Agenda of Community Services Committee - Wednesday, 24 April 2024

Community Services Committee

MINUTES

Minutes of an ordinary meeting of the Community Services Committee held in the Council Chambers, Level 2, Dunedin Public Art Gallery, The Octagon, Dunedin on Tuesday 12 September 2023, commencing at 10:00am

PRESENT

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

IN ATTENDANCE

Jeanette Wikaira (Acting General Manager Community Services); Robert West (General Manager Corporate and Quality); Nicola Morand (Acting Manahautū – General Manager Māori, Partnerships and Policy; Paul Henderson (Acting General Manager Customer and Regulatory); Louise Kewene-Doig (Kaitatatari – Kaupapa Here – Policy Analyst); Lisa Wilkie (Team Leader Creative Partnerships); Anna Nilsen (Group Manager Property Services); Cam McCracken (Director DPAG, Toitū, Lan Yuan and Olveston); Leanne Mash (Manager Communications and City Marketing); Gill Brown (Housing Action Plan Advisor) and Clare Sullivan (Principal Committee Advisor)

Governance Support Officer Rebecca Murray

1 karakia timatanga.

The Chair opened the meeting with a karakia timatanga.

2 Public Forum

2.2 Public Forum - South Dunedin Community Network

Jenny Rudd, a new member of the South Dunedin Community Network introduced herself to the members and provided an overview of her role.

Cr Carmen Houlahan entered the meeting at 10.04 am.

Eleanor Doig, Chair of the South Dunedin Community Network addressed the meeting on the South Dunedin Library and the South Dunedin Future work and the importance of these entities for South Dunedin. They responded to questions.

2.3 Public Forum - NZ Young Writers Festival

Ruth Harvey, Co-Director and Strategic Relationships Manager for the Dunedin Fringe Festival and Kate Shraider, Co-Director, spoke about the New Zealand Young Writers Festival. They introduced Ruby (visiting Young Writer in Residence), and responded to questions.

Moved (Cr Marie Laufiso/Cr David Benson-Pope):

That the Committee:

Extends Public Forum.

Motion carried (CSC/2023/008)

2.4 Public Forum - Save Dunedin Live Music

Dave Bennet for Dunedin Live Music spoke about the Ōtepoti Live Music Action Plan and responded to questions.

2.5 Public Forum - Stage South

Ross Johnston, Marty Roberts, Peter King and Karen Elliott from Stage South, provided a video presentation updating the Committee on further details and costing of the Kapiti Coast - Te Raukura ki Kāpiti, as a possible model for a professional theatre complex for Dunedin City. They responded to questions.

Cr Carmen Houlahan left the meeting at 10.50 am and returned at 10.52 am.

3 Apologies

An apology was received from Cr Sophie Barker.

Moved (Cr Marie Laufiso/Cr Mandy Mayhem):

That the Committee:

Accepts the apology from Cr Sophie Barker.

Motion carried (CSC/2023/009)

4 Confirmation of agenda

Moved (Cr Marie Laufiso/Cr David Benson-Pope):

That the Committee:

Confirms the agenda without addition or alteration.

Motion carried (CSC/2023/010)

5 Declarations of interest

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

Cr Mandy Mayhem added “property owner” to her register of interest.

Moved (Cr Marie Laufiso/Cr Steve Walker):

That the Committee:

a) Amends the Elected Members' Interest Register; and

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

Motion carried (CSC/2023/011)

6 Confirmation of Minutes

6.1 Community Services Committee meeting - 9 May 2023

Moved (Cr Marie Laufiso/Cr Mandy Mayhem):

That the Committee:

Confirms the public part of the minutes of the Community Services Committee meeting held on 09 May 2023 as a correct record.

Motion carried (CSC/2023/012)

7 Minutes of Committees

7 Grants Subcommittee - 10 May 2023

Moved (Cr Marie Laufiso/Cr Bill Acklin):

That the Committee:

Notes the minutes of the Grants Subcommittee meeting held on 10 May 2023.

Motion carried (CSC/2023/013)

Part A Reports

8 Community Services Committee - Forward Work Programme

The Civic report provided an update of the Community Services Committee forward work programme as at September 2023.

Moved (Cr Marie Laufiso/Cr Carmen Houlahan):

That the Committee:

Notes the Community Services Committee forward work programme for September 2023.

Motion carried (CSC/2023/014)

9 Ōtepoti Live Music Action Plan (Ōtepoti live map)
	The report from Ara Toi and Corporate Policy sought the Committee’s adoption of the draft Ōtepoti Live Music Action Plan 2023. The report included a summary of the background, rationale and steps taken in the development of the draft plan; options to the adoption of the Music Action Plan and next steps. The ‘Ōtepoti Live MAP Action and Implementation Plan’ was also provided for the Committee’s noting.
	The Acting General Manager Community Services (Jeanette Wikaira), Team Leader Creative Partnerships (Lisa Wilkie), and Kaitatatari – Kaupapa Here – Policy Analyst (Louise Kewene-Doig) responded to questions.
	Moved (Cr Steve Walker/Cr Christine Garey): That the Committee: a) Adopts the Ōtepoti Live Music Action Plan 2023 b) Delegates authority to the Chief Executive Officer to incorporate minor editorial amendments c) Notes the Ōtepoti Live MAP implementation action plan 2023/2024 (Attachment B) d) Notes that next steps include: i. design and production of a public facing version of the Ōtepoti Live MAP ii. a further report seeking direction from Council on the range and scope of the Ōtepoti Live MAP investment options, as part of the 10 Year Plan 2024-34 considerations. iii. giving effect to the Ōtepoti Live MAP 2023/2024 Division The Committee voted by division For: Crs Bill Acklin, David Benson-Pope, Christine Garey, Kevin Gilbert, Carmen Houlahan, Marie Laufiso, Cherry Lucas, Mandy Mayhem, Jim O'Malley, Steve Walker, Brent Weatherall, Andrew Whiley and Mayor Jules Radich (13). Against: Cr Lee Vandervis (1). Abstained: Nil The division was declared CARRIED by 13 votes to 1 Motion carried (CSC/2023/015)
10 Performing Arts Venue Update Report
	The report from the Executive Leadership Team and Property provided an update on the Performing Arts Venue including the Dunedin Theatre Network (Playhouse Theatre, Athenaeum Theatre and the Mayfair Theatre); 65 Crawford Street Dunedin (Sammy’s); 231 Stuart Street Dunedin (Fortune) and 20 Princes Street Dunedin, (Te Whare o Rukutia).
	The Acting General Manager Community Services (Jeanette Wikaira) and Group Manager Property (Anna Nilsen) responded to questions. Cr Jim O’Malley left the meeting at 12.00 pm.
	Moved (Cr Bill Acklin/Cr David Benson-Pope): That the Committee: Notes the Performing Arts Venue Update Report. Motion carried (CSC/2023/016)

11 Public Art Update
	The report from Arts and Culture provided an overview of the Public Art Framework and next steps regarding a new public artwork for 2024.
	The Acting General Manager Community Services (Jeanette Wikaira) and Director DPAG, Toitū, Lan Yuan and Olveston (Cam McCracken) spoke to the report and responded to questions.
	Moved (Cr Mandy Mayhem/Mayor Jules Radich): That the Committee: Notes the Public Art Update report. Motion carried (CSC/2023/017)

	Moved (Cr Marie Laufiso/Cr Steve Walker): That the Committee: Adjourns until 1.00 pm. Motion carried

	The meeting adjourned at 12.17 pm and reconvened at 1.00 pm.

	Cr Jim O’Malley returned to the meeting at 1.00 pm.

12 10 year plan early engagement
	The report from Communications and Marketing outlined options for the 10 Year Plan 2024-2034 early engagement with the community.
	The Acting General Manager Community Services (Jeanette Wikaira) and Manager Communications and City Marketing (Leanne Mash) spoke to the report and responded to questions.

	Moved (Cr David Benson-Pope/Cr Bill Acklin): That the Committee: a) Agrees that the preferred option for early engagement with the community, to support the development of the 2024-2034 10 Year Plan is online and targeted stakeholder meetings early engagement. b) Notes that staff will implement the preferred option. Motion carried (CSC/2023/018)

13 Ōtepoti Dunedin Housing Plan 2022 Update
	The report from Property provided an update on the Ōtepoti Dunedin Housing Plan 2022 and the Implementation Plan 2023-2024 Cr Andrew Whiley returned to the meeting at 1.17 pm.
	The General Manager Corporate and Quality (Robert West) and Housing Action Plan Advisor (Gill Brown) responded to questions.
	Moved (Cr Mandy Mayhem/Cr Christine Garey): That the Committee: Notes the Ōtepoti Dunedin Housing Plan 2022 update. Motion carried (CSC/2023/019)

14 Items for Consideration by the Chair
	There were no items for consideration.

15 Karakia Whakamutunga
	The Chair closed the meeting with a Karakia Whakamutunga.

The meeting concluded at 1.34 pm.

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

CHAIRPERSON

Community Services Committee

24 April 2024

Ōtepoti Dunedin Housing Plan Update

Department: Māori, Partnerships and Policy

EXECUTIVE SUMMARY

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

2 The Principal Policy Advisor Housing (‘the Advisor’) has continued to progress the 12 actions in the Implementation Plan 2023-2024, and this report updates the work undertaken since the last update provided on 12 September 2023.

3 An updated Implementation Plan will be presented to the Community Services Committee in October 2024 for consideration, as part of the next report.

RECOMMENDATIONS

That the Committee:

a) Notes the contents of this update on the Ōtepoti Dunedin Housing Plan 2022 and its Implementation Plan 2023-2024.

BACKGROUND

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

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

6 The priority work areas for 2023-2024 are:

· bring people together to strengthen and create connections

· investigate ways to increase the quality of our housing

· find better ways to use land for housing

· make it easier to work with Council

· look after our most vulnerable.

DISCUSSION

7 Progress against the five priority work areas in the Plan and the 12 associated actions for 2023-2024 is detailed below.

Priority Work Area: Bring people together to strengthen and create connections

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

8 The Advisor has ongoing involvement in a wide range of housing forums locally and nationally. These include local meetings with disability agencies and homelessness groups, and meetings focused on the creation of affordable housing in the city. At a national level, the Advisor meets with community housing providers and groups such as the Coalition for Women Aotearoa (homelessness).

9 A multi-agency approach to homelessness is underway and continues (Action 12). The approach includes Government agencies, Non-Governmental Organisations (NGOs), and charities.

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

10 The Advisor is in regular contact with a variety of other local councils about housing related topics, such as making homes more accessible, energy efficient housing, and approaches to homelessness.

11 The Advisor is part of two groups involving multiple local councils. One group focuses on reducing energy usage and building more energy efficient structures. It meets quarterly and involves staff from 15 different councils and includes representatives from external groups like the Green Building Council.

12 A second group is forming to focus on homelessness (see Action 12 below), and the Advisor has been talking individually with council staff from Wellington, Nelson, Tauranga, Napier, Queenstown-Lakes and Hamilton. The Ministry of Housing and Urban Development (HUD) is assisting with the appropriate contacts. This group is developing combined procedure/guiding principles for managing homeless people. Additionally, the DCC’s Eco Design Advisor is a member of the nationwide Eco-Design Advisor network.

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

13 The first Ōtepoti Dunedin Housing newsletter was sent to stakeholders in early April 2024 and included introductions to the Advisor and the Eco Design Advisor, the Eco Design Service, and updates on the work being undertaken in the homelessness space. It also included public consultation information on the Annual Plan 2024-25 and the proposal to sell Aurora Energy Limited.

14 The newsletter has now been set up in the DCC subscription (Hail) system, which is accessible to the public. It will also be available on the Housing page on the DCC website, which is to be updated quarterly.

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

15 There are currently over 250 individuals and groups on the contact database from across the housing continuum. This includes a range of special interest groups, such as those who represent the elderly and those focused on areas like health and food resilience.

16 The contact database is continually updated, and in future there will be the ability to subscribe to the database on the Housing page on the DCC website (Actions 3 and 10).

Priority Work Area: Investigate ways to increase the quality of our housing

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

17 Staff are working on the design of the Housing page on the DCC website, which will have the same design look and feel as the District Plan page and will ensure consistency of housing information across the DCC.

18 The resources identifying ‘what you can do with your land’ are progressing and will be available before the next reporting period (October 2024).

19 Eco Design resources have been updated and are in use and will also be incorporated into the Housing page on the DCC website.

Action 6 - Develop an options analysis of incentives:

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

· Making homes warmer and reducing construction waste

20 The Building Owners Incentives (sustainability, earthquake strengthening, heritage conservation) Report was noted by Council at its meeting on 30 January 2024. This report highlights a council-wide approach to ensure incentive options are developed in a coordinated manner for consideration by Council. This work will begin soon.

21 The Advisor is connected with external initiatives that support housing affordability, such as shared equity models currently being led by charity investment through groups, such as Habitat for Humanity and Central Government via Kāinga Ora.

Priority Work Area: Find better ways to use land for housing

Action 7 – Looking at all possible land/buildings

22 Staff have reviewed all DCC land holdings that are zoned residential and are reviewing and identifying potential opportunities. Options identified will be presented to Council for consideration.

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

23 The Advisor continues to connect groups including landholders, not-for-profit organisations, land trusts, and developers.

24 The Advisor continues to connect DCC staff with the wider housing industry. An example of this is aiding engagement within the Construction Waste Minimisation Project to ensure strong industry involvement.

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

25 As work on implementing the Plan continues, the Advisor expects there will be opportunities to work collaboratively locally and nationally to advocate to Central Government on specific housing related issues. As discussed above (Action 2), a relationship with HUD has been established in relation to the work on homelessness.

26 There has been a strong indication from Central Government regarding increasing funding for Community Housing Providers. This may open opportunities in the city.

Priority Work Area: Make it easy to work with Council

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

27 Staff are working on the Housing page which will be part of the DCC website.

28 Stakeholders have been canvassed to identify their priorities for design and content for the online resource. Most feedback has identified a need for accessible resources, such as making them available in various languages and in easy-to-read formats.

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

29 Frequently asked questions (FAQs) about the District Plan are available on the DCC website. Staff are developing simplified versions of development options for ease of use by the public. A key function will allow property owners and developers to easily access and understand information through maps and databases.

30 The Eco Design Advisor uses national resource materials covering topics, such as ‘Managing Moisture’ and ‘Passive Solar Design’. Links to these new and updated resources will be incorporated into the Housing page on the DCC website.

31 The nationwide Eco-Design Advisor network has applied for Central Government funding to help families reduce their energy and water usage. The programme is based on research completed by Dr Sea Rotmann of the Sustainable Energy Advice Service. The outcome of this application is still pending.

32 The DCC’s Eco Design Advisor and Zero Carbon team collaborate to teach techniques that help people reduce heat loss from their homes. The programme provides education, advice on HEAT (Home Energy Audit Toolkits) kits, draft stops and hygrometers (humidity meters). This work is starting in Middlemarch and will continue as the Eco Design Advisor visits all local libraries across Ōtepoti Dunedin.

Priority Work Area: Look after our most vulnerable

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

Background information

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

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

35 This is a complex area of work, and there are many factors that impact on a lack of housing resilience or becoming homeless. It involves groups and people that are not usually considered at risk of homelessness, such as women and young people.

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

37 The 2023 “Growing Up in New Zealand” report noted that one in every 14 young people had encountered severe housing deprivation or homelessness at least once between the ages of 8 and 12 years old. This level of transience impacts a young person’s ability to attend education regularly and to take part in activities, such as sports or afterschool activities.

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

39 The current stakeholder group includes DCC staff (Parks and Recreation, Property Services) and representatives from: Ara Poutama Corrections; Kāinga Ora; the Ministry of Social Development; Oranga Tamariki, NZ Police; Te Whatu Ora; Te Puni Kōkiri; WellSouth; Aukaha; Corstorphine Baptist Community Trust; Comcare; the Dunedin Night Shelter; Te Rūnaka ō Ōtākou; Otago Youth Wellness Trust; PACT; Presbyterian Support Otago; the Salvation Army, Ōtepoti Dunedin Whānau Refuge; and Whānau Ora.

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

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

Progress

42 The Advisor worked with the DCC’s Business Information Services staff to identify and review safe and secure software database systems used by Functional Zero cities across the world to identify a software solution that can collect ‘real time’ information, and that would also meet the requirements of agencies in Ōtepoti Dunedin.

43 The proposed software solution was agreed to by the stakeholder group and has been purchased by the DCC. The final set up, including privacy settings, has been completed.

44 The specifics of the programme components for use by front-line workers were presented to the stakeholder group at its February 2024 meeting; feedback on the usability was overwhelmingly positive.

45 The Advisor is currently arranging the appropriate training for stakeholders’ front-line staff. This training will take place in June 2024 as it is envisaged that the programme will go live in July 2024. It is advisable that the training takes place as close to a launch date as possible.

46 There is a complementary piece of work happening within the agencies involved in the stakeholder group that is focused on those in the city experiencing poor living conditions. The Advisor and others within the DCC are participating in this work.

47 At a national level, a range of councils are coming together to create a universal set of procedures and principles when interacting with the homeless and managing their belongings.

OPTIONS

48 As this report is for noting only, there are no options for discussion.

NEXT STEPS

49 Work will continue on the next Implementation Plan of the Ōtepoti Dunedin Housing Plan, with a further update due in October 2024.

Signatories

Author:	Gill Brown - Principal Policy Advisor Housing
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

This Ōtepoti Dunedin Housing Plan promotes the social, economic, 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 Ōtepoti Dunedin Housing Plan aligns particularly with the DCC’s Zero Carbon Plan and Te Taki Haruru – Māori Strategic Framework.

Māori Impact Statement

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

Sustainability

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

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

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

Financial considerations

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

Significance

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

Engagement – external

External engagement with stakeholders across the city is ongoing.

Engagement - internal

Internal engagement and alignment across the DCC continues to be a focus of work undertaken to implement the Plan.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Actions in the Plan will include Community Board areas.

Community Services Committee

24 April 2024

Destination Playgrounds - Stage Two Feedback from Community Engagement on Design Concepts

Department: Parks and Recreation

EXECUTIVE SUMMARY

1 This report summarises the feedback received from stage two of the destination playgrounds engagement process.

2 The community was invited to review and provide feedback on the concept plans for three destination playgrounds; Marlow Park, Woodhaugh Gardens, and Mosgiel Memorial Gardens.

3 Engagement with the community occurred between Monday 13 November and Monday 4 December 2023. 335 formal submissions were received plus feedback from public engagement sessions and social media.

4 The feedback received was generally positive towards the concepts. However, there was a common sentiment that more equipment, general and accessible, was needed at all three locations in place of the open space areas that were proposed in the designs.

5 The playground concept designs were created by Bespoke Landscape Architects, (Attachments: B, C, D) and were based on a working budget limit of $2M each.

RECOMMENDATIONS

That the Committee:

a) Notes the Destination Playgrounds – Stage Two Feedback from Community Engagement on Design Concepts Report.

BACKGROUND

6 On August 3, 2021, the Community and Culture Committee adopted the Play Spaces Plan. This plan replaced the 2006 Play Spaces Strategy.

7 During the development of the Play Spaces Plan (2021), community feedback indicated a desire for a destination playground in the style of the Margaret Mahy Playground developed in Christchurch.

8 In Dunedin, Marlow Park playground, Woodhaugh Gardens playground and Mosgiel Memorial Gardens playground are all managed as destination play spaces.

9 In October 2021 an assessment of Dunedin’s three destination playspaces was undertaken by Bespoke Landscape Architects (Bespoke) to identify how well the current facilities provide for current play trends such as inclusive play, adventure and natural play, age-appropriate play, self–directed/challenging play, and accessibility.

10 On 31 January 2022 a report was presented to Council. This report focussed on the existing destination playgrounds and considered them against catchment coverage. The Bespoke DPPA did not consider in any detail, the potential of establishment of a new destination playspace at alternative Council-owned locations.

11 At this meeting Council resolved the following:

Moved (Mayor Aaron Hawkins/Cr David Benson-Pope):

That the Council:

Requests a report in time for Annual Plan 2022/23 deliberations, looking at resourcing options for the development of concept and community engagement plans for destination playspaces, including:

a) a single site development on council owned land; and

b) a distributed network of investment across three sites.

Division

The Council voted by division:

For: Crs David Benson-Pope, Sophie Barker, Rachel Elder, Christine Garey, Doug Hall, Carmen Houlahan, Marie Laufiso, Mike Lord, Jim O'Malley, Chris Staynes, Steve Walker and Mayor Aaron Hawkins (12).

Against: Crs Jules Radich, Lee Vandervis and Andrew Whiley (3).

Abstained: Nil

The division was declared CARRIED by 12 votes to 3

Motion carried (CAPCC/2022/005)

12 On 23 May 2022 a report was presented to Council. This report provided resourcing options for the development of concept and community engagement plans for destination playspaces across a range of investment options. The report also proposed a staged approach to community engagement.

13 At this meeting Council resolved the following:

Moved (Cr Lee Vandervis/Mayor Aaron Hawkins):

That the Council:

Agrees the staged community engagement approach for destination playspaces, across a range of investment and site options.

14 On 22 February 2023 a report was presented to Council This report provided a summary of stage one consultation feedback of the destination playspaces.

15 The community was asked about the level of investment they would like to see at Dunedin’s three large playgrounds (Marlow Park, Memorial Gardens playground and Woodhaugh Gardens playground). The community was also asked whether Council should build a new, modern destination playspace elsewhere in city.

16 Of the three playgrounds, Marlow Park and Woodhaugh Gardens were the preferred playgrounds to be fully redeveloped into modern destination playspaces. The community preference was that Mosgiel Memorial Gardens Playground should receive regular investment i.e., the replacement of equipment, with modern equipment as required.

17 At this meeting Council resolved the following:

Moved (Cr Andrew Whiley/Cr Carmen Houlahan):

That the Council:

a) Approves developing concept plans for the three existing destination playspaces (Marlow Park, Woodhaugh Gardens and Mosgiel Memorial Park) as modern destination playgrounds.

Motion carried (CNL/2023/025)

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

That the Council:

b) Does not progress site investigations for the establishment of a new destination playspace on Council owned land.

Motion carried (CNL/2023/026)

DISCUSSION

18 In 2023 Bespoke were engaged to develop concept designs for the three existing sites based on feedback from the stage one engagement and with a working budget limit of $2M for each of three destination playgrounds.

19 Stage two of community engagement was held from 13November until 4 December 2023. The community were asked to provide feedback on the concept designs for the three destination playgrounds.

20 Specific questions were asked (Attachment A), including:

· What do you like about the concept plan(s) and why?

· Is there anything you would like to see in the concept plan(s) that is currently missing?

· Is there anything in the plan(s) that is unnecessary or needs to be changed?

· Do you have any other comments?

21 Engagement with the community was via the following methods:

· A page on the DCC website.

· Feedback form.

· Proactive use of social media.

· Media releases that included two articles in the Otago Daily Times.

· Informing Community Boards and Groups to share via their social media channels.

· Physical advertising in DCC facilities by way of posters with QR codes to access webpage and feedback form.

· Community drop-in sessions and open days at each playground.

· Workshops at local schools.

22 Stage two engagement resulted in 335 formal submissions being received plus feedback from public engagement sessions and social media.

23 For all three destination playgrounds there was support for redevelopment with many people noting that the current playgrounds are outdated and in need of improvement.

24 There were requests that more cultural elements be incorporated into the designs across all three parks, and for more imaginative and visually appealing elements to be included.

25 There was strong feedback that the designs needed to include more play equipment such as traditional swings and slides with a greater range of inclusive and accessible play options.

26 There was support for nature-based play elements in the concept plans and the incorporation of natural elements such as trees and shrubs to enhance the overall aesthetic appeal of each park and provide natural shade.

27 Safety was a common concern with many requests for fencing around the junior play areas. Respondents also expressed concern about the lack of equipment for toddlers including elements such as small climbing nets to provide a challenge appropriate to the age group.

28 A lack of water play opportunities in Marlow Park playground and Mosgiel Memorial playground was highlighted. There were questions around the suitability of misting units in a playground with a preference for more engaging water play elements.

29 Common requests were for more permanent shade structures that provide year-round protection, sheltered areas to allow for protection from the weather, enhanced community gathering spaces such as picnic areas and BBQ facilities, more seating, rubbish bins and drinking fountains.

30 Across all three parks the community provided strong feedback about the need for upgraded toilet facilities.

Marlow Park – Summary of Community Feedback

31 The community supported retention and refurbishment of the iconic features of the park such as the dinosaur slide and whale. There were comments that the dinosaur slide had been separated from the rest of the playground by a large open grass area and that there was an opportunity to bridge the gap with more play equipment.

32 There were concerns about the concept design in general having too much open space, being bland and lacking colour. It was felt that more equipment was needed to fill the space.

33 There was resistance to including large areas of sand play due to the perception of increased maintenance and upkeep and concerns about the cleanliness of the sand.

34 There was support for the proposed parkour area which would provide a challenging and engaging play experience for older children and teenagers. There were requests for additional challenging play elements for the older age group such as large climbing nets.

35 The was support for the nature-based play elements in the concept plans and there was appreciation for the flexible spaces that could accommodate food trucks, markets, and other activities.

36 There was concern about the removal of the “Mountain and Tunnels” play element and the play opportunities it provided.

37 Feedback was received about the toddler area lacking a range of equipment and a reduction in play opportunities for this age group.

Woodhaugh Gardens – Summary of Community Feedback

38 The community strongly objected to the removal of the paddling pool, and there were recurring requests to either retain the existing pool and/or integrate new water play features to a paddling pool for children.

39 There was support for the addition of the climbing tower, double flying fox, and the mega swing. The feedback was also very positive about the presence and quantity of native vegetation included in the park, enthusiasm for the natural play elements and nature play areas. The community also supported the addition of accessible and inclusive play equipment.

40 There were requests for more play equipment to be included in the design, more nature or free play opportunities, multi-generational fitness equipment to provide recreational options for different age groups, more climbing equipment to provide greater challenges for older children, more trees for shade and climbing and the addition of bike racks.

Mosgiel Memorial Garden – Summary of Community Feedback

41 The most common feedback was opposition to the removal of the fences surrounding Mosgiel Memorial Park preschool area. There were also requests for improvements to the preschool area, particularly the lack of equipment shown in the concept designs.

42 There were concerns about the lack of inclusive play equipment and requests for more play equipment for people with disabilities. Some suggested locating the liberty swing next to a standard swing set for further inclusivity.

43 There were questions around the suitability of the misting structures as a water feature and whether these meet the community’s preferences for water-based play.

44 The community also expressed concerns about the toilets and the lack of changing facilities to support the proposed water play area.

45 There was strong community commentary about retaining or incorporating the original engraved bricks into the design. The community also commented on a need for more parking spaces, specifically mobility parking.

Summary of Play Equipment Requests

46 The community feedback included the following specific play equipment requests for each playground:

Marlow Park

Woodhaugh Gardens

Mosgiel Memorial Gardens

· Climbing net with a big slide

· Flying fox with a tower

· Dinosaur sculptures and signs

· Slides on existing mounds/dunes

· More aquatic-themed play (for example sharks and dolphins)

· Network of tunnel systems under the slides

· Tower with slide

· Bigger climbing net

· Equipment for older age groups

· More play near the dinosaur slide

· More swings and slides

· Trampolines

· Spinning carousel

· Picnic bench under canopy/shade

· Water play features

· Play tower for younger Children

· More swings, including a basket swing

· More play equipment

· Flying fox or zipline

· Basketball court with an adjustable hoop

· More swings, as well as another wheel-chair accessible swing

· More challenging equipment for older children

· Seesaw

· Monkey bars

· Climbing frame and climbing walls

· Hamster wheel

· Football goals

· Water-play features with pumps

· Fireman pole

· Tower slide

Long Term Planning

47 The original playground designs, created by Bespoke Landscape Architects, were based on a working budget of $200k for detailed design and documentation and $2M for construction of each playground. The recent community feedback requests more equipment and accessible facilities, rather than the open spaces currently featured in the concept designs.

48 The community also provided strong critical feedback about the toilets in all three designs. The toilet upgrades are not covered in the playground budget.

OPTIONS

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

NEXT STEPS

50 Staff will work to develop estimated costs and revised concept designs for each playground with options that incorporate community feedback. Staff will also develop a timing schedule that includes the order of playground construction.

51 An options report will be presented to Council in time for the 9 Year Plan 2025 – 34.

Signatories

Author:

John Brenkley - Planning and Partnerships Manager

Heath Ellis - Acting Group Manager Parks and Recreation

Authoriser:

Jeanette Wikaira - General Manager Arts, Culture and Recreation

Attachments

	Title	Page
⇩a	Stage 2 Engagement Feedback Form	47
⇩b	Marlow Park (Dinosaur Park) Concept Design	49
⇩c	Woodhaugh Gardens Concept Design	50
⇩d	Mosgiel Memorial Garden Concept Design	52

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

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

Fit with strategic framework

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

Playspaces contribute to the wellbeing of the community. The development of playspaces provides opportunities for art and culture to be included within the design. A destination playspace has the potential to be economically beneficial to the city by attracting families to the city and/or encouraging them to stay longer. Destination playspaces also provide free all-day entertainment for families. Playspaces are a key component of the Parks and Recreation Strategy.

Māori Impact Statement

There will be continued engagement with mana whenua through an ongoing relationship with Aukaha to ensure cultural input into both the design and development of destination playspaces.

Sustainability

Sustainability will be considered all stages of the project from planning to construction.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The allocation for budget to upgrade our large playgrounds to modern destination playgrounds will be presented for the 9 Year Plan 2025-2034. The proposed upgrade of the playgrounds will help to ensure we improve our level of service particularly in terms of accessibility and inclusive play” options for families.

Financial considerations

Currently there is no budget allocated within the 10 Year Plan 2021-2031 for developing destination playspaces. Although there is funding in the 10 Year Plan 2021 -2031 for the upgrading of our existing destination playspaces as a result of the Play Spaces Plan. The allocation for budget to upgrade our large playgrounds to modern destination playgrounds will be requested as part of the 9 Year Plan 2025-2034 and will be the subject of a further report.

Significance

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

Engagement – external

This report summarises the feedback received from stage two of the destination playgrounds engagement process. Engagement with the community occurred between Monday 13 November and Monday 4 December 2023.

Engagement - internal

Parks and Recreation Services staff work closely with other departments in the development of destination playspaces, including Community Development, Corporate Policy, Māori Partnerships, Transport, Carbon Zero and South Dunedin Futures.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Community Boards will be interested in this topic as destination playgrounds are unique and are places that people will travel from anywhere in the city to use.

Community Services Committee

24 April 2024

Ōtepoti Live Music Action Plan: Update Report

Department: Ara Toi

EXECUTIVE SUMMARY

1 The Ōtepoti Live Music Action Plan (Action Plan) was adopted by Council at the Community Services Committee in September 2023.

2 Next steps after the adoption of the Action Plan were to develop investment options and report back to Council in time for the 10 Year Plan. As the DCC is now in an annual plan 2024-25 process, staff will present the investment plan to Council as part of the 9 Year Plan 2025-34 process.

3 This report provides a brief update on the ongoing work of the Ōtepoti Live Music Action Plan.

4 A final version of the adopted Ōtepoti Live Music Action Plan and Implementation Plan are attached (Attachments A and B).

RECOMMENDATIONS

That the Committee:

a) Notes the Ōtepoti Live Music Action Plan update report.

b) Notes that investment options will be presented to the 9 Year Plan 2025-34.

BACKGROUND

5 In September 2023, the Community Services Committee moved to adopt the Ōtepoti Live Music Action Plan (Action Plan), as follows:

Moved (Cr Steve Walker/Cr Christine Garey):

“That the Committee:

a) Adopts the Ōtepoti Live Music Action Plan 2023

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

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

d) Notes that next steps include:

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

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

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

Division

The Committee voted by division:

For: Crs Bill Acklin, David Benson-Pope, Christine Garey, Kevin Gilbert, Carmen Houlahan, Marie Laufiso, Cherry Lucas, Mandy Mayhem, Jim O'Malley, Steve Walker, Brent Weatherall, Andrew Whiley and Mayor Jules Radich (13).

Against: Cr Lee Vandervis (1).

Abstained: Nil

The division was declared CARRIED by 13 votes to 1.

Motion carried (CSC/2023/015)

6 The Action Plan provides a framework through which Dunedin City Council (DCC) can support sustainable creative practices and the development of artists, audiences, the live music eco-system, and live music infrastructure.

7 The 36 actions presented in the Action Plan were developed in collaboration with the local Dunedin music communities and responds to needs identified by these diverse groups.

8 This report notes that further decisions on the establishment of a governance group for the Action Plan will be considered following Council’s recommended governance approach for strategies and plans.

DISCUSSION

9 The adoption of the Action Plan provides Council with a plan to support all forms of live music across the city. Implementation of the actions in the plan underscores Council’s commitment to Ōtepoti’s live music communities, to the vision of the Ara Toi Strategy, and to the wellbeing of city residents.

Ōtepoti Live Music Action Plan Investment –Breakdown by Action

10 There are 36 action points in the Ōtepoti Live Music Action Plan. Working across Council teams and with music communities to realise these actions is a priority for staff.

11 Existing budget provisions cover 22 of the Action Plan points. Many of the actions have been identified as business as usual, are already underway, or can be integrated into future workstreams.

12 Three actions will require some additional investment for implementation in year one of the 9-Year Plan. These are:

Action 2	Establish and fund music mentorships to support sustainable career opportunities – particularly for youth, Māori, and Pāsifika musicians.
Action 5	Facilitate connections between local musicians, recording studios, sound technicians, and digital producers in Ōtepoti Dunedin.
Action 6	Support the development of professional and technical production skills for local, early career musicians, particularly for youth, Māori, and Pāsifika artists.

13 Eleven actions will, or are likely to, require future investment, the level of which will be determined after scoping by staff and consideration by Council. These are:

Action 3	Prioritise the support of community music organisations that regularly provide development opportunities – particularly for youth, Māori, and Pāsifika musicians.
Action 11	Review DCC events processes for ‘ease of community use’ lens, and to find opportunities to streamline the process for events held in public spaces.
Action 12	Consider the removal of concession licenses for a broad range of activities on green field spaces to encourage increased use.
Action 13	Create a pilot project to encourage street performance on George St, utilising ‘entertainment boxes.’
Action 18	Increase the number of free or low-cost, family-friendly, alcohol- free music experiences. E.g.: Polyfest, Moana nui, Carols in the Octagon
Action 23	Establish a targeted ‘Live Music Venue’ funding pool that can be accessed by venues to help them create a fit-for-purpose and safe live music space.
Action 26	Investigate and consider options for a mid-sized music venue that can be accessible to a diverse range (including national and local) of artists, promoters, touring and ticketing companies. Options to be included for consideration in the 10 Year Plan.
Action 28	Investigate if any DCC-owned properties could operate as dedicated rehearsal and/or teaching spaces.
Action 31	Consider the creation of one or more city ‘entertainment precincts.’
Action 33	Explore options for streamlining processes and reducing fees as incentives to encourage the use of DCC-owned/DVML-managed by local and national promoters.
Action 35	DCC to provide operational resource, including new staffing, to coordinate and deliver the Live Music Action Plan across the DCC.

Establishing a Music Advisory Group

14 Action 36 identifies that ‘The DCC The DCC will establish a Music Advisory Group and develop its Terms of Reference’.

15 An advisory group would provide governance oversight for the implementation of the Action Plan. It would receive update reporting on how the Action Plan is progressing against its annual workplan and would provide music-specific sector experience and knowledge to staff.

16 Further decisions on the establishment of a governance group for Action Plan will be considered following a future Council decision recommending a preferred governance approach for strategies and plans.

Ongoing work

17 As mentioned, work on finalising an investment plan has progressed, however this is now scheduled to be presented to Council later in 2024.

18 Staff have continued to operate the existing Ōtepoti Live Music Action Plan working group and meetings have continued to update and address actions that have been identified as business as usual or within existing budgets.

19 Some of this work includes:

· Music Pathways, a workshop featuring speakers from NZ On Air, the NZ Music Commission, and the Music Managers’ Forum, and which will run on 16 May 2024. This is designed to identify career pathways and provide practical advice for early and mid-career musicians.

· Staff continue to provide advice and support for a range of music makers, including Pāsifika performance groups, the Dunedin Symphony Orchestra, solo artists, venues, and music event organisers.

· Providing internal feedback on relevant plans and policies to ensure that the goals of the Action Plan are considered in updated documents.

· Working with the Regulatory team to develop a consultation and engagement plan regarding the conditions for Street Performance.

· Regular promotion of music events and musicians through Creative Partnerships social media.

· Finalised the extended version of the GIGS 101 information booklet to be made available online as part of Creative Partnerships – Artists’ Advice Ōtepoti.

· Research into successful music mentoring programmes around the country and the requirements of the diverse music communities in Ōtepoti; this will inform the mentoring opportunities supported through the Action Plan in 2024/25.

OPTIONS NEXT STEPS

20 Staff will continue to develop a workplan for business-as-usual activities as part of the Ōtepoti Live Music Action Plan and continue to work with teams across Council to implement the actions so they can also be integrated into business-as-usual workstreams across the organisation.

21 Staff will also continue to engage with the Ōtepoti Music community and ensure that the Ōtepoti Live Music Action Plan working group continues to meet.

Signatories

Author:	Lisa Wilkie - Kaiarahi - Team Leader Creative Partnerships
Authoriser:	Jeanette Wikaira - General Manager Arts, Culture and Recreation

Attachments

	Title	Page
⇩a	Otepoti Live Music Action Plan FINAL	60
⇩b	Otepoti Live Music Action Plan - Implementation Plan 2023-2026 FINAL	79

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, 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 Ara Toi Arts and Culture strategy was designed to support all creative sectors in Dunedin and develop an environment which acknowledges the intrinsic value of arts, culture, and creativity. The Action Plan sits under the umbrella of the Ara Toi strategy.

Māori Impact Statement

Investment in the Action Plan recognises the social, cultural, and spiritual importance of music creation, performance, and reception within te ao Māori. The live music aspirations of mana whenua and Māori will be expressed through representation on the music advisory board and specific actions have been designed to address issues of inequitable access to resources for Māori music practitioners.

Sustainability

The Ōtepoti Live Music Action Plan provides support across the music ecosystem in order to foster meaningful development that can sustain music careers, industries, and creative practices.

Initial investment is targeted at practitioners and audiences; medium- and long-term investment will be focussed on the infrastructure needed to support thriving and sustainable live music in Ōtepoti Dunedin.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications.

Financial considerations

Additional investment will be indicated as part of the 9 Year Plan 2025-34.

Significance

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

Engagement – external

There has been significant engagement with a diverse range of music communities in the city over the three years of the Action Plan development.

Engagement - internal

Teams from across Council have been involved in the development of the Action Plan; these include Building Services, Compliance Solutions, Events, Property, Corporate Policy, City Development, Enterprise Dunedin.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The Live Music Action Plan will be of interest to all Community Boards as the Ōtepoti Live Music Action Plan supports all forms of live music across the city.

	Title	Page
A ⇩	Minutes of Community Services Committee meeting held on 12 September 2023	16

Author:	Lauren Riddle - Governance Support Officer
Authoriser:	Jeanette Wikaira - General Manager Arts, Culture and Recreation