Agenda of Strategy, Planning & Engagement Committee

Notice of Meeting:

I hereby give notice that an ordinary meeting of the Strategy, Planning & Engagement Committee will be held on:

Date: Tuesday 13 February 2024

Time: 1:00 p.m.

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

Sandy Graham

Chief Executive Officer

Strategy, Planning & Engagement Committee

PUBLIC AGENDA

MEMBERSHIP

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

Senior Officer Nicola Morand, Manahautū (General Manager Māori Partnerships and Policy)

Governance Support Officer Wendy Collard

Wendy Collard

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.

Strategy, Planning & Engagement Committee

13 February 2024

Strategy, Planning & Engagement Committee

MINUTES

Minutes of an ordinary meeting of the Strategy, Planning & Engagement Committee held in the Council Chambers, Dunedin Public Art Gallery, The Octagon, Dunedin on Monday 14 August 2023, commencing at 1.02 pm.

PRESENT

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

IN ATTENDANCE

Rob West (Acting Chief Executive Officer), Nicola Morand (Acting Manahautū (General Manager Māori Partnerships and Policy), Simon Drew (General Manager, Infrastructure and Development), Gina Huakau (Corporate Policy Manager), Jonathan Rowe (Programme Manager, South Dunedin Future) and Junichi Sugishita (Senior Policy Analyst)

Governance Support Officer Lauren Riddle

1 Karakia Timatanga

Cr Barker opened with a Karakia Timatanga.

2 Public Forum

There was no Public Forum.

3 Apologies

Moved (Cr Sophie Barker/Cr Kevin Gilbert):

That the Committee:

Accepts the apologies from Cr Steve Walker and Cr Marie Laufiso and apologies for lateness from Matapura Ellison and Megan Potiki.

Motion carried

4 Confirmation of agenda

Moved (Cr Sophie Barker/Cr Andrew Whiley):

That the Committee:

Confirms the agenda without addition or alteration.

Motion carried

5 Declarations of interest

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

Moved (Cr Sophie Barker/Cr Kevin Gilbert):

That the Committee:

a) Notes the Elected Members' Interest Register; and

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

Motion carried

6 Confirmation of Minutes

6.1 Strategy, Planning & Engagement Committee meeting - 19 June 2023

Moved (Cr Sophie Barker/Cr Jim O'Malley):

That the Committee:

a) Confirms the minutes of the Strategy, Planning & Engagement Committee meeting held on 19 June 2023 as a correct record.

Motion carried (SPECC/2023/025)

Part A Reports

7 Strategy, Planning and Engagement Committee Forward Work Programme

A report from Civic provided an update on the Strategy, Planning and Engagement Committee forward work programme.

The Acting CEO (Robert West) spoke to the report and responded to questions.

Moved (Cr Sophie Barker/Cr Cherry Lucas):

That the Committee:

a) Notes the Strategy, Planning and Engagement Committee forward work programme.

Motion carried (SPECC/2023/026)

8 Residents' Opinion Survey Quarterly Update: April-June 2023 quarter

A report from Corporate Policy provided a summary of the Residents’ Opinion Survey (ROS) quarterly results. It also provided the Quarterly results shows a comparison between the April-June 2023 quarter with the April-June 2022 quarter.

Corporate Policy Manager (Gina Huakau) and Senior Policy Analyst (Junichi Sugishita) spoke to the report and responded to questions.

Moved (Cr Kevin Gilbert/Cr Sophie Barker):

That the Committee:

a) Notes the Residents’ Opinion Survey quarterly update.

Motion carried (SPECC/2023/027)

9 South Dunedin Future Programme Update

A report from Māori Partnerships and Policy provided an update on the South Dunedin Future programme, outlined key developments and foreshadowed the anticipated work plan through to mid-2024.

General Manager Infrastructure and Development (Simon Drew) and the Programme Manager, South Dunedin Future (Jonathan Rowe) spoke to the report and responded to questions.

Moved (Cr Jim O'Malley/Cr Mandy Mayhem):

That the Committee:

a) Notes the South Dunedin Future programme update report.

Motion carried (SPECC/2023/028)

10 Items for Consideration by the Chair
	There were no items of consideration by the Chair advised.

11 Karakia Whakamutunga
	Cr Barker closed the meeting with a Karakia Whakamutunga.

The meeting concluded at 2:20pm.

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

CHAIRPERSON

Strategy, Planning & Engagement Committee

13 February 2024

Residents' Opinion Survey Quarterly Update: October-December 2023

Department: Corporate Policy

EXECUTIVE SUMMARY

1 This report provides a summary of the Residents’ Opinion Survey (ROS) quarterly results (the Quarterly results) (Attachment A).

2 The Quarterly results show a comparison between the July-September 2023 quarter and the October-December 2023 quarter. The previous report was presented to Council on 28 November 2023.

3 The Quarterly results show quarter-on-quarter changes in:

· residents’ overall satisfaction and dissatisfaction with 10 DCC services/facilities areas

· residents’ overall satisfaction with five aspects of the DCC and elected members.

4 Due to there being no statistically significant change found in satisfaction/dissatisfaction ratings, the results are a general indication only.

RECOMMENDATIONS

That the Committee:

a) Notes the Residents’ Opinion Survey quarterly results for the period of October-December 2023.

BACKGROUND

5 The ROS is a monitoring tool utilised by the DCC to collect statistically reliable results on residents’ satisfaction with DCC services and facilities and perceptions of Council performance. It has been commissioned by the DCC every year since 1994 in varying forms and provides an annual snapshot.

6 On 13 February 2023, the Strategy, Planning and Engagement Committee (the Committee) requested quarterly updates on the ROS.

7 Two quarterly updates have been presented in 2023 to the Committee and Council, respectively. Following the changes to the Committee meeting schedule for 2024, an adjustment has been made to provide a quarterly report to the Committee in this meeting and the next meeting in April, which will be the final quarterly update.

8 The Quarterly results have been prepared by GravitasOPG in consultation with Corporate Policy.

9 The current five-year contract with GravitasOPG ends with the delivery of results of a 2023/24 annual survey, with sampling ending on 30 June 2024.

DISCUSSION

The ROS methodology and quarterly sample size

10 The annual ROS is based on a sample of randomly selected residents aged 18 years and over from the electoral roll, with a target sample size of 1,200 residents each year. Participation is voluntary.

11 The sample size for the October-December 2023 quarter was 349, ranging from 127 to 343 across 15 questions. The wide range of sample sizes could be due to any of the following three reasons:

· The answer was ‘’Don’t know”, which was not included in the analysis.

· A question was left unanswered, regardless of whether it was on purpose or an oversight.

· The question ‘10. Handling enquiries’ was only asked if a respondent indicated in the previous question that they had contacted with DCC staff in the last three months.

12 The samples are weighted to known population distributions based on the 2018 Census data for age, gender, ethnicity, and location. This is to reduce sample bias. Like the ROS annual results, the Quarterly results are statistically tested. Statistically significant differences are denoted with green and red arrows for an increase and decrease, respectively. The results have a margin of error of +/- 5.3%, similar to the previous quarter +/- 5.1%. It is important to note that the Quarterly results have a greater margin of error because of its much smaller sample sizes, compared to around +/- 2.6% for annual results.

13 Caution is needed when considering any other increase or decrease in satisfaction ratings that are not statistically significant, as they are not reliable.

Clarification on terms

14 ‘Statistically significant’ means a result is unlikely due to a random chance in sampling and is likely due to some factor of interest (e.g., a meaningful change that requires attention).

15 It is helpful to understand that there is a strong relationship between determining what is statistically significant, the sample size and margin of error. As the sample size increases, the margin of error (i.e., uncertainty) decreases. This is why, in a large sample size, a small percentage change could be deemed as significant as the level of uncertainty (margin of error) is small. The change (even if it is small) is deemed significant as the change is likely due to a factor of interest. On the other hand, in a smaller sample size, a large change may fail to be deemed significant due to a greater level of uncertainty. For example, a large percentage change for question ‘10: Handling enquiries’ has been deemed not statistically significant due to its small sample size and a greater margin of error.

Finding of ROS quarterly results: July-September 2023 quarter

16 Due to there being no statistically significant change found in satisfaction/dissatisfaction ratings, the results are a general indication only.

17 There was a general indication of increasing trends for overall satisfaction with two of the 10 DCC services/facilities areas and of decreasing trends for seven areas, with one unchanged. As for overall satisfaction with the five aspects of the DCC and elected members, three showed an increasing trend, one showed a decreasing trend, and one remained unchanged.

OPTIONS

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

NEXT STEPS

19 Staff will work with GravitasOPG to provide the Committee with the next quarterly update report at its meeting in April 2024.

Signatories

Author:

Junichi Sugishita - Senior Policy Analyst

Gina Hu'akau - Corporate Policy Manager

Authoriser:

Gina Hu'akau - Corporate Policy Manager

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

Attachments

	Title	Page
⇩a	Dunedin Residents' Opinion Survey Quarterly Results Table October-December 2023	33

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

The ROS supports democratic local decision making and action by, and on behalf of communities.

Fit with strategic framework

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

The ROS contributes to all aspects of the strategic framework as it gauges residents’ satisfaction with DCC services and performance.

Māori Impact Statement

The current ROS does not qualify to receive Māori decent electoral roll data under section 112 of the Electoral Act 1993. Where response rates are not proportional to the Ōtepoti Dunedin population for Māori, the results are weighted to known population distributions based on the 2018 Census data to reduce sample size.

Sustainability

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

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The ROS asks about residents’ satisfaction with the ‘value for money’ of the services provided by the DCC.

Financial considerations

There are no direct financial considerations.

Significance

The significance of this report is low, in terms of Council’s Significance and Engagement Policy, as it is for noting only.

Engagement – external

The ROS is a form of external engagement.

Engagement - internal

The ROS results are available to management and staff monthly. Reporting of the ROS results will be considered as part of future work on non-financial reporting, levels of service, and Strategic Framework Refresh.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The ROS asks about overall satisfaction with performance of Community Board members.

Strategy, Planning & Engagement Committee

13 February 2024

Strategic Refresh - Next Steps

Department: Corporate Policy

EXECUTIVE SUMMARY

1 The report outlines a process and next steps for refreshing the Dunedin City Council’s (DCC) four wellbeing strategies. The four wellbeing strategies are:

Ara Toi – Our Creative Future

Economic Development Strategy

Social Wellbeing Strategy

Te Ao Tūroa – The Natural World

RECOMMENDATIONS

That the Committee:

a) Approves the next steps in the strategic refresh of the four wellbeing strategies.

BACKGROUND

2 In the DCC’s 2021-2031 10 Year Plan, it was noted that the Strategic Framework refresh project was underway. Its objectives were to “update the DCC’s strategies in a manner that is inclusive of mana whenua and the community, and address issues noted in the DCC’s 2020 review” (p.22). Since 2021, work has been underway in refreshing the DCC’s strategies.

3 In September 2023, the latest progress report was presented to Council on refreshing its four wellbeing strategies, including draft wellbeing concepts and outcomes. Council resolved as follows:

Moved (Cr Sophie Barker/Cr Marie Laufiso):

That the Council:

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

b) Notes the draft wellbeing concepts and outcomes related to the refresh of the Wellbeing Strategies.

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

d) Requests a staff report on governance options for the wellbeing strategies to be reported back in November 2023.

Motion carried (CNL/2023/223)

4 The table below, is a broad outline of the ‘status’ of each strategy to date:

Council’s strategic commitments	Expressed in strategies/framework/ polices	Strategic Refresh status	What will we achieve once this is completed?
Sustainability	City Portrait	In development	· Strategic alignment of all strategies and frameworks · Better reporting and monitoring focused on outcomes and performance based measures · Review cycle for strategies to ensure alignment · Improved efficiencies throughout
Treaty of Waitangi	Te Taki Haruru	Completed
Economic Wellbeing	Economic Development Strategy	Refresh
Social Wellbeing	Social Wellbeing Strategy	Refresh
Environmental Wellbeing	Te Ao Tūroa – The Natural World	Refresh
Cultural Wellbeing	Ara Toi Ōtepoti – Our Creative Future	Refresh
Engagement	Engagement Strategy	New work – in development
Infrastructure	Infrastructure Strategy	New work – in development
Financial	Financial Strategy	New work – in development

5 Since September 2023, work has been underway in collating the wellbeing material using the Strategy Template (noted in the September 2023 update report). The material is intended to support the writing of ‘refreshed’ drafts for each wellbeing strategy and references the original wellbeing strategies.

DISCUSSION

6 In refreshing the wellbeing strategies, this presents an opportunity for Council to decide on its preferred process.

7 The current approach is:

· refreshing (not re-writing) the four wellbeing strategies

· using a consistent template across all four wellbeing strategies

· refreshing all four wellbeing strategies in parallel

8 To progress the refresh of the four wellbeing strategies into drafts, staff suggest the following process:

a) Councillors and strategy group members will review existing strategies. This will include identifying opportunities and gaps, and having input into the drafting of the four wellbeing strategies.

b) Summary feedback from the strategy groups will be shared in a series of public workshops with Councillors.

c) Wellbeing drafts will be developed using the strategy template. The drafts will be presented to Council in a report for public engagement.

d) Public engagement activities to take place post 10 Year Plan, starting in July 2024.

e) Engagement activities and timings may vary across the four wellbeing strategies.

f) Final drafts and design are produced for each of the four wellbeing strategies and presented to Council for approval by the end of 2024.

9 To oversee the process, a Wellbeing Strategies Advisory Panel is proposed, as detailed in a separate report and structured in accordance with the DCC’s Committee Structure and Delegations Manual.

OPTIONS

10 There are no options included.

NEXT STEPS

11 If approved, the next steps as outlined in paragraph eight in this report, will be undertaken.

12 The progress of each wellbeing strategy will be added to the Forward Work Programme for the Strategy, Planning and Engagement Committee (SPEC).

13 If constituted, the Strategic Refresh Forward Action Plan will also report back through SPEC.

Signatories

Author:

Junichi Sugishita - Senior Policy Analyst

Gina Hu'akau - Corporate Policy Manager

Authoriser:

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

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

The refresh of the four wellbeing strategies enables democratic local decision making and action by, and on behalf of communities. It will also promotes the social, economic, environmental and cultural wellbeings of communities in the present and for the future.

Fit with strategic framework

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

The refresh of the wellbeing strategies encapsulates all of the above strategies.

Māori Impact Statement

Mana whenua and mātāwaka informed the development of the Te Taki Haruru – Māori Strategic

Framework, which has informed the Strategic Refresh work programme including the refresh of the wellbeing strategies. The refresh of the wellbeing strategies will contribute to positive outcomes for Māori.

Sustainability

The development and adoption of a sustainability framework will promote social, economic,

environmental and cultural well-being of communities in the present and for the future. It will do this

by clarifying the interpretation and measures of sustainability, and promoting consistent application of

a sustainable development approach.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The refresh of the wellbeing strategies aims to build on and update the existing wellbeing strategies to make it fit-for-purpose in the next decade and beyond and hence it is important it aligns with the next 10 year plan

Financial considerations

There are no financial considerations.

Significance

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

as it provides an update of the Strategic Refresh.

Engagement – external

No external engagement was undertaken.

Engagement - internal

There has been extensive internal engagement as a part of the strategic refresh project, of which the refresh of the wellbeing strategies is part.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

All areas of the city will be interested in the refresh of the wellbeing strategies, and Community Boards will have an opportunity to participate as part of the engagement process.

Strategy, Planning & Engagement Committee

13 February 2024

Strategic Refresh Advisory Panel - establishment of a panel to oversee the refresh the Four Wellbeing Strategies

Department: Civic

EXECUTIVE SUMMARY

1 This report seeks Council direction on whether it wishes to establish a Strategic Refresh Advisory Panel (the Panel), to oversee the process of refreshing the Dunedin City Council’s (DCC) four wellbeing strategies (Ara Toi, Economic Development Strategy, Social Wellbeing Strategy and Te Ao Tūroa).

2 As this is an administrative report, there is no Summary of Considerations.

RECOMMENDATIONS

That the Committee:

a) Establishes the Strategic Refresh Advisory Panel to oversee the process of refreshing the DCC’s four wellbeing strategies with terms of reference as outlined in Attachment A.

b) Appoints Councillor Cherry Lucas as Chairperson of the Panel and Councillors Carmen Houlahan, Andrew Whiley, Marie Laufiso and Sophie Barker as members of the Panel.

BACKGROUND

3 The Council is undertaking a strategic refresh of its various strategies. The process has been underway for some time. In order to provide better Councillor oversight of the process, this report recommends the establishment of a Councillor Advisory Panel to oversee the process.

4 The terms of reference have been drafted using the template from the Committee Structure and Delegations Manual for establishing a Councillor Advisory Panel.

DISCUSSION

5 The purpose of the of the Panel would be for Councillors to provide governance and oversight of the process and progress on the refresh of the four wellbeing strategies.

6 The draft terms of reference for the Panel is provided in Attachment A.

7 The proposed membership has the Panel chaired by the Deputy Mayor with the four Councillor representatives as follows:

Strategy	Existing Advisory Group	Assigned Councillors
Ara Toi	Creative Dunedin Partnership	Cr Houlahan
Economic Development Strategy	Grow Dunedin Partnership	Cr Whiley
Social Wellbeing Strategy	Social Wellbeing Advisory Group	Cr Laufiso
Te Ao Tūroa	Te Ao Tūroa Partnership	Cr Barker

OPTIONS

8 There are no options.

NEXT STEPS

9 A reporting schedule for the Panel will be developed and incorporated into the relevant Forward Work Programmes.

10 The first meeting of the Panel will be scheduled. The Panel will then determine future meeting dates.

Signatories

Author:	Clare Sullivan - Manager Governance
Authoriser:	Nicola Morand - Acting Manahautū (General Manager Māori Partnerships and Policy)

Attachments

	Title	Page
⇩a	Draft Terms of Reference for a Strategic Refresh Advisory Panel	42

Strategy, Planning & Engagement Committee

13 February 2024

Review of the Signal Hill Recreation Reserve Management Plan 2003

Department: Parks and Recreation

EXECUTIVE SUMMARY

1 The Signal Hill Recreation Reserve Management Plan is a requirement under the Reserves Act 1977 (the Act). A review of the Signal Hill Recreation Reserve Management Plan 2003 (2003 Plan) has been undertaken and a new draft reserve management plan has been developed for consultation purposes.

2 This report seeks approval to commence the public consultation process required by Section 41(6) of the Act to replace the 2003 Plan with the proposed draft Signal Hill Recreation Reserve Management Plan (draft Plan).

RECOMMENDATIONS

That the Committee:

a) Approves the Statement of Proposal, including the draft Signal Hill Recreation Reserve Management Plan and public submission form.

b) Authorises the commencement of the public consultation process required by Section 41(6) of the Reserves Act 1977 in relation to the Statement of Proposal.

c) Notes that the Hearings Committee will consider submissions on the draft Signal Hill Recreation Reserve Management Plan and then make a recommendation to the Strategy, Planning and Engagement Committee under a covering report from staff.

BACKGROUND

The Reserves Act 1977

3 The Act requires management plans for all council administered reserves. It is a requirement under the Act to consult with the public when a reserve management plan is being created or reviewed.

4 The purpose of a reserve management plan is identified in Section 41(3) of the Act as to “provide for and ensure the use, enjoyment, maintenance, protection, and preservation, as the case may require, and, to the extent that the administering body’s resources permit, the development, as appropriate, of the reserve for the purposes for which it is classified.”

5 Section 41(6) of the Act sets out the process and requirements for public notice and consultation on the draft Plan.

6 Public consultation for making and reviewing reserve management plans is carried out in two stages. The first stage was completed following public notice in November 2020. This report relates to the second stage of consultation under Section 41(6) of the Act.

7 Under the Act, the reserve management plan must be prepared by the administering body in draft form and give public notice stating that the draft Plan is available for inspection at a place and at times specified in the notice. The notice calls on persons and organisations interested to lodge with the administering body written objections to or suggestions on the draft Plan before a specified date, being not less than two (2) months after the date of publication of the notice.

8 The Act specifies that the notice must be published in a local newspaper and in such other newspaper, (if any) as the council decides. As well as the public notice in a local newspaper, there will be a media release for the wider media outlets. The project will be listed as a consultation project on the DCC website.

9 The Statement of Proposal is included as Attachment A. The Statement of Proposal has a copy of the draft Plan, the 2003 Plan and the public submission form as attachments.

10 Every person or organisation who submits on the draft Plan who asks to be heard will have the opportunity to appear before Council’s Hearings Committee. The Hearings Committee will hear and consider submissions and then make a recommendation back to the Strategy, Planning and Engagement Committee.

11 The Signal Hill Recreation Reserve (Signal Hill) is a key recreation reserve in Dunedin with high landscape and biodiversity values. It is a popular reserve for mountain biking, walking, dog walking and exercising. It is used by some residents as a commuter route to the Logan Park area.

12 The 2003 Plan was adopted December 2003. The Act requires an administering authority keep reserve management plans under continuous review. The 2003 Plan has not had a comprehensive review since its adoption.

13 A review of the 2003 Plan commenced in November 2020.

14 The community engagement period for DCC’s intention to review the 2003 Plan ran from 7 November 2020 until 8 December 2020. We received 38 responses from the community during this period. Community engagement included a public notice in a newspaper and DCC’s social media platforms advertising the four-week engagement period on the 2003 Plan.

15 The preparation of the draft Plan was disrupted due to COVID-19. Additional workshops were held with submitters and stakeholders in 2022 to discuss progress of the draft Plan and to ensure the initial feedback provided in 2020 was still relevant.

16 The draft Plan was prepared with full consideration of the feedback received both from the statutory submission period and feedback received through engagement workshops and meetings.

DISCUSSION

Draft Signal Hill Recreation Reserve Management Plan

17 The 2003 Plan emphasises management rather than development of the reserve. The sentiment at the time was to allow the revegetation of the reserve with native and exotic tree species in a manner that would support and enhance the primary purpose of the reserve. The 2003 Plan also supported the development of mountain bike tracks within the reserve.

18 The draft Plan was prepared based on submissions to the earlier consultation and input from a working party that comprised of the following organisations and representatives:

· Mountain Bike Otago

· Dunedin Orienteering

· Logan Park High School

· Sport Otago.

19 The draft Plan differs to the 2003 Plan in following ways.

· It formally recognises the importance of Signal Hill and the surrounding area to mana whenua.

· It is based on specific actions which are proposed to support the management and development of the Reserve. The proposed actions include a Reserve Master Plan, a Habitat Restoration Plan, an Interpretation/Storytelling Plan, and a Fire Plan.

· It acknowledges the landscape and biodiversity values of the reserve. There will be a focus on habitat restoration and the re-establishment of native vegetation within the reserve, including the managed removal of noxious pest species. The draft Plan does not support any further planting of exotic tree species within the reserve.

20 The 2003 Plan was maintenance focussed and not project or development focussed. As a result, development and revegetation projects within the reserve have occurred without any future planning.

21 The draft Plan has a range of proposed projects and matters to consider that will recognise the values of the reserve while encouraging both active and passive recreation alongside habitat restoration. An implementation plan will be developed once the final draft has been prepared for adoption.

22 In accordance with the Act, the draft Plan must be publicly consulted on.

OPTIONS

Option One – Recommended Option: Approve the Statement of Proposal, the draft Plan and public consultation of the draft Plan

23 The Council approves the Statement of Proposal, including the draft Plan and the public submission form for the purposes of a public consultation process, as required by Section 41(6) of the Act.

Advantages

· Staff can begin the public consultation process, as required by Section 41(6) of the Act, allowing the public to provide submissions on the draft Plan.

· An up-to-date reserve management plan will ensure that management and operation of this reserve is in keeping with current trends and best practice.

Disadvantages

· There are associated costs for DCC involved in the public consultation process required by Section 41(6) of the Act.

Option Two – Status Quo: The Reserve continues to be managed under the 2003 Plan

24 The Council does not approve the Statement of Proposal, the draft Plan and public submission form and does not initiate a public consultation process.

Advantages

· The budget and time associated with community engagement would not be required.

Disadvantages

· The reserve would continue to be managed by the 2003 Plan, any work to date will become less relevant with the passing of time and expectations from stakeholders will go unmet. This may constrain future development of the reserve.

NEXT STEPS

25 If approved, staff will follow the public consultation process required by Section 41(6) of the Act.

26 The Hearings Committee will hear and consider submissions on the draft Plan and will make recommendations to the Strategic, Planning and Engagement Committee (including any recommended amendments to the draft Plan).

27 An implementation plan will be prepared to accompany the Signal Hill Recreation Reserve Management Plan when adopted. The implementation plan will be developed following this round of public consultation.

Signatories

Author:	Heath Ellis - Acting Group Manager Parks and Recreation
Authoriser:	Jeanette Wikaira - General Manager Arts, Culture and Recreation

Attachments

	Title	Page
⇩a	Statement of Proposal	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 and environmental 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 city’s parks and reserves contribute to the wellbeing of the community. Reserve management plans provide opportunities to work with other departments to consider linkages and connections in terms of movement and association. The public consultation process for preparing a new reserve management plan enables the community to provide input into the management of reserves. Reserve management plans are also an opportunity to evaluate biodiversity and ecological values and support improvements to the environment.

Māori Impact Statement

Kāti Huirapa Rūnaka ki Puketeraki and Te Rūnanga o Ōtākou through Aukaha Ltd have contributed to the draft Signal Hill Recreation Reserve Management Plan. Mana Whenua will be notified and encouraged to comment during the submission process.

Sustainability

Sustainability and the Council’s Zero Carbon Policy is to be considered through the process of this project and will inform the management and operation of the reserve.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications on the plans and strategies for preparing and engaging on reserve management plans.

Financial considerations

Community engagement on the draft and any revisions or amendments to it prior to it being adopted can be resourced from within the existing Parks and Recreation Services operating budget for 2023/24 year.

Significance

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

Engagement – external

The Reserves Act 1977 requires DCC to consult with the public when a reserve management plan is being created or reviewed.

Engagement - internal

Parks and Recreation Services staff have worked with other departments (Legal, Transport, 3 Waters, Community Development and Events) with the drafting of this reserve management plan.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Signal Hill Recreation Reserve is a key amenity for the entire city and all residents including those in Community Board areas will be interested in the development of a reserve management plan for this facility. Signal Hill Recreation Reserve sits just outside the West Harbour Community Board area, but we intend to present the draft Signal Hill Recreation Reserve Management Plan to the Board and be available to answer questions.

Strategy, Planning & Engagement Committee

13 February 2024

Dunedin Town Belt Reserve Management Plan Notice of Intent

Department: Parks and Recreation

EXECUTIVE SUMMARY

1 The Dunedin Town Belt Reserve Management Plan (Town Belt Management Plan) was adopted in 2007, it is now to be reviewed. This report seeks to commence the public consultation process required by s41(5) of the Reserves Act 1977 (Act), to enable the review of the Town Belt Management Plan.

2 The Town Belt Management Plan sets objectives and policies for the Town Belt Reserve. The Town Belt is one large green space reserve surrounding the central Dunedin urban area. It is made up of many specific areas within the reserve. It is a requirement under the Act to consult with the public when a reserve management plan is being created or reviewed.

3 The Statement of Proposal has been prepared, detailing the proposed review of the Town Belt Management Plan and proposed public engagement. This Statement of Proposal and additional documents; the ‘Media Release for Dunedin Town Belt Reserve Management Plan’, the ‘Feedback Form Town Belt Reserve Management Plan’ and the current Dunedin Town Belt Reserve Management Plan have been attached to this report (see Attachments A).

RECOMMENDATIONS

That the Committee:

a) Approves the Statement of Proposal and the high-level Stage 1 engagement question topics for the Town Belt Management Plan.

b) Authorises the commencement of the public consultation process required by s41(5) of the Act as outlines in Option One below.

BACKGROUND

4 The Town Belt Management Plan was adopted in January 2007. The Act requires an administering authority keep reserve management plans under continuous review pursuant to s41(4). Therefore, a review is required to update the current Town Belt Management Plan.

5 Council prepares individual management plants for specific reserves according to identified priorities and unique or special values. The Town Belt Management Plan deals with the entire Town Belt Reserve Area totalling 202 hectares of forest, sports fields, tracks, clubs and facilities, and playgrounds which serve the adjacent residential communities and central Dunedin urban area.

6 These areas within this large reserve area have similar management requirements such as leasing arrangements, providing access to specific reserve areas, indigenous biodiversity management and facilitation of education programmes.

7 Management plans must be read in conjunction with the Act, which is the primary statutory document outlining procedures for activities allowed under a management plan. Other relevant Acts should also be considered when determining appropriate reserve management.

8 The Act requires that a reserve management plan:

a) Ensures that the principles that apply to a reserve of the relevant classification in the Reserves Act are complied with.

b) Provides for and ensures the use, enjoyment, maintenance, protection, and preservation of the reserve as the case may require, and, to the extent that the administering body’s resources may permit.

c) Provides for development of the reserve (as appropriate for the purpose for which the reserve is classified).

DISCUSSION

9 The Town Belt Management Plan provides administration, use, development and change policies relevant to the entire Town Belt Reserve. The current plan also focusses on specific individual reserve areas within the Town Belt and any specific history, use, or development issues the reserve may have. Review of the current areas and potential inclusion of others would make up part of the Management Plan Review. The areas within the current plan are:

· Arthur Street Cemetery

· Belleknowes

· Cosy Dell

· Gardens Ground

· Jubilee Park

· Littlebourne Ground

· Moana Pool

· Montecillo Ground

· Mornington Park

· Northern Cemetery

· Ōpoho Park

· Prospect Park

· Roberts Park

· Southern Cemetery

· The Oval

· Unity Park

· Woodhaugh Gardens

The map below shows the extents of the Dunedin Town Belt. The area in yellow indicates the Dunedin Botanic Gardens, which while part of the Dunedin Town Belt, has its own reserve management plan.

10 A comprehensive review would ensure that the Town Belt Management Plan accurately reflects best practices, updated technology, and identification of constraints and issues on the reserve. The Town Belt Management Plan has the following shortcomings:

a) It does not adequately recognise Te Rūnanga o Ōtākou and Kāti Huirapa Rūnaka ki Puketeraki as mana whenua and it does not incorporate mana whenua history and cultural values.

b) It does not adequately address climate change adaptability, net-carbon-zero measures and sustainability.

c) The current Town Belt Management Plan, while discussing ecological values and providing objectives and policies for biodiversity within the Town Belt is not reflective of the National Policy Statement for Indigenous Biodiversity.

d) It does not accurately align with current objectives and policies established and being developed by the wider DCC planning teams. The proposed Future Development Strategy (FDS) has outlined that it will focus on protecting and enhancing Dunedin’s biodiversity, including considering how to develop “green and blue” networks. Green networks refer to areas containing or supporting the movement of indigenous species, while blue networks refer to our waterways. Both networks help maintain and enhance our city’s biodiversity and contribute to clean air and water. Green and blue networks also function to provide spaces for the public to access nature and undertake recreational activities, which helps boost the health and wellbeing of our residents. As the Town Belt is the largest “green and blue network” in the urban centre, these policies being created by the FDS should be reflected within the Town Belt Management Plan.

e) The current Town Belt Management Plan does not contain new 2GP classifications of the areas as a “Urban Biodiversity Mapped Area” and any context or discussion about how this will affect the management of the reserve.

f) Feedback received through public engagement (for example 2018 Te Ao Tūroa, Dunedin’s Environment Strategy Town Belt Boost engagement), directly from members of public, and community groups such as the Dunedin Amenities Society and Town Belt Kaitiaki who promote the protection of the Town Belt, increasingly raises issues that are not addressed or provided for in the current Town Belt Management Plan.

g) New and emerging issues in recent years include long term parking in reserves, the provision of community gardens and the planting for fruit trees in reserves for food and network resilience. This results in ad hoc and sometimes inconsistent management decisions being made.

11 Engagement is undertaken in two stages. In Stage 1, initial community engagement is undertaken to inform the development of the draft reserve management plan. In Stage 2, submitters would be able to provide feedback on the draft reserve management plan. The Stage 2 feedback is considered by the Hearings Committee and may be assimilated into the final plan.

12 The costs associated with undertaking this review will be met with the current Parks Planning budgets.

a) The review and preparation of the draft will be undertaken by DCC staff.

b) Production of marketing information is being prepared by the DCC Marketing and Design Team.

c) Engagement events will utilise public facilities. It is not anticipated that engagement numbers will require the rental of large spaces.

OPTIONS

Option One – Recommended Option

13 That the Council approves the proposal to publicly notify its intention to prepare a Reserve Management Plan for the Town Belt and initiates the Stage One engagement process, as required by s41(5) of the Act.

Advantages

· Staff can begin the public consultation process, as required by s41(5) of the Act, allowing interested persons and organisations to provide written suggestions on the proposal.

Disadvantages

· There are associated costs for Council involved in the public consultation process required by s41(5) of the Act.

Option Two – Status Quo

14 That Council does not support the proposal to publicly notify its intention to prepare a Reserve Management Plan for the Dunedin Town Belt Reserve and does not initiate a public consultation process.

Advantages

· Costs associated with the public notification, and subsequent preparation of a Reserve Management Plan are not required.

Disadvantages

· The Town Belt Reserve would continue to be managed under the Town Belt Reserve Management Plan 2006 and the General Policies Reserve Management Plan. This would result in policies that are not relevant and development of the reserves that does not reflect community aspirations.

· The Town Belt Management Plan would not be updated to reflect current DCC policy on sustainability, adaptation, net zero values or biodiversity values.

· Issues that have been identified through formal engagement activities, and specific feedback from local community groups would not be addressed.

NEXT STEPS

15 If approved, staff will follow the public consultation process required by s41(5) of the Act.

Signatories

Author:	Heath Ellis - Acting Group Manager Parks and Recreation
Authoriser:	Jeanette Wikaira - General Manager Arts, Culture and Recreation

Attachments

	Title	Page
⇩a	Statement of Proposal	117

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

Fit with strategic framework

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

Māori Impact Statement

The Town Belt has been identified as having cultural importance to mana whenua and mana whenua will be involved from the outset in the development of this management plan. In the first instance staff will ensure that engagement with Te Rūnanga o Ōtākou and Kāti Huirapa Rūnaka ki Puketeraki occurs through Aukaha Ltd.

Sustainability

Sustainability and the Council’s Zero Carbon Policy is to be considered through the process of this project and will inform the management and operation of the reserve.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications on the plans and strategies for preparing and engaging on reserve management plans.

Financial considerations

Significance

The Town Belt Management Plan is considered low in terms of the Council’s Significance and Engagement Policy.

Engagement – external

The Reserves Act 1977 requires DCC to consult with the public when a reserve management plan is being created or reviewed.

Engagement - internal

The DCC Legal team has provided guidance on this report, and the proposed process required under the Reserves Act 1977 and the Reserve Management Plan review schedule. Internal engagement will be undertaken with various departments as part of Stage 1 engagement. This will continue in the preparation of the first draft and final review of the reserve management plan.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The Dunedin Town Belt is not located within any administrative areas of the six Community boards. It is not considered that there is any specific requirement for these Community Boards, however it is noted that the Dunedin Town Belt Reserve is a key amenity for the entire city and all residents, including those in Community Board areas. They will therefore be welcome to participate in the engagement process.

Strategy, Planning & Engagement Committee

13 February 2024

Otago Harbour Reserves Management Plan Review - Notice of Intent

Department: Parks and Recreation

EXECUTIVE SUMMARY

1 The Otago Harbour Reserves Management Plan (Harbour Management Plan) is a plan that sets objectives and policies for the reserves where the principal purpose is to provide access to, or encourage use of, the harbour. The current Harbour Management Plan was adopted in 2006 and it is now to be reviewed. This report seeks to commence the public consultation process required by s41(5) of the Reserves Act 1977 (Act), to enable the review of the Harbour Management Plan.

2 The Statement of Proposal has been prepared, detailing the proposed review of the Harbour Management Plan and proposed public engagement. This Statement of Proposal and additional documents; the ‘Media Release for Otago Harbour Reserves Management Plan’, the ‘Feedback Form Otago Harbour Reserves Management Plan’ and the current Otago Harbour Reserves and Otago Boat Harbour Reserve Management Plans have been attached to this report (see Attachment A).

RECOMMENDATIONS

That the Committee:

a) Approves the Statement of Proposal and the high-level Stage 1 engagement question topics for the Otago Harbour Reserves Management Plan.

b) Authorises the commencement of the public consultation process required by s41(5) of the Act as outlines in Option One below.

BACKGROUND

3 The Harbour Management Plan was adopted in July 2006. The Act requires an administering authority keep reserve management plans under continuous review pursuant to s41(4). Therefore, a review is required to update the current Harbour Management Plan.

4 Council prepares individual management plans for specific reserves according to identified priorities and unique or special values. The Harbour Management Plan deals with the reserves directly adjacent to the foreshore edge managed by DCC Parks and Recreation.

5 These reserves have similar management requirements such as leasing arrangements with clubs and facilities, providing access to the water and requiring resilience planning for the changing coastal environment.

6 Collectively located along the harbour edge, these reserves also share similar cultural values important to mana whenua. Therefore, it is appropriate to create a management plan as an “omnibus” for this group of harbour reserves.

8 The Act requires that a reserve management plan:

a) Ensures that the principles that apply to a reserve of the relevant classification in the Reserves Act are complied with.

c) Provides for development of the reserve (as appropriate for the purpose for which the reserve is classified).

DISCUSSION

9 The Harbour Management Plan provides administration, use, development and change policies relevant to the Otago Harbour Reserves. The specific individual reserves incorporated into the current plan include:

· Deborah Bay Dinghy Ramp and Marina, and the Green Reserve.

· Careys Bay Jetty and Ramp

· Port Chalmers Recreation Reserve (Back Beach)

· Roseneath Esplanade Reserve

· Kitchener Street Reserve

· Andersons Bay Inlet and Bayfield Jetty and Ramp

· Vauxhall Reserve

· Glenfalloch Jetty

· Broad Bay Reserve

· Macandrew Bay Reserve

· Wellers Rock Jetty

· Te Rauone Recreation and Esplanade Reserve (Te Rauone Beach Domain)

The map below shows the extent of the Otago Harbour Reserves.

10 A comprehensive review would ensure that the Harbour Management Plan is up to date and relevant regarding issues, opportunities, technology, and best practices. Currently it is considered that the current Harbour Management Plan has the following shortcomings:

a) The current Harbour Management Plan does not adequately recognise mana whenua partners. There is no provision for recognising mana whenua cultural identity, values or narratives. The Otago Harbour is of high cultural significance to Te Rūnanga o Ōtakau and Kāti Huirapa Rūnaka ki Puketeraki. The area is where Ōtākou Marae is located, and the Otago Harbour has a pivotal role in the well-being of Ōtākou people. It is a bountiful provider of kaimoana and is a pathway to fishing grounds beyond. “Traditionally it was the mode for other hapū to visit, and in today's world it is the lifeline to the international trade that benefits the region. The ebb and flow of the harbour tides is a valued certainty in a world of change, a taoka to be treasured and protected for the benefit of current and future generations” (Second Generation Plan, 14.1.4.1). Staff will facilitate conversations with mana whenua to adequately represent cultural values within this reserve management plan.

b) The current Harbour Reserve Management Plan does not adequately address climate change adaptability, net-carbon-zero measures, and sustainability.

c) The Otago Boat Harbour Recreation Reserve is held in its own Reserve Management Plan, this was created later than the existing Harbour Management Plan to finalise issues around leases specific to this reserve. Amalgamating this plan with the Harbour Reserve Management Plan has been identified as desirable. It is therefore considered through this review that the Boat Harbour Reserve Management Plan will be retired, and the Harbour Management Plan will include this reserve within its plan.

d) The current Harbour Management Plan does not include the Ravensbourne Walkway and Cycleway or other potential harbour adjacent reserves which have similar values as the existing set of reserves in the Harbour Management Plan. A review of these reserves will be undertaken, and they will be included into the omnibus plan if practicable, to create more cohesion and consistency for the Otago Harbour Reserves.

11 A ‘joint strategic vision’ for the Otago Harbour will be developed by the Dunedin City Council and Otago Regional Council, together with mana whenua and stakeholders such as the Department of Conservation. The project will be led by the Otago Regional Council (ORC).

12 This updated Harbour Management Plan will enable the ‘joint strategic vision’ and the DCC’s role within the realms of our reserves adjacent to the harbour. Commencement of the project is being undertaken by the ORC presently, and therefore the proposed timing of the Harbour Management Plan review is beneficial, to ensure alignment between the plan and this wider ‘joint strategic vision’.

13 Engagement is undertaken in two stages. In Stage 1, initial community engagement is undertaken to inform the development of the draft reserve management plan. In Stage 2, submitters would be able to provide feedback on the draft reserve management plan. The Stage 2 feedback is considered by the Hearings Committee and may be assimilated into the final plan.

14 The costs associated with undertaking this review will be met with the current Parks Planning budgets.

a) The review and preparation of the draft will be undertaken by DCC staff.

b) Production of marketing information is being prepared by the DCC Marketing and Design Team.

c) Engagement events will utilise public facilities. It is not anticipated that engagement numbers will require the rental of large spaces.

OPTIONS

Option One – Recommended Option

15 That the Council approves the proposal to publicly notify its intention to prepare a Reserve Management Plan for the Otago Harbour reserves and initiates the Stage 1 engagement process, as required by s41(5) of the Act.

Advantages

· Staff can begin the public consultation process, as required by s41(5) of the Act, allowing interested persons and organisations to provide written suggestions on the proposal.

Disadvantages

· There are associated costs for Council involved in the public consultation process required by s41(5) of the Act.

Option Two – Status Quo

16 That Council does not support the proposal to publicly notify its intention to prepare a Reserve Management Plan for the Otago Harbour reserves and does not initiate a public consultation process.

Advantages

· Costs associated with the public notification, and subsequent preparation of a Reserve Management Plan are not required.

Disadvantages

· The reserves listed within the current Harbour Management Plan would continue to be managed under the Otago Harbour Reserves Management Plan 2006, while the unlisted reserves would be managed under the General Policies Reserve Management Plan. This would result in policies that are not site specific and planning and development of harbour reserves that is disjointed.

· The Harbour Management Plan would not be updated to reflect current policy on sustainability, adaptation and net zero values.

· The Harbour Management Plan would not include values of our mana whenua partners, or adequate cultural and historical context which is a current shortcoming.

NEXT STEPS

17 If approved, staff will follow the public consultation process required by s41(5) of the Act.

Signatories

Author:	Heath Ellis - Acting Group Manager Parks and Recreation
Authoriser:	Jeanette Wikaira - General Manager Arts, Culture and Recreation

Attachments

	Title	Page
⇩a	Statement of Proposal	187

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

Fit with strategic framework

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

Māori Impact Statement

The Otago Harbour has been identified as having high cultural significance to mana whenua and mana whenua will be involved from the outset as a partner in the development of this management plan. In the first instance staff will ensure that engagement with Te Rūnanga o Ōtākou and Kāti Huirapa Rūnaka ki Puketeraki occurs through Aukaha Ltd.

Sustainability

Sustainability and the Council’s Zero Carbon Policy is to be considered through the process of this project and will inform the management and operation of the reserve.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications on the plans and strategies for preparing and engaging on reserve management plans.

Financial considerations

Significance

The Harbour Management Plan is considered low in terms of the Council’s Significance and Engagement Policy.

Engagement – external

The Reserves Act 1977 requires DCC to consult with the public when a reserve management plan is being created or reviewed.

Engagement - internal

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

West Harbour Community Board and the Otago Peninsula Community Board will have a specific interest in the policies which will affect the management of the Harbour Reserves within their administrative areas. Both Community Boards will be invited to provide feedback and input during review and drafting of the Harbour Management Plan.

Strategy, Planning & Engagement Committee

13 February 2024

	Title	Page
A ⇩	Minutes of Strategy, Planning & Engagement Committee meeting held on 14 August 2023	16

Author:	Wendy Collard - Governance Support Officer
Authoriser:	Nicola Morand - Manahautū (General Manager Māori Partnerships and Policy)