarded as significant, unless that component substantially affects the level of service provided to the community.

·    Shares in Dunedin International Airport Limited.

25        Three changes to the current strategic assets list are proposed:

·    Removal of the Fortune Theatre, in preparation for the sale of the asset.

·    Change ‘Moana Pool’ to ‘Aquatic Facilities’.

·    Change ‘Landfills’ to ‘Waste Management Facilities’.

OPTIONS

 

Option One – Recommended Option – Approves the revised Significance and Engagement Policy

 

26        The Council approves the revised Policy, with any additional amendments, for inclusion in the draft 10 year plan 2024-34.

Advantages

·        Fulfils the DCC commitment to review the Policy once every three years.

·        Strengthens the aspirational dimension and alignment of the Policy with the DCC’s Strategic Framework, while keeping its current characteristics.

·        Provides an updated list of strategic assets aligned with the DCC’s activities.

Disadvantages

·        There are no identified disadvantages.

Option Two – Status Quo – Does not approve the revised Significance and Engagement Policy

27        The Council does not approve the revised Policy, as attached, for inclusion in the draft 10 year plan 2024-34, and the current Policy is included in the draft 10 year plan 2024-34.

Advantages

·        There are no identified advantages

Disadvantages

·        Does not fulfil the DCC commitment to review the Policy once every three years.

·        Missed opportunity to strengthen the aspirational dimension and alignment with DCC’s strategic framework.

·        Maintain a list of Strategic assets inconsistent with DCC’s activities.

NEXT STEPS

28        If approved by Council, the revised Policy will be included as a supporting document in the draft 10 year plan 2024-34.

29        If the revised Policy is not approved, the current Policy developed for the 10 year plan 2021-31 will be included as a supporting document in the draft 10 year Plan 2024-34.

Signatories

Author:

Jasmin Lamorie - Senior Corporate Planner

Authoriser:

Jeanette Wikaira - General Manager Arts, Culture and Recreation

Attachments

 

Title

Page

a

draft Revised Significance and Engagement Policy - 10 year plan 2024-34

26

b

draft Revised Significance and Engagement Policy 10 year plan 2024-34 TRACKED CHANGES VERSION

35

 


 

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.

This decision adheres with Section 76AA of the Local Government Act 2002, which requires local authorities to have a Significance and Engagement Policy, and .

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 Significance and Engagement Policy applies to aspects of the DCC’s Strategic Framework, Te Taki Haruru (the Māori Strategic Framework) and the DCC’s Zero Carbon Plan.

Māori Impact Statement

The revised Significance and Engagement Policy aligns with Te Taki Haruru – the Māori Strategic Framework and  to the DCC commitment to the principles of the Treaty of Waitangi.

The DCC’s Māori Partnerships team has been consulted with in the development of the revised policy.

Sustainability

The revised Significance and Engagement Policy references the DCC commitment toward sustainability, the Zero Carbon Plan. Zero Carbon staff have been consulted with in the development of the revised policy.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The Significance and Engagement Policy will be included in the Long Term Plan (10 year Plan) 2024-34.

Financial considerations

There are no financial implications.

Significance

The revised Significance and Engagement Policy will be included as a supporting document in the draft 10 year Plan 2024-34 that will undergo public consultation in 2024.

Engagement – external

There has been no external engagement.

Engagement - internal

The DCC’s Communication and Marketing, Corporate Policy, Māori Partnerships, South Dunedin Future, Legal, and Zero Carbon teams have been involved in the development of the revised Significance and Engagement Policy.

Risks: Legal / Health and Safety etc.

The DCC’s in-house Legal team has been consulted on the revised Significance and Engagement Policy. There are no identified risks.

Conflict of Interest

There is no conflict of interest.

Community Boards

Community Boards areas will be included in the public consultation on the draft 10 year Plan 2024-34.

 

 


Council

12 December 2023

 










Council

12 December 2023

 










Council

12 December 2023

 

 

10 Year Plan 2024-34 - Community Outcomes

Department: Corporate Policy

 

 

 

 

EXECUTIVE SUMMARY

1          This report seeks approval of the community outcomes for developing the 10 year plan 2024-34 (the Plan), and consulting with the community.

   RECOMMENDATIONS

That the Council:

a)     Approves, community outcomes, for the purposes of developing the 10 year plan 2024-34, and consulting with the community.

 

BACKGROUND

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

a)     describe the Council’s activities;

b)     describe the community outcomes for Dunedin;

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

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

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

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

·        Community outcomes;

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

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

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

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

·        Financial Strategy;

·        Infrastructure Strategy;

·        Revenue and Financing Policy;

·        Significance and Engagement Policy;

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

·        Significant forecasting assumptions.

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

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

DISCUSSION

6          Local Authorities are required to have specified community outcomes under the LGA.  Section 5 of the LGA defines Community outcomes as:

Community outcomes means the outcomes that a local authority aims to achieve in order to promote the social, economic, environmental, and cultural well-being of its district or region in the present and for the future.

7          Long term plans must describe the community outcomes which Local Authorities are seeking to achieve through their planning.  Schedule 10 (1) of the LGA provides:

A long-term plan must, to the extent determined appropriate by the local authority, describe the community outcomes for the local authority’s district or region.

8          The DCC currently has eight community outcomes which are described in the 10 year plan 2021-31, as shown in Attachment A.  These outcomes are linked to the eight core strategies in Dunedin’s Strategic Framework, and each outcome is supported by the priorities contained within the core strategies.

9          In 2019 the Government reinstated the four aspects of community wellbeing – social, economic, environmental and cultural – into the LGA.  As the existing community outcomes are aligned with the Strategic Framework, they already cover the four aspects of community wellbeing.

10        The 10 year plan strategic workstream reviewed the community outcomes of other Councils and found there were variations. Some Council’s had fewer outcomes that were focussed at a high level and others linked directly to the four wellbeings, some councils had outcomes which were more aligned with strategies or delivery of services.

11        Alternative options for revising the DCC’s community outcomes were considered by the 10 year plan strategic workstream. However, as the Strategic Refresh project is continuing to progress and the DCC’s existing strategic framework remains in place, it is recommended that, for consistency, the existing community outcomes continue to be utilised in the development of the 10 year plan 2024-2034.

12        No options for this report are presented. The recommendation is that Council approves the existing eight Community Outcomes for development of, and inclusion in, the draft 10 year plan 2024-2034 for the following reasons:

a)         It is a requirement within the LGA that Council describes the community outcomes for Dunedin within the 10 year plan.

b)        The existing outcomes align with current strategies.

NEXT STEPS

13        Once approved, the community outcomes will form part of the supporting documentation to be included in, and used to support the development of the draft 10 year plan. 

 

Signatories

Author:

Jasmin Lamorie - Senior Corporate Planner

Authoriser:

Jeanette Wikaira - General Manager Arts, Culture and Recreation

Attachments

 

Title

Page

a

Attachment A: Community Outcomes 10 year plan 2024-34

49

 

SUMMARY OF CONSIDERATIONS

 

Fit with purpose of Local Government

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

Fit with strategic framework

 

Contributes

Detracts

Not applicable

Social Wellbeing Strategy

Economic Development Strategy

Environment Strategy

Arts and Culture Strategy

3 Waters Strategy

Spatial Plan

Integrated Transport Strategy

Parks and Recreation Strategy

Other strategic projects/policies/plans

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

Māori Impact Statement

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

Sustainability

As part of the 10 year plan, several pieces of work are underway to give effect to Council’s commitment to sustainability, including work on developing the City Portrait, the Zero Carbon policy and the adoption of Te Taki Haruru - Māori Strategic Framework.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

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

Financial considerations

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

Significance

The 10 year plan will include community engagement and public consultation.

Engagement – external

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

Engagement - internal

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

Risks: Legal / Health and Safety etc.

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

Conflict of Interest

There are no known conflicts of interest.

Community Boards

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

 

 


Council

12 December 2023

 



Council

12 December 2023

 

 

Coastal Plan Update

Department: Transport

 

 

 

 

EXECUTIVE SUMMARY

1          The purpose of the present report is to provide an update on the St Clair – St Kilda coastal plan (Whakahekerau – Rakiātea Rautaki Tai).

2          This report provides information on the modelling programme developed to support the Coastal Plan. This modelling programme is developed in parallel with a monitoring programme (used to validate the model outputs). Combined, these two programmes constitute a technical assessment which aims to assess the performance of the Coastal Plan’s pathways (engineering options) in mitigating erosion, providing the science-based evidence necessary for resource consent application, engineering design development and implementation.

3          The estimated completion date of this technical assessment is August 2025.

 

RECOMMENDATIONS

That the Council:

a)         Notes the St Clair – St Kilda Coastal Plan Update report.

BACKGROUND

4          In February 2022, in response to sea level rise and increasing storminess induced by climate change, the DCC adopted a Coastal Management Plan (CMP) for the coastal embayment of St Clair – St Kilda. The coastal embayment extends over 4 km between St Clair headland and Lawyers Head.

5          Currently, DCC has a range of coastal management and engineering approaches for the three sections of this coastline: St Clair, Middle and St Kilda Beaches. However, ongoing erosion issues have been observed at different levels.

6          The dune system along this stretch of coastline acts as a natural barrier protecting low-lying areas of South Dunedin from flooding.

7          An information gap analysis revealed that additional technical information on nearshore hydrodynamics/morphodynamics and storm impact was required to ensure the successful implementation of the coastal plan.

8          The present modelling programme aims to fill these information gaps to facilitate obtaining resource consent and ensure that the optimal coastal management approach is implemented at St Clair – St Kilda. 

DISCUSSION

9          The key objectives of the modelling programme are to:

a)         Establish a baseline analysis of future shoreline evolution under present and future environmental conditions (accounting for relative sea level and storminess) under the “do-nothing” scenario (no maintenance of coastal structures) and the status quo (reactive maintenance on coastal structure). This baseline analysis will allow us to identify the most vulnerable sections of the St Clair – St Kilda coastal embayment to establish an alongshore risk profile. This alongshore risk profile will allow us to establish a staged implementation of the Coastal Plan, prioritising high-risk areas.

b)        Assess the performance and lifespan of the 11 pathways (e.g. groynes, sand nourishment, off-shore structures, etc.) presented in the coastal plan in mitigating erosion. This assessment will allow us to identify which pathways are the most suitable for erosion mitigation and cost-effective under present and future environmental conditions.

c)         Define the failure conditions of coastal structures under extreme conditions (storm clusters) and future environmental conditions (accounting for relative sea level and storminess). This assessment will allow us to establish emergency response protocols for extreme events and environmental triggers (e.g. sand level, beach width, dune slope), informing the need to switch management strategies/pathways in response to long-term environmental changes. This information is required to implement the Dynamic Adaptive Policy Pathway (DAPP) approach recommended by the Ministry for the Environment to mitigate the impact of climate change in coastal areas.

d)        Use a multi-criteria analysis based on the social, environmental, and economic impacts of each pathway presented in the Coastal Plan to define the optimal combination of pathways for erosion mitigation.

10        This technical assessment will lower the risk of negative environmental, social, and economic impact of the coastal plan by pre-testing options and filtering out those unfit for purpose.

11        The estimated completion date of the modelling programme is August 2025, and the timeframe for key deliverables is as follows:

Deliverables and milestones

Timeframe

Coastal Plan Assessment

Individual assessment of pathway performance in mitigating erosion

March 2025

Dune failure condition and environmental trigger definition

Dune Failure Assessment Report

November 2024

Environmental Trigger Definition Report

June 2025

Summary of Optimal Combination of Pathways

Recommendation report on optimal combination of pathways based on multicriteria analysis

August 2025

 

Implications for other adaptation and environmental programs

12        The outcomes of the modelling programme will have implications for the South Dunedin Future (SDF) programme, notably regarding the definition of the optimal management strategy (Programme led by DCC and ORC). Applying an optimal management strategy for erosion will provide a lead time for the SDF adaptation work programme.

13        The technical assessment strategy developed through this modelling programme to identify the optimal approach to erosion mitigation could be implemented in other areas presenting high erosion risk along Dunedin’s coastline. These areas will be highlighted by the Coastal Hazard Screening programme in progress (programme led by DCC and ORC).

Alignment with Mana Whenua and community values

14        Mana Whenua and local communities have actively participated in developing the Coastal Plan.

15        Further engagement with Mana Whenua and the community will be required during the refinement of the pathway designs.

Implication for the annual and long-term plan

16        Based on the delivery timeline of the modelling programme, the consent, design, and implementation costs of the selected pathways will likely impact the 2026-2036 Long-term Plans.

OPTIONS

17        As this is a report for noting there are no options for consideration.

NEXT STEPS

18        Staff will continue developing the monitoring programme used to support the modelling work.

19        Staff will continue maintaining coastal structures.

Signatories

Author:

Ben Hogan - Transport Delivery Manager

Raphael Krier-Mariani - Coastal Specialist

Authoriser:

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 Coastal Plan project contributes to key elements of Council’s Strategic Framework.

Māori Impact Statement

Ōtākou Rūnaka has been involved in the process of Coastal Plan development. In alignment with te tiriti o Waitangi, Mana whenua will continue involvement with the determination of implementation pathways.

Sustainability

The recommended option will assist in planning for the effects of climate change, improving the sustainability of coastal management practises at Ocean Beach. Furthermore, management options explored within the dynamic adaptive management framework may provide opportunities for more sustainable management of the recreational and amenity aspects of Ocean Beach. 

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The adaptation preferences generated through the recommended approach would be considered in the 2026-2036 LTP.

 

Financial considerations

This work is budgeted for in the 2023 to 2025 annual plans.

Significance

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

Engagement – external

It is recognised that the success of the engagement process will largely determine the degree of public buy-in to the recommended approach.

 

DCC Staff meet with the St Clair Action Group (SCAG) and the Otago Regional Council (ORC).  Neither of these groups has expressed opinions contrary to the recommended option of this report.

Engagement – internal

Engagement - internal

Internal engagement to this point has primarily been centred around the South Dunedin Futures Group and workstreams in the climate change adaptation space.

Risks: Legal / Health and Safety etc.

In making a decision to take action, public health and safety risks are likely to be mitigated over the long-term. Council’s legal obligation to manage the hazardous fill materials at this coast will also be addressed through the recommended option.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

St Clair – St Kilda Beach is of interest to the wider community, including those areas covered by

Community Boards.

 

 


Council

12 December 2023

 

 

Kettle Park Landfill Investigations Update

Department: Transport

 

 

 

 

EXECUTIVE SUMMARY

1          The purpose of this report is to provide an update on the Kettle Park coastal landfill short term engineering options to mitigate the risk of exposure to contaminant at the seaward dune face at Kettle park (east of Moana Rua Road).

2          The volume and concentration of landfill material in the dune system is larger than anticipated, and the landfill material (approx. 33,430m3) is at risk of being exposed from erosion under the present and future sea level conditions given predicted Sea Level Rise (SLR) and storminess associated with weather patterns (particularly the presently observed El Niño Southern Oscillation).

3          Short-term engineering options for immediate risk mitigation are required while long-term remediation options are being refined.

4          The preferred short-term engineering option consists of mitigating the risk of exposure using geotextile bags for high-risk areas (cost estimated to reach up to $5m) while continuing to develop a long-term risk elimination/mitigation strategy.

5          The long-term options for the Kettle Park landfill are being developed and must be compared with a greater suite of options. These options are reliant on coastal modelling work, currently in progress.

 

RECOMMENDATIONS

That the Council:

a)         Approves an overspend of up to $5m to complete immediate works to mitigate the risk of landfill discharge by using geotextile bags for high risk areas, while the long-term remediation strategy for the Kettle Park landfill is being refined.

 

BACKGROUND

6          Indications of the presence of a coastal landfill were first indicated in a 2011 technical report aimed at testing materials exposed in the dune face for contaminants. This initial report concluded that the nature of contaminants of the material exposed was from landfill material.

7          In 2020, further investigations were commissioned by the DCC staff to assess the potential impact of the exposed landfill materials on Human health. The investigation concluded that the concentration of contaminants in the materials exposed in the seaward dune face did not exceed standards for Human Health safety. However, asbestos was identified in the exposed material, indicating a potential presence of larger volumes of asbestos and contaminants behind the dunes.

8          The first investigation of Kettle Park Coastal Landfill content and extent was undertaken by DCC and presented to the Council in May 2023. However, this investigation did not extend to the eroding dunes fronting the landfill. Thus, the Council decided to extend the investigation to the dune system.

9          The DCC staff commissioned further investigations. The key results of this latest investigation are summarised below.

DISCUSSION

10        Stage 1 of the investigation indicates that:

a.    There are waste materials within the dune system containing elevated concentrations of metals (exceeding class A and local landfills screening criterion as well as environmental guidelines for sediment quality) and asbestos (exceeding commercial/industrial land use or NZ Asbestos in Soil "all site uses" criteria).

b.    The landfill material layer in the dune system reaches up to 5m in thickness and 8m in depth to the East of Moana Rua Road. This landfill material is only meters away from being exposed at the seaward dune face (estimated 4m to 7m from the dune face). The total estimated volume of landfill material in the 15m wide dune system ranges between 22,000 m3 and 63,800 m3.

c.     Presently, the landfill material is covered by soil /sand and is only sporadically exposed, which is unlikely to present a significant risk to the public and the environment. However, if significant volumes of landfill waste become exposed following erosion events, the risk to the public and the environment will be greater.

11        Stage 2 of the investigation indicates that:

a.    Under present environmental conditions (storm and sea level), the erosion potential at Kettle Park can reach up to 24 m based on the combination of observed erosion potential during storm clusters and the projected effects of sea level rise. This value increases with the projected sea level rise under the range of moderate emission scenarios considered by DCC.

b.    The total amount of waste material potentially at-risk ranges between 33,430 m3 (presently) and 176,630 m3 (in 100 years).

12        Stage 3 of the investigation considered the applicability of the short-term option presented in the Coastal Plan (Whakahekerau – Rakiātea Rautaki Tai) to mitigate and eliminate the risk of landfill exposure from erosion.

a.    Short-term risk mitigation option: A dune toe stabilisation option consisting of implementing geobags on a maximum alongshore distance of 1.5 km in front of Kettle Park to stabilise the dune toe is being considered. The existing consent RM13.428.01 allows the DCC to occupy the above-mentioned area with geobags and reno mattresses until July 2034. The rough cost estimate to implement this option for the entire length of Kettle Park is $6M. However, phase 1 of the investigation indicates that landfill material volumes decrease west of Moana Rua Road. Thus, $5M is considered sufficient to prioritise high-risk areas.

13        Collectively, the optimal approach would consist of mitigating the immediate risk of exposure using geotextile bags while developing long-term risk elimination/mitigation strategies.

14        The options from the Coastal Plan focusing on intervening in the foreshore and nearshore (e.g. sand nourishment, groynes, offshore structures) are also being considered. However, it must be noted that options consisting of intervening in the foreshore (the beach) and the nearshore (surf zone) can reduce the risk of erosion but will not contribute to eliminating the landfill material at risk. 

Implications for other adaptation and environmental programs

15        The erosion risk described in this study will have implications for the South Dunedin Future program, notably regarding the weakening of the western extremity of the dune system protecting the low-lying ground near Forbury Park from coastal inundation (Program led by DCC and ORC).

16        The risk of contaminant discharge within the coastal environment will have implications for the Ōrau marine reserve, which is expected to be implemented in mid-2024 (Program led by the Department of Conservation, DOC).

Alignment with Mana Whenua and community values

17        Mana Whenua and local communities have actively participated in developing the Coastal Plan, from which the high-level risk elimination strategies presented above have been extracted.

18        Further engagement with Mana Whenua and the community will be required during the refinement of the design of the risk management options presented in this investigation.

Implication for the annual and long-term plan

19        The costs of the risk mitigation options considered above will likely impact the Annual and Long Term Plans.

OPTIONS

20        Immediate works are needed to mitigate the risk of landfill exposure from erosion associated with the El Nino Southern Oscillation, therefore there are no options.

NEXT STEPS

21        Implement a dune toe stabilisation option to reduce the risk of landfill exposure from winter storms.

22        Develop a remediation strategy in collaboration with ORC and Mana Whenua.

Signatories

Author:

Ben Hogan - Transport Delivery Manager

Raphael Krier-Mariani - Coastal Specialist

Authoriser:

Jeanine Benson - Group Manager Transport

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 presented reports on Kettle Park Landfill investigation and remediationCoastal Plan project contributes to key elements of Council's Strategic Framework.

Māori Impact Statement

Ōtākou Rūnaka have been involved in the process of Coastal Plan development. While mana whenua

has not contributed to this investigation, they will continue involvement with the determination of

implementation pathways. In alignment with te tiriti o Waitangi, staff will engage with mana whenua (through Aukaha) to refine remediation designs for the dune system, considering the implications for the coastal environment.

 

Sustainability

There will be economic, social and environmental impacts and considerations as a result of these

findings. Kettle Park landfill remediation will likely have implications in terms of sustainability. The social, environmental, and economic impacts will be considered during the refinement of long-term remediation options.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There will be financial and strategic impacts as a result of these findings. The cost (to be confirmed) associated with mitigating the present risk of contaminant discharge will have to be considered in the annual plan and the 2024-2034 Long-Term Plan. The staff anticipate that the risk mitigation costs at Kettle Park, located at Middles Beach, will likely result in the need for a staged implementation of the Coastal Plan for areas presenting lower risk to the environment (Saint Clair and Saint Kilda beaches).The cost (to be confirmed) associated with mitigating the present risk of contaminant discharge will have to be considered in the annual plan and the 2024-2034 Long-Term Plan. The staff anticipate that the risk mitigation costs at Kettle Park, located at Middles Beach, will likely result in the need for a staged implementation of the Coastal Plan for areas presenting lower risk to the environment (Saint Clair and Saint Kilda beaches).The cost (to be confirmed) associated with mitigating the present risk of contaminant discharge will have to be considered in the annual plan and the 2024-2034 Long-Term Plan. The staff anticipate that the risk mitigation costs at Kettle Park, located at Middles Beach, will likely result in the need for a staged implementation of the Coastal Plan for areas presenting lower risk to the environment (Saint Clair and Saint Kilda beaches).

 

Financial considerations

Financial impacts are discussed in the report.

Significance

The Council's decision following this report's findings is likely to have a 'High' overall significance based on the importance to Dunedin; community interest; consistency with existing policy and strategy; and impact on Council's finances, capacity and capability

Engagement – external

We engaged with the Otago Regional Council to identify sources of funding for landfill remediation.

Engagement - internal

Internal engagement has been undertaken with key stakeholders including Waste Management, Parks and Recreation, City Development,  House Legal counsel and South Dunedin Future staff.

Risks: Legal / Health and Safety etc.

The May 2023 investigation report described the potential risks of the contaminated material on human health and the environment, classifying these risks as low under the present reactive management strategy. The present report indicates that the risk profile for Human Health and the environment will most likely increase if proactive mitigation approaches are not implemented based on the fact that landfill material is closer to the dune face and erosion risk is greater than anticipated.

 

Reputational and environmental risks have been identified regarding landfill discharge in the coastal environment, notably considering the upcoming implementation of the Ōrau marine reserve. 

 

A legal risk has been identified as DCC is legally responsible for any containment discharge into the environment from the Kettle Park landfill.

 

The mitigation of these risks will depend on the implantation of an efficient coastal management strategy, including a short-term risk mitigation strategy and long-term remedial of the landfill.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Kettle Park and St Clair Beach are of interest to the wider community, including those areas covered by Community Boards.

 

 


Council

12 December 2023

 

 

Ōtepoti Dunedin Heritage Action Plan

Department: City Development

 

 

 

 

EXECUTIVE SUMMARY

1          This report asks Council to adopt the draft Ōtepoti Dunedin Heritage Action Plan 2023 (HAP) (Attachment A) and the HAP Implementation Plan (Attachment B).

2          A Council resolution on 22 February 2023 asked staff to develop a Heritage Action Plan. The proposed HAP sets out the background and methodology for the work and proposes eight outcomes for future work. A HAP Implementation Plan, which sets out actions to support the outcomes, has also been prepared. The HAP  will replace the 2007 Heritage Strategy.

3          The plan and associated actions were developed from workshops held by the Heritage Action Plan Advisory Group (HAPAG) that was established to provide input into the HAP and a community and heritage building owner survey. Mana whenua consultancy Aukaha, also provided advice on the content and actions proposed for the HAP Implementation Plan.

4          The HAP builds on the previous work of the 2007 Heritage Strategy and the Dunedin Heritage Fund. The community benefits of adopting the HAP include: a planned strategic approach to DCC’s work to conserve Dunedin’s built heritage; focused actions that will help meet the challenges of working with Dunedin’s built heritage; and working alongside heritage advocates, developers, and heritage building owners to further contribute to Dunedin’s cultural and economic wellbeing.

RECOMMENDATIONS

That the Council:

a)         Adopts the Ōtepoti Dunedin Heritage Action Plan 2023

b)        Delegates to the Chief Executive Officer the power to correct typographical errors or to make minor amendments to the content of the Ōtepoti Dunedin Heritage Action Plan

c)         Notes the Ōtepoti Dunedin Heritage Implementation Plan 2023

d)        Notes that next steps in the production and implementation of the Ōtepoti Dunedin Heritage Implementation Plan 2023 include:

i)          a further report seeking direction from Council on the range and scope of the Ōtepoti Dunedin HAP 2023, as part of the 10 Year Plan 2024-34 considerations.

ii)         giving effect to the Ōtepoti Dunedin HAP 2023

BACKGROUND

RMA Provisions

5          Protecting historic heritage from inappropriate subdivision, use, and development is identified as a matter of national importance under Section 6(f) of the Resource Management Act 1991. Dunedin’s District Plan is required to give effect to this provision. The 2GP includes a schedule of 784 heritage buildings, 50 structures, and 41 sites, and 19 heritage precincts containing a further 925 character contributing buildings, which are managed by the heritage provisions of the plan.

Existing Heritage Strategy

6          Council’s existing Heritage Strategy (August 2007) sets out the vision and goals for sustainable management of Dunedin’s heritage. It provides a framework to guide the Council’s future work with property owners and other organisations.

7          One outcome of the Heritage Strategy was the 2010 Heritage Buildings Economic Re-Use Steering Group (HBERSG). The group was formed to investigate the barriers to, and opportunities for, the re-use of commercial heritage buildings in Dunedin. This steering group contributed to the revitalisation of the Warehouse Precinct; however, it is no longer active. 

8          The 2007 Heritage Strategy was prepared prior to the 2017 changes to the earthquake prone building regulations in the Building Act 2004, the Heritage New Zealand Pouhere Taonga Act 2014 that disestablished local branch committees, and the 2010 revisions to the NZ ICOMOS (International Council on Monuments and Sites) Charter.

Dunedin Heritage Fund

9          The Dunedin Heritage Fund (DHF) was established in 1993 with the purpose of encouraging the retention, repair, preservation, and maintenance of historic places (buildings, structures, and sites) in Dunedin.  The DHF is funded and administered by the DCC and managed by the Dunedin Heritage Fund Committee which has membership from DCC, Heritage New Zealand Pouhere Taonga (HNZPT) and the Southern Heritage Trust (SHT). Council provides an annual grant to the Fund of $680,700. In the 2022-2023 year, requests for funding totalled over $2.2 million.

Council resolution to develop a Heritage Action Plan

10        At the 22 February 2023 Council Annual Planning Meeting, Council passed a resolution requiring staff to develop a Heritage Action Plan in time for the ten-year plan in January 2024.

Moved (Cr Sophie Barker/Cr Kevin Gilbert):

That the Council:

a)         Approves the draft 2023/24 operating budget for the Community and

Planning Group.

 

b)         Approves the draft 2023/24 fees and charges schedules for the Community

and Planning Group.

 

c)         Ask staff to develop a Heritage Action Plan (in time for the ten-year plan in

January 2024).

 

Motion carried (CNL/2023/035)

11        On 19 June 2023, SPEC approved the Terms of Reference for the HAPAG, noting the proposed programme, establishment and membership of an advisory group, and workshop focus areas (Appendix C). The purpose of advisory group was to provide advice on the development of a Heritage Action Plan.

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

 

That the Committee:

            

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

 

b)         Notes the proposed programme and workshop focus areas.

 

Motion carried (SPECC/2023/022)

 

12        The primary focus of the HAP builds on DCC’s earlier heritage strategy for the built environment comprising of both publicly and privately owned places. The intention of the HAP is to also support the work of mana whenua to care for their significant places, and the stories of these places and how these might be more visible in the built environment.

DISCUSSION

13        The following discussion sets out the process by which the HAP 2023 was developed.

 

Heritage Action Plan Advisory Group Workshops

14        The 22 February 2023 Council resolution gave rise to an examination of known and emerging risks affecting the historic built environment, and a review of the way Council manages its own assets and statutory functions. It also allowed DCC to consider how Council works with the community to support building owners to look after their own historic buildings.

15        The HAPAG members comprised three elected members, key stakeholders (Heritage New Zealand Pouhere Taonga, Southern Heritage Trust), and community members. To represent the built heritage community, expressions of interest were sought from those with experience with heritage buildings, including developers/owners, contractors, heritage consultants and architects.

16        Staff reviewed the goals and actions of the 2007 Heritage Strategy and of the HBERSG. Staff then identified key challenges and opportunities for built heritage to be discussed in a series of four workshops.

17        The advisory group discussed the workshop topics in detail and the following key themes emerged under various discussion topics: application of the Building Act; seismic upgrading, improving heritage information, the complexity of processes, and financial incentives and disincentives.

Community Survey

 

18        To canvas the views of the wider Dunedin community a survey was undertaken. The survey received 182 responses, including 76 from owners of heritage buildings. A summary of the survey responses is appended to the HAP.

Engagement with Aukaha on behalf of Mana Whenua

19        Heritage Advisors met with Aukaha as representatives of mana whenua to understand their aspirations for the HAP. Aukaha provided advice on the content and actions proposed for the HAP Implementation Plan.

Councillor Workshop

20        A councillor workshop was held 26 October 2023. Staff provided an overview of the work to date and sought feedback on ideas proposed for the HAP.

Key issues and Challenges affecting Built Heritage

21        Key issues, and challenges affecting built heritage were identified during the development of the HAP. These issues, listed below, and potential approaches are discussed in detail in the HAP.

·    Demolition of historic buildings

·    Neglected Buildings

·    Compliance with Seismic Requirements

·    Unsympathetic Development

·    Financial Tools

·    Building Act 2004

·    Complexity of Regulatory Requirements

·    Identifying, Assessing and Protecting Heritage Buildings

·    Making Information Accessible

·    Trades & Professionals

·    DCC as a Property Owner

 

Heritage Action Plan Outcomes

22        In developing the Ōtepoti Dunedin HAP, DCC has identified eight outcomes that respond to the key issues and challenges identified by the advisory group, survey respondents, and Aukaha. Proposed work to support the eight outcomes, listed below, are detailed in the HAP

·    Outcome One: More heritage places are adapted for re-use, conserved, upgraded to comply with code requirements

·    Outcome Two: Earthquake prone heritage buildings are strengthened rather than demolished

·    Outcome Three: Demolition by neglect is reduced

·    Outcome Four: More heritage places with significant heritage values are identified and protected by the 2GP

·    Outcome Five: Ōtepoti Dunedin’s heritage places are understood, valued, and promoted

·    Outcome Six: Vacant sites in heritage precincts are developed with sympathetic and high-quality new buildings, including supporting mana whenua in making visible indigenous design and stories in the built environment

·    Outcome Seven: The DCC consistently demonstrates a best practice and balanced approach to looking after its own heritage places

·    Outcome Eight: Ōtepoti Dunedin builds a strong and resilient body of trained and experienced heritage trades and professionals.

Heritage Action Plan – Implementation Plan

23        The implementation plan proposes thirty-five actions to support the outcomes. Actions have been planned over a three-year period. The implementation plan outlines where additional resource will be required to deliver these actions within the prescribed timeframe. 

OPTIONS

Option One – Adopt the Ōtepoti Dunedin HAP 2023, which would replace the 2007 Heritage Strategy

24        Under this option, Council adopts the Ōtepoti Dunedin HAP 2023, notes the Heritage Implementation Plan and staff undertake the work outlined in the next steps below.

Advantages

·        Opportunity to improve the community’s understanding of Council’s role in protecting heritage and identify and protect more places for future generations.

·        Opportunity to demonstrate a ‘wrap around’ approach to heritage buildings and provide practical support to owners of earthquake prone buildings.

·        Opportunity to focus staff work, funding incentives, and track progress around buildings subject to demolition by neglect.

·        Council seen to encourage sympathetic upgrading and reuse of heritage buildings and development of vacant/ underutilised sites.

·        Opportunity to generate potentially higher rates revenue from increased rating differentials on vacant buildings and sites.

·        Opportunity to encourage redevelopment of heritage buildings and the potential for increase rates revenue resulting from higher value buildings.

·        Opportunity for the heritage community to advocate for change to legislation that affects built heritage.

·        Opportunity to encourage traditional trades and heritage professionals to work in Dunedin to provide better support for building owners.

Disadvantages

·        Potential loss of revenue when financial incentive tools are developed.

·        Some building owners will oppose heritage protection of their buildings.

·        The ongoing advisory group, with a focus on lobbying and/or responding to consultation processes, may require significant work.

Option Two – Adopt the Ōtepoti Dunedin HAP 2023 with changes

Under this option, Council adopts the Ōtepoti Dunedin HAP 2023 with changes.

Advantages

·        Opportunity to improve the community’s understanding of Council’s role in protecting heritage and identify and protect more places for future generations.

·        Opportunity to demonstrate a ‘wrap around’ approach to heritage buildings and provide practical support to owners of earthquake prone buildings.

·        Opportunity to focus staff work, funding incentives, and track progress around buildings subject to demolition by neglect.

·        Council seen to encourage sympathetic upgrading and reuse of heritage buildings and development of vacant/ underutilised sites.

·        Opportunity to generate potentially higher rates revenue from increased rating differentials on vacant buildings and sites.

·        Opportunity to encourage redevelopment of heritage buildings and the potential for increase rates revenue resulting from higher value buildings.

·        Opportunity for the heritage community to advocate for change to legislation that affects built heritage.

·        Opportunity to encourage traditional trades and heritage professionals to work in Dunedin to provide better support for building owners.

Disadvantages

·        Potential loss of revenue when financial incentive tools are developed.

·        Some building owners will oppose heritage protection of their buildings.

·        The ongoing advisory group, with a focus on lobbying and/or responding to consultation processes, may require significant work.

Option Three – Do not adopt the Ōtepoti Dunedin HAP 2023

25        If Council decides to not adopt the Ōtepoti Dunedin HAP 2023, staff will continue to work under the 2007 Heritage Strategy and review the strategy every three years.

Advantages

·        No additional implications to Council.

Disadvantages

·        Missed opportunity to progress work around significant challenges i.e., demolition by neglect, seismic strengthening.

·        Missed opportunity to respond to community concern over potential demolition/ unsympathetic alterations of protected and unrecognised heritage places.

·        Missed opportunity to provide the community with a collective mechanism for advocating for legislative change.

·        Community members who participated in consultation around the HAP may feel that Council has not listened.

·        Council may be seen as unwilling to act on challenges affecting built heritage.

NEXT STEPS

26        If the Council adopts the Ōtepoti Dunedin HAP, staff will:

a)         revise to include any changes proposed by Council

b)        finalise a public facing version of the Ōtepoti Dunedin HAP that will be published on the DCC website and distributed to the heritage community and other key stakeholders

c)         prepare a report seeking direction on the range and scope of the Ōtepoti Dunedin HAP investment options for the Council to consider as part of the 10 Year Plan 2024-34 deliberatons.

d)        give effect to the Ōtepoti Dunedin HAP 2023.

27        If the Council does not adopt the Ōtepoti Dunedin HAP, staff will undertake a triennial review of the 2007 Heritage Strategy.

 

Signatories

Author:

Mark Mawdsley - Team Leader Advisory Services

Authoriser:

David Ward - Acting General Manager Infrastructure and Development

Leanne Mash - General Manager Business and Community Engagement

Attachments

 

Title

Page

a

Ōtepoti Dunedin Heritage Action Plan

71

b

Ōtepoti Dunedin Heritage Action Plan - Implementation Plan

91

c

Ōtepoti Dunedin Heritage Action Plan - Appendices 2 - 5

97

 


 

SUMMARY OF CONSIDERATIONS

 

Fit with purpose of Local Government

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

Fit with strategic framework

 

Contributes

Detracts

Not applicable

Social Wellbeing Strategy

Economic Development Strategy

Environment Strategy

Arts and Culture Strategy

3 Waters Strategy

Spatial Plan

Integrated Transport Strategy

Parks and Recreation Strategy

Other strategic projects/policies/plans

This decision contributes to Council’s strategic priorities by making people feel connected and involved in community affairs. It also contributes to supporting the city’s built heritage.

 

Heritage Strategy: The Heritage Strategy is structured around goals and actions to identify and enhance, recognise and protect, and promote and increase appreciation of Dunedin heritage, and to work with key heritage agencies.

 

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

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

 

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

Economic Development Strategy: Build the skills base; education and employment, a compelling destination – enhance the city and environs.

 

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

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

 

Māori Impact Statement

Mana whenua perspectives have been considered in the development of the HAP, through engagement with Aukaha.  It is important that the HAP to consider cultural (tikanga), social, and environmental implications for Māori. The scope of the action plan will be worked through with mana whenua to consider Māori the visibility of Kai Tahu values in the built environment, co-design opportunities, telling of indigenous histories, and archaeology.

Sustainability

The aspiration to increase retention and adaptive reuse of existing buildings aligns with

Sustainability and zero carbon outcomes.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

This work may have implications for the 2024-2034 10 Year Plan. A report will be presented to the January/February 2024 Council meeting to support decision making.

Financial considerations

There are potential implications for the 2024-2034 10 Year Plan. A further report to Council will be presented January/February 2024.

Significance

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

Engagement – external

There has been engagement with the heritage community through members of the Heritage Action Plan Advisory group. Staff have met with Aukaha as representatives of mana whenua to understand their aspirations for the HAP. A community survey also canvased views of wider public and heritage building owners.

Engagement - internal

There has been engagement with Council Departments.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Built heritage is important to many members of the community including those areas covered by

Community Boards.

 

 


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12 December 2023

 





















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Council

12 December 2023

 

 

Alternative Methods for Weed Control

Department: Transport

 

 

 

 

EXECUTIVE SUMMARY

EXECUTIVE SUMMARY

1          This report responds to the resolution of the Strategy, Planning and Engagement Committee on 13 February 2023 that requested a report on alternative methods for weed control (including health benefits, potential implications for budgets and levels of service) in time for the January 2024 10-year plan meeting.

2          The report presents a summary of various weed control methods, their risks, health and safety issues and the costs associated with their implementation.

RECOMMENDATIONS

That the Council:

a)         Notes the Alternative Methods for Weed Control report.

b)        Considers if it wishes to consult on alternatives as a part of the 10 year plan.

BACKGROUND

3          On 13 February 2023, at the Strategy, Planning & Engagement Committee, the Transport team presented a report on herbicides (especially those using glyphosate) for vegetation control.

Moved (Cr Carmen Houlahan/Cr Marie Laufiso):

That the Committee:

a)        Requests a report on alternative methods for weed control (including health benefits, potential implications for budgets and levels of service) in time for the January 2024 10-year plan meeting.

Motion carried (SPECC/2023/008)

4          This report should be read in conjunction with the 13 February 2023, Strategy, Planning & Engagement Committee report on ‘Herbicides (especially those using glyphosate) for Vegetation Control’ (Attachment A).

Classification of Health Impacts to Humans

5          It is difficult to cover all the health impacts to humans, associated with the current method of weed control but this report focuses on three aspects:

·   material/product toxicity

·   exposure to carcinogens (cancer-causing factors), and

·   physical bodily harm.

Toxicity

6          DCC and its contractors identify material toxicity according with product Safety Data Sheets (SDS) and New Zealand Environmental Protection Agency (EPA) regulations and guidelines.

7          Toxicity is the degree to which a chemical substance or a particular mixture of substances can damage an organism.

8          DCC and its contractors handle many substances that are considered toxic and must be used and handled appropriately.

9          An external study has been undertaken into the links between glyphosate and Non-Alcoholic Fatty Liver Disease (NAFLD). It concludes higher levels of excreted glyphosate were found in humans with NAFLD than those without NAFLD. The report describes limitations of that study that may prevent it from determining causation.[1]

Carcinogenicity

10        The World Health Organisation International Agency for Research on Cancer (IARC) studies potential carcinogens and classifies agents into one of the four groups outlined in the table below.

Group 1

Carcinogenic to humans

127 agents

Group 2A

Probably carcinogenic to humans

 95 agents

Group 2B

Possibly carcinogenic to humans

323 agents

Group 3

Not classifiable as to its carcinogenicity to humans

500 agents

 

11        IARC classified glyphosate as “probably carcinogenic to humans” in 2015. The report states “this was based on ‘limited’ evidence of cancer in humans (from real-world exposures that actually occurred) and ‘sufficient’ evidence of cancer in experimental animals (from studies of ‘pure’ glyphosate)”. Glyphosate is classified as Group 2A.

Physical Harm

12        The use of chemicals by DCC contractors is in accordance with product Safety Data Sheets and New Zealand Environmental Protection Agency (EPA) regulations and guidelines. Weed control activities (along with many activities undertaken by DCC and its contractors) involve physical harm considerations. These considerations typically include risk of physical injury (due to manual labour; strains, slips, trips, falls, etc), exposure to the elements and the risk of mechanical collisions (with machinery and traffic).

13        Contractors prepare and adhere to Safe Operating Procedures (SOPs, also known as Standard Operating Procedures), which identify the controls and procedures for the safe application of herbicides. The SOPs refer to all relevant resources, including personal protective equipment to be used, appropriate application rates, and other procedures to be used by staff, which are based on regulations and industry best-practice. 

14        WorkSafe NZ guides how organisations treat the risk of harm. “Businesses and organisations should start with elimination, substitution, and isolation, and have good control in place, in keeping with the hierarchy of controls”. The DCC and its contractors follow these guidelines to minimise the risk of harm for all its activities.

 

Ecological Health

15        A study has shown that glyphosate may affect bacterial symbionts of animals (including bees) living near agricultural sites.[2]

16        Some studies conclude glyphosate may effect aquatic life.[3]

17        In general, SDS product information for glyphosate states it is toxic to aquatic life.

 

Christchurch City Council Glyphosate Reduction Case Study

18        In 2016, the Christchurch City Council (CCC) implemented a Glyphosate Reduction Plan. The plan aimed to drastically reduce the spraying of glyphosate, and replace weed control with more hand-pulling, high-pressure steam, mechanical removal and natural herbicides.

19        The Reduction Plan was prescribed to cost $3.81m per year, and also require a capital set up cost of $6.10m over three years.

20        CCC opted to significantly reduce glyphosate and other chemical herbicides. CCC consultation suggested that eliminating all chemical herbicides would cost $5.54m (plus capital set up costs) and “would seriously reduce our ability to manage some weed species, especially in remote areas”.

21        In 2020, CCC staff reported that the reintroduction (increase to full capacity) of glyphosate would save the council $3.2m per year.

22        During CCC 2020/21 Annual Plan consultation, 66% of submitters stated that they opposed the reintroduction of glyphosate. The Council voted to retain the glyphosate reduction plan.

Dunedin City Council Organic Herbicide Trial

23        DCC transport maintenance contractors undertook a trial of organic herbicides between November 2022 and February 2023.

24        The purpose of the trial was to compare a leading organic herbicide, alongside a glyphosate product, and to compare the effectiveness and costs of both options.

25        The trial involved spraying either side of the same rural road (at the same time and same weather conditions), and visually comparing the results at various stages after spraying.

26        The organic spray caused vegetation die-off quicker than the glyphosate product. At one week after application, both sides of the road showed very similar yellowing and evidence of die-back.

27        After one week, the glyphosate product side continued to completely die-off. The organic product side showed no further signs of dieback after one week and would begin to develop more greenery.

28        After one month, the glyphosate product side (right side of the image below) was still fully died-back, while the organic spray (left of image) had returned to its original green state, with visible new growth.

29        Based on this trial we have assessed that to maintain the existing levels of service, the organic herbicide would need to be sprayed 9 times per year, in comparison to the 3 times (areas and frequency may vary) it is currently sprayed with glyphosate.

30        The product cost of the organic herbicide was 14.6 times the cost of the glyphosate product.

31        Like glyphosate products, organic herbicides can only be sprayed on dry days, with little wind (to prevent spray drift). From our experience, and consulting with other industry experts, the organic herbicide performance is significantly affected by the weather (hot and dry weather presents the best results). DCC contractors currently utilise most of the suitable weather days available to undertake spraying.

32        All conversations with industry experts, including other councils, have supported the conclusion that organic sprays are significantly less effective and significantly more costly than glyphosate products.

DISCUSSION

Vegetation Control Activities Considered

33        The Dunedin City Council (DCC) is responsible for weed and vegetation control within road corridors, parks, reserves, cemeteries, landfills, around infrastructure and DCC property.

34        The three main activities (for assessing alternative weed control methods to herbicide) considered in this report are:

a)         Roadsides, verges and noxious weeds (allowing safe sight-lines for road users, maintain vegetation-free verges to allow road pavements to drain, eliminate/reduce fire hazards, preventing the spread of noxious weeds and improve visual aesthetic).

b)        Hard surfaces such as carparks, footpaths, kerb and channel and gravelled areas (maintain access, prevent vegetation growth that will damage infrastructure and improved visual aesthetic).

c)         Hard edges around buildings, parks, cemeteries, and other infrastructure (maintain access, prevent vegetation growth that will damage infrastructure, eliminate/reduce fire hazards and improved visual aesthetic).

35        DCC does not typically undertake spraying of grass verges in residential areas. These areas are controlled by mowing.

Alternative Methods Considered

36        Alternative weed control methods can be found in Attachment B. Each is described in terms of their health considerations, the risks associated with the method, financial considerations and potential impact on levels of service:

a)         Manual Pulling and using hand-tools

b)        Mechanical removal and cutting

c)         Mulching

d)        Thermal control (Steam and hot water)

e)        Organic Sprays

f)         Chemical Herbicides

g)         No Control

Implementation Considerations

37        Most suggested alternative methods of weed control involve a significant increase in the required equipment/plant and labour inputs. With additional personnel, comes additional supervision and administration costs.

38        The overall increase cost to DCC to maintain a comparable level of control to that control provided through the use of the current herbicide will be in the order of up to 250% to 300%, c$4.1 to $5.3 million, accounting also for increased frequency of application, for all alternative methods.

39        Existing contracts for maintenance will require formal variation. Contractors are responsive and cooperative to any changes DCC wish to make.

40        Any change would take time to implement. Advanced notice, and a gradual implementation would be required to undertake any change.

41        It is noted that there are no known examples of New Zealand local authorities who are completely free of chemical herbicide use. Council staff suggest that a complete removal of chemical herbicide would be extremely difficult and costly without first implementing a reduction plan.

42        If there are any changes to the method and application of weed control measures to be considered, it is recommended that they are included in the 10-Year Plan process.

OPTIONS

43        These options should be read alongside Attachment B which provides full details of the implication of each option.

Option One – Manual and Mechanical Methods, including Mulching -

 

44        These alternative weed control methods will require a high level of surveillance and vigilance across the region. The methods are straightforward and can be scaled accordingly to correspond with local weed control requirements.

Advantages

·        This method of weed control can be effective.

Disadvantages

·        There is potential for considerable cost and resources increases to achieve a comparable level of vegetation control to status quo.

·        The different working practices will require implementation procedures to be developed and staff to be trained accordingly to ensure safe practices are observed.

·        To maintain existing levels of service, additional funding would be required.

Option Two – Thermal Control and Organic Sprays

45        This option has two techniques which can be used individually or collectively.

Advantages

·        This method of weed control can be effective.

Disadvantages

·        There is potential for considerable cost and resources increases to achieve a comparable level of control to status quo.

·        The different working practices will require implementation procedures to be developed and staff to be trained accordingly to ensure safe practices are observed.

·        To maintain existing levels of service, additional funding would be required.

Option Three – Status Quo

46        This option will continue to provide the current level of service by undertaking existing weed control methods using a chemical herbicide.

Advantages

·        There will be no potential budgetary impacts and existing level of service will be maintained, subject to application rates being maintained.

Disadvantages

·        This method of weed control is considered by some to have adverse environmental and health effects.

NEXT STEPS

47        Depending on Council’s decision, budgets will be adjusted and material will be prepared as part of the 10 year plan consultation.

 

 

Signatories

Author:

Ben Hogan - Transport Delivery Manager

Authoriser:

Jeanine Benson - Group Manager Transport

David Ward - Acting General Manager Infrastructure and Development

Attachments

 

Title

Page

a

Herbicides Report February 2023

238

b

Alternative Weed Control Methods

245

 


 

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

Herbicide is used in Council operational activities and does not contribute to DCC Strategies.

Māori Impact Statement

Staff have not discussed the use of herbicides in Council operations with Mana whenua.

Sustainability

Changes to weed control methods may have long-term economic, environmental and/or social implications.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Changes to weed control methods would likely impact levels of service and LTP budgets

Financial considerations

There is no financial implication with the recommended option – consultation.  Any change from the status quo will have budgetary implications.

Significance

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

Engagement – external

Staff discussed vegetation control experience with several other New Zealand councils during the development of this report.

DCC Contractors and herbicide retailers were also consulted.

Engagement - internal

Parks and Recreation, 3-Waters, Property, Transport and Council contractors were consulted with in the development of this report.

Risks: Legal / Health and Safety etc.

The potential health risks of various weed control methods are outlined in this report. In all cases, DCC staff and contractors work to mitigate health risks per WorkSafe and industry guidance.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Community boards have not been consulted in the preparation of this report. The use of herbicides and the effectiveness of vegetation control methods will be of interest to all parts of the city, including those areas covered by Community Boards.

 

 


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Proposed Parking Changes

Department: Transport

 

 

 

 

EXECUTIVE SUMMARY

1          This report presents the recommendations of the Hearings Committee on proposed changes and corrections to parking and turning restrictions.

2          After considering the proposed changes and feedback from consultation, the Hearings Committee recommends that all proposed changes and corrections to parking restrictions to the GIS database be approved.

3          If approved, the changes recommended by the Committee, will be included into the GIS database and become part of the Dunedin City Traffic and Parking Bylaw 2010.

4          The proposed changes in parking and traffic restrictions are presented in three sections:

a)         general parking changes which include requests from residents and changes made to enhance safety or amenity. These changes include the creation of four new mobility parks and the addition of broken yellow lines in Warrington to support the development of the new campground

b)        corrections to the bylaw database to ensure it matches existing markings and signage

c)         changes to turning restrictions – including removal of a redundant turn restriction on George Street

5          Where required, consultation has been undertaken for the proposed changes.

RECOMMENDATIONS

That the Council:

a)         Adopts the proposed changes to parking and traffic restrictions shown in the September 2023 update of the Dunedin City Council's traffic and parking restrictions database, https://tinyurl.com/ParkingSeptember2023

b)        Notes that the Hearings Committee has considered feedback from consultation on the proposed changes to parking restrictions

c)         Notes that all parking restrictions previously approved by Council remain unchanged.

 

BACKGROUND

6          Traffic and parking controls contribute to the objectives of the Dunedin Integrated Transport Strategy 2013, by helping to achieve a safe, efficient, and accessible transport network.

7          Council maintains a Geographic Information System (GIS) map database of traffic and parking restrictions (the database) that reflects all on-street parking restrictions that are implemented with markings and/or signs.

8          Parking controls are made under the Traffic and Parking Bylaw. The Committee has the delegation to consider changes to parking controls and to make recommendations to Council that can approve traffic restrictions and parking controls.

DISCUSSION

9          The Hearings Committee (the Committee) met on 19 September 2023 to consider changes as listed below:

a)         minor changes – This section includes parking changes that arise from requests from the public and businesses to change parking restrictions; safety and infrastructure changes; changes to mobility parking and other general changes

b)        parking changes related to the Harbour Arterial project as part of the SFDT programme

c)         corrections to parking restrictions

d)        changes to turning restrictions, as per the Traffic and Bylaw Schedule 2

10        No submitters were heard at the Hearings Committee relating to the proposed changes.

11        The minutes from the Hearings Committee meeting are included as Attachment A.

12        The parking changes discussed at the 19 September 2023 Hearings Committee relating to the Harbour Arterial Project are not included as part of this report and will be brought before Council at a later date.

MINOR CHANGES GENERAL PARKING CHANGES (ATTACHMENT B)

13        Council often receives requests from individuals and businesses to change parking restrictions. When considering these requests, officers assess a range of factors including safety concerns, commuters’ needs, commercial users’ needs, road width and topography, traffic flow, neighbouring on-street parking spaces, visibility concerns and crash statistics. If a proposed change is supported by officers, consultation is undertaken with affected residents, businesses, and property owners to demonstrate support for the requested change.

14        Recommended minor general parking changes are shown in https:/‌/‌tinyurl.com/‌ParkingSeptember2023 and are detailed in Attachment B (General parking changes – TPC 38). The GIS layer includes a bookmark feature which links the numbered cases presented in the tables of Attachment B, to their specific location.

15        A detailed summary of the consultation undertaken with affected parties, including owners, residents and businesses is presented in Attachment C.  These include:

a)         parking changes to improve safety, efficiency or access where appropriate engagement has been carried out with affected parties

Safety and Infrastructure Changes

16        The consented development of a campground at 20A Bay Road, Warrington (LUC-2020-293), requires changes to the road layout to support an anticipated increase in traffic in this area. The changes include the construction of a passing bay and widening of the road shoulder. Both modifications require no stopping lines to prevent parking and facilitate vehicle movements. Consultation was completed with adjacent landowners and residents, with input provided from the developers relating to construction queries. A summary of feedback is included in Attachment C.

17        Waka Kotahi New Zealand Transport Agency and the Mosgiel-Taieri Community Board requested Council investigate perceived safety concerns at the intersection of Gordon and Factory Roads, Mosgiel. The investigation confirmed the validity of the safety concerns and recommended the removal of two carparks on Gordon Road, closest to the intersection with Factory Road to reduce risk of vehicle collision while turning.

Mobility Parking Changes

18        Transport staff worked with stakeholders from the disability community to identify areas where changes could be made to improve accessibility around the city, including providing new mobility parks to support access to commercial activities and amenities.

19        When considering new mobility parks, officers consider the following factors;

a)         topography of area, whether this will be suitable for a hoist vehicle

b)        vehicle traffic volumes along the designated street

c)         available space to install a mobility park

d)        what services, businesses and amenities are in the area that would be well served with a mobility park

20        Four new mobility parking locations are proposed in this report, details of which are provided in Attachment B. The locations have been discussed with disability advocates and modified following feedback received.

21        Two mobility parks are proposed to be removed. One of these is outside Kaikorai Primary School at the request of the school, which has installed off-street mobility parking. The other is on State Highway 1, outside Toitū Museum. The removal of this park is proposed after an assessment of its usage, proximity to the current Toitū entrance, and to other mobility parks.

22        Staff will continue working with the disability community to review options for increasing the number of mobility parks across the city.

Other General Changes

23        Other changes proposed in the report include changes in time restrictions on Ward Street, Frederick Street, Hanover Street and Oban Street. The changes are intended to support parking for customers, hospital patients and visitors, and residents in these respective areas and are found in Attachment B.

Parking counts for General Parking Changes

24        In total, it is proposed there will be a net loss of 3 restricted carparks and 7 unrestricted parks across the city, corresponding to a total reduction of 10 parks. These parks correspond to infrastructure changes and safety improvements around Dunedin, Mosgiel and Warrington.

25        This report also presents a change of restriction for 33 parks (change in time or type of restriction).

26        See Table A below for a breakdown of all parking changes:

TABLE A - MINOR PARKING CHANGES

All parking changes for this section are allocated to infrastructure and layout changes, and safety measures

 

Restricted parks lost

Unrestricted parks lost

Safety/Infrastructure change

2

7

Mobility parks

1

0

General parking changes

0

0

MINOR PARKING TOTAL

10

 

GENERAL PARKING CHANGES - CORRECTIONS TO THE TRAFFIC AND PARKING BYLAW

27        Corrections of parking restrictions to the database are detailed in Table B below. They do not change current parking restrictions but include corrections to the database that have been made to accurately reflect the parking restrictions which are on the ground.  

28        Staff note that the 10m of broken yellow lines on Kitchener Street, opposite White Street, will be reinstated to allow the Marine Search and Rescue Team to readily access equipment stored in the adjacent container when responding to emergencies.

TABLE B - CORRECTIONS TO THE TRAFFIC AND PARKING BYLAW 

CORRECTIONS TPC-37

1

20 Adam Street

Record of broken yellow lines at dead-end of Adam Street.
Lines have been painted on the road since at least 2009 but not recorded in bylaw layer.

2

Andersons Bay Road/Orari Street

Record of broken yellow lines on Orari Street (in the left turn bay to Andersons Bay Road). The lines were there prior to 2020 but not recorded on bylaw layer.

3

51 Timaru Street (Teviot Street)

Record of P60 at all times restriction which is not on bylaw layer.

4

Kitchener Street (opposite White Street)

Record of 10m of broken yellow lines historically in place to support marine rescue operation

 

CHANGES TO TURNING RESTRICTIONS - (ATTACHMENT D)

29        As part of the Traffic and Parking Bylaw, Council may impose turn controls and erect signage to control:

a)    vehicles on a roadway turning from facing or travelling in one direction to facing or travelling in the opposite direction (No ‘U-turns’)

b)    vehicles or specified classes of vehicles from turning to the right or to the left or from proceeding in any other direction

30        This report includes one change in turn restriction:

a)    removal of the “No right turn” restriction from George Street onto Bath Street

31        This restriction is no longer required as the volume of traffic travelling southbound along George Street has decreased.

32        The proposed change to Schedule 2 of the Traffic and Parking Bylaw is shown in Attachment D.

OPTIONS

33        Two options are proposed. The recommended option (Option One) is to proceed with some or all of the proposed changes to the GIS database, and Option Two is maintaining the status quo.

Option One – Recommended Option

 

34        That the Council approves the proposed changes to the traffic and parking controls database.

Advantages

·        Improves safety, efficiency and access on the transport network by:

-           enabling property access by prohibiting obstructive parking, making existing parking controls clearer, and providing for access to new driveways

-           providing an improved and enforceable framework of parking restrictions

-           providing appropriate length of parking stay according to the surrounding land uses

-           increasing visibility at intersections.

 

·        Improves accessibility by providing new mobility parks at safe and suitable locations.

·        Contributes to achieving an integrated, affordable responsive, effective and safe transport network.

Disadvantages

·        Costs of installation.

Option Two – Status Quo

35        Do nothing.

Advantages

·        Council resources can be allocated to other transport projects.

Disadvantages

·        Does not improve efficiency and access to the transport network.

·        Does not improve safety or reduce conflict points.

·        Does not contribute to the Integrated Transport Strategy goals.

NEXT STEPS

36        If Council approves the recommended changes to parking restrictions, these will be implemented through appropriate signs and road markings and restrictions will be enforced under the Traffic and Parking Bylaw.

Signatories

Author:

Abbey Chamberlain - Transport Regulation Coordinator

Authoriser:

Jeanine Benson - Group Manager Transport

David Ward - Acting General Manager Infrastructure and Development

Attachments

 

Title

Page

a

ATTACHMENT A - Hearings Committee Minutes 19-09-2023

261

b

ATTACHMENT B - General Parking Changes - TPC 38

263

c

ATTACHMENT C - Feedback Summary - Proposed Parking Changes - Sept 2023

265

d

ATTACHMENT D - Proposed SCH2-Turning Restrictions

269

 


 

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

Fit with strategic framework

 

Contributes

Detracts

Not applicable

Social Wellbeing Strategy

Economic Development Strategy

Environment Strategy

Arts and Culture Strategy

3 Waters Strategy

Spatial Plan

Integrated Transport Strategy

Parks and Recreation Strategy

Other strategic projects/policies/plans

 

Improvements to traffic and parking restrictions supports a safe, efficient and accessible transport network, and supports the social and economic wellbeing of Dunedin communities.

Māori Impact Statement

Mana whenua have expressed support for a safe and efficient transport network.

Sustainability

Parking control changes improve efficiency and access to the transport network, which contribute to sustainability goals.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications.

Financial considerations

Costs for implementing the proposed changes are covered by existing budgets.

Significance

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

Engagement – external

There has been engagement with affected parties, including Access for All (disability advocate group), Mosgiel Taieri Community Board, Waka Kotahi NZTA, residents, landowners and business owners adjacent to changes.

Engagement - internal

There has been engagement with Transport, Parking Services, Parks and Recreation and Property Services staff.

Risks: Legal / Health and Safety etc.

Many of the proposed changes aim to improve safety of vulnerable users of the transport network.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Staff have liaised with the Mosgiel-Taieri Community Board for the changes at 161 and 137-141 Gordon Road.

 

 


Council

12 December 2023

 



Council

12 December 2023

 



Council

12 December 2023

 





Council

12 December 2023

 



Council

12 December 2023

 

 

Review - DCC Treasury Risk Management Policy

Department: Civic

 

 

 

 

EXECUTIVE SUMMARY

1          This report provides an update on the three yearly Review of the Dunedin City Council Treasury            Risk Management Policy (‘The Policy’), undertaken by Dunedin City Holdings Limited (DCHL), for       inclusion in the DCC’s 10 Year Plan 2024-34.

 

RECOMMENDATIONS

That the Council:

a)         Notes the letter (dated 6 December 2023) from the Board of DCHL outlining the proposed changes to the Policy.

b)        Approves the changes to the DCC Treasury Risk Management Policy.

 

DISCUSSION

2          A review of the Policy in time for inclusion in the 10 year plan 2024-34 has now been completed.

3          The review was conducted by Forex Limited on behalf of DCHL. An overview of the proposed changes to the Policy are highlighted in a letter from DCHL, provided as Attachment A to this report. 

4          Updates to the policy were needed to reflect changes to the Dunedin City Treasury Limited (DCTL) operations since the last external review undertaken in March 2021.  Changes include reflecting that DCTL now borrows from LGFA and the limit of debt that can mature on any rolling 12-month basis has been increased to reflect higher debt levels across the DCC Group. 

5         The updated Treasury Risk Management Policy is provided as Attachment B (with ‘tracked changes’) and Attachment C (‘clean’) for Council review and approval.

OPTIONS

6           Not applicable.

 

 

NEXT STEPS

7          Following Council review and approval, the updated Treasury Risk Management Policy will be adopted and included as a supporting document to the 10 year plan 2024-2034.

 

 

Signatories

Authoriser:

Carolyn Allan - Chief Financial Officer

Attachments

 

Title

Page

a

DCHL Letter to DCC

274

b

Treasury Management Policy - Track Changes

275

c

Treasury Management Policy - Clean Version

297

 


 

SUMMARY OF CONSIDERATIONS

 

Fit with purpose of Local Government

The Treasury Risk Management Policy enables democratic local decision making and action by, and on behalf of communities, by managing the risks and exposures that the DCC Group have for procuring external funding.

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 Policy is key in forming the basis of how the DCC Group is funded and how Treasury risks and exposures are managed.

Māori Impact Statement

There are no known impacts for Māori.

Sustainability

There are no implications for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications.

Financial considerations

The proposed amendments will provide DCC and the Group with improved Treasury Management capabilities.

Significance

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

Engagement – external

The policy was reviewed Forex Limited on behalf of DCHL.

Engagement - internal

The proposed amendments have been discussed with management.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no implications for Community Boards.

 

 


Council

12 December 2023

 



Council

12 December 2023

 























Council

12 December 2023

 





















Council

12 December 2023

 

Resolution to Exclude the Public

 

 

That the Council excludes the public from the following part of the proceedings of this meeting (pursuant to the provisions of the Local Government Official Information and Meetings Act 1987) 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  Confirmation of  the Confidential Minutes of Ordinary Council meeting - 5 December 2023 - Public Excluded

S7(2)(j)

The withholding of the information is necessary to prevent the disclosure or use of official information for improper gain or improper advantage.

 

S7(2)(g)

The withholding of the information is necessary to maintain legal professional privilege.

 

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  Code of Conduct - Cr Houlahan

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.

 

C3  Code of Conduct - Mayor Radich

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.



[1] https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6776714/

[2] https://scientists.org.nz/resources/Documents/Articles/NZSR77(1)%20Shaw.pdf

[3] https://www.pnas.org/doi/10.1073/pnas.1803880115