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: Wednesday 16 October 2024

Time: 10:00am

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

16 October 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 Tuesday 20 August 2024, commencing at 10:00am

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 Marie Laufiso	Cr Cherry Lucas
	Cr Mandy Mayhem	Cr Jim O'Malley
	Mayor Jules Radich	Cr Lee Vandervis
	Cr Brent Weatherall	Cr Andrew Whiley

IN ATTENDANCE

Nicola Morand (Manahautū - General Manager Policy and Partnerships), Jeanette Wikaira (General Manager Arts, Cultural and Recreation), Scott MacLean (General Manager Climate and City Growth), Florence Reynolds (Manager, Zero Carbon), Rory McLean (Senior Policy Analyst, Zero Carbon), Dr Anna Johnson (City Development Manager), Emma Christmas (Team Leader Planning), Mark Mawdsley (Team Leader City Planning Advisory Services), Health Ellis (Group Manager, Parks and Recreation), Katie Eglesfield (Parks and Recreation Planner) and Clare Sullivan (Manager Governance)

Governance Support Officer Rebecca Murray

1 karakia timatanga

Cr Sophie Barker opened the meeting with a Karakia Timatanga.

2 Public Forum

There was no Public Forum.

3 Apologies

An apology was received by Cr Steve Walker.

Moved (Cr Sophie Barker/Cr Kevin Gilbert):

That the Committee:

Accepts the apology from Cr Steve Walker.

Motion carried (SPECC/2024/030)

4 Confirmation of agenda

Moved (Cr Sophie Barker/Cr Kevin Gilbert):

That the Committee:

Confirms the agenda without addition or alteration.

Motion carried (SPECC/2024/031)

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 (SPECC/2024/032)

Cr Lee Vandervis entered the meeting at 10.03 am.

6 Confirmation of Minutes

6.1 Strategy, Planning & Engagement Committee meeting - 19 June 2024

Moved (Cr Sophie Barker/Cr Kevin Gilbert):

That the Committee:

Confirms the public part of the minutes of the Strategy, Planning & Engagement Committee meeting held on 19 June 2024 as a correct record.

Motion carried (SPECC/2024/033)

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 which showed areas of activity, progress and expected timeframes for decision making across a range of areas of work.

The Manahautū - General Manager Policy and Partnerships (Nicola Morand) spoke to the report and responded to questions.

Cr Carmen Houlahan entered the meeting at 10.04 am.

Moved (Cr Sophie Barker/Cr Kevin Gilbert):

That the Committee:

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

Motion carried (SPECC/2024/034)

8 DCC Submission on New Zealand’s second emissions reduction plan
	A report from Sustainability Group sought approval of a draft Dunedin City Council (DCC) submission to the Ministry for the Environment (MfE) on New Zealand’s draft second emissions reduction plan discussion document (the ERP2). The General Manager Climate and City Growth (Scott MacLean), the Manager Zero Carbon (Florence Reynolds) and the Senior Policy Analyst (Zero Carbon) (Rory McLean) spoke to the report and responded to questions.
	Moved (Cr Sophie Barker/Cr Kevin Gilbert): That the Committee: Adjourns the meeting for 5 minutes. Motion carried
	The meeting adjourned at 10.10 am and reconvened at 10.17 am.
	Moved (Cr Christine Garey/Cr David Benson-Pope): That the Committee: Amends paragraph 24 by adding the following sentence: - The Council considers that any changes to speed limits should be evidence-based. Division The Committee voted by division For: Crs David Benson-Pope, Christine Garey, Kevin Gilbert, Carmen Houlahan, Marie Laufiso, Cherry Lucas, Mandy Mayhem, Jim O'Malley, Brent Weatherall, Sophie Barker and Mayor Jules Radich (11). Against: Crs Bill Acklin, Lee Vandervis and Andrew Whiley (3). Abstained: Nil The division was declared CARRIED by 11 votes to 3 Motion carried (SPECC/2024/035)

	Moved (Cr Sophie Barker/Cr Mandy Mayhem): That the Committee: a) Approves the draft DCC submission, with any amendments, on New Zealand’s second emissions reduction plan discussion document. b) Authorises the Chief Executive to make any minor editorial changes to the submission if required. Motion carried (SPECC/2024/036)

9 Initiation of Multi-unit Development and Heritage Plan Change to the 2GP

A report from City Development sought approval to initiate a change to the Second Generation District Plan (2GP). It noted that the change (Plan Change 2) would include amendments to the heritage provisions in the 2GP and the provisions that manage the design of residential multi-unit developments.

The General Manager 3 Waters and Transition (Dave Ward), City Development Manager (Dr Anna Johnson) and the Team Leader Planning (Emma Christmas) and Team Leader City Planning Advisory Services (Mark Mawdsley) spoke to the report and responded to questions.

Moved (Cr Kevin Gilbert/Cr Mandy Mayhem):

That the Committee:

a) Approves the initiation of Plan Change 2, which will propose changes to the heritage and multi-unit development design provisions of the District Plan (2GP).

Motion carried (SPECC/2024/037) with Crs Lee Vandervis and Carmen Houlahan recording their vote against.

10 Notice of Intent- Town Belt Reserve Management Plan Draft

A report from Parks sought approval to commence the public consultation process required by section 41(6) of the Reserves Act 1977, and approval of the Statement of Proposal to replace the original plan with the proposed Draft Dunedin Town Belt Recreation Reserve Management Plan (the Draft Plan).

The General Manager Arts Culture and Recreation (Jeanette Wikaira), the Group Manager, Parks and Recreation (Heath Ellis) and the Parks and Recreation Planner (Katie Eglesfield) spoke to the report and responded to questions.

Cr Carmen Houlahan left the meeting at 11.18 am and returned to the meeting at 11.20 am.

Moved (Cr Sophie Barker/Cr Kevin Gilbert):

That the Committee:

a) Approves the Statement of Proposal, Draft Dunedin Town Belt Reserve Management Plan and Public Submission Form and the commencement of the public consultation process required by section 41(6) of the Reserves Act 1977.

b) Notes that the Hearings Committee will hear submissions and, following the hearing of submissions, will make a recommendation to the Strategy, Planning and Engagement Committee under a covering report from staff. If there are no requests to be heard, then staff will report back directly to the Strategy, Planning and Engagement Committee on the outcome of the public consultation.

c) Notes that the Chairperson of the Hearings Committee may appoint members if required.

Motion carried (SPECC/2024/038) with Cr Lee Vandervis recording his vote against.

11 Notice of Intent - Otago Harbour Reserves Management Plan Draft

A report from Parks sought approval to commence the public notification process required by 41(6) of the Reserves Act 1977, and approval of the Statement of Proposal to replace the original plan with proposed Draft Otago Harbour Reserves Management Plan (the Draft Plan).

Moved (Cr Christine Garey/Cr Marie Laufiso):

That the Committee:

a) Approves the Statement of Proposal, Draft Otago Harbour Reserves Management Plan and Public Submission Form and the commencement of the public consultation process required by section 41(6) of the Reserves Act 1977.

c) Notes that the Chairperson of the Hearings Committee may appoint members if required.

Motion carried (SPECC/2024/039)

12 Items for Consideration by the Chair

Items for consideration by the Chair:

Crs Jim O’Malley and David Benson-Pope requested the following:

Investigate the issue of and come up with a resolution to the breaching of the hard surfaces rule.

13 Karakia Whakamutunga
	Cr Sophie Barker closed the meeting with a Karakia Whakamutunga.

The meeting concluded at 12.21 pm.

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

CHAIRPERSON

Strategy, Planning & Engagement Committee

16 October 2024

Strategy, Planning and Engagement Committee Activity Report

Department: Corporate Policy

EXECUTIVE SUMMARY

1 This report provides an update on progress towards projects, plans and strategies that sit within the forward work programme of the Strategy, Planning and Engagement Committee for the period 1 June to 31 August 2024.

2 As this is an administrative report only, there are no options or Summary of Considerations.

RECOMMENDATIONS

That the Committee:

a) Notes the updates of activities.

3 This activity report provides updates on the following strategy, planning and engagement work areas for the period June to August 2024.

· City Portrait

· Citywide Climate Adaptation Plan

· Reserves Management Plans

· SDG Sustainability Framework

· Second Generation District Plan (2GP)

· Future Development Strategy (Implementation Plan)

· Heritage Action Plan

· South Dunedin Futures

· Strategic Refresh

· St Kilda/St Clair Coastal Plan

· Te Taki Haruru

· Zero Carbon

City Portrait

4 City Portrait is paused in favour of an alternative SDG sustainability framework.

Citywide Climate Adaptation Plan

5 Staff have developed a proposed approach to establishing a citywide adaptation framework and plan for Dunedin. The proposed framework includes four key stages: (i) natural hazard assessment; (ii) risk assessment; (iii) adaptation planning; and (iv) adaptation action. The key elements of each stage are then summarised to form a citywide adaptation plan, which would capture important information relating to the current and future environment, the risks presented to Dunedin, adaptation planning processes associated with those risks, and actions being taken in response.

6 The proposed framework seeks to utilise existing council systems and processes, complementing these with some additional adaptation-focussed activities where required, timed to feed into council planning and budgeting cycles. Initial design work suggests the proposed citywide adaptation framework and plan could be delivered largely from within existing resources, with some supplementary resources required on a cyclical basis (e.g. risk assessment every six years). Further details will be discussed with Councillors at upcoming workshops (once these have been rescheduled).

Reserves Management Plans

7 Logan Park MP. Draft Management Plan written. Originally to go out for second stage of engagement 13 May to 15 July 2024 but currently on hold.

8 General Policies. First stage of engagement completed. Draft Reserves Management Plan being written. Report to Council in October meeting requesting permission to enter stage 2 of engagement.

9 Mosgiel Memorial Gardens RMP. First stage of engagement completed. Draft Reserve Management Plan being written. Report to SPEC October meeting requesting permission to enter stage 2 of engagement.

10 Botanic Garden Plan. Workshop completed with Councillors. Adjustments to Plan based on workshop recommendations, currently liaising with mana whenua. Date to be confirmed.

SDG Sustainability Framework

11 Early exploration and research on SDG frameworks is underway. An update report will be provided to Council in December.

Second Generation District Plan (2GP)

Appeals/ Making 2GP Operative Plan

12 Councillor O’Malley has delegated authority to agree to any mediated resolutions on behalf of the Council. 98% of the 2GP appeal points, and 13 of the 16 appeals made on Variation 2, have been resolved or withdrawn. There are six remaining appeals in total. Of these: reconvened mediation for one will take place on 31 October; an Environment Court hearing for one will take place on 11 December; parties are currently finalising an agreed resolution for one appeal; and for the remaining three appeals, DCC is in post-mediation discussions with parties to try to reach an agreed resolution. 

13 Council made the decision to make the District Plan (2GP) partially operative on 18 August.

Minor improvements Plan Change (Plan Change 1)

14 Plan Change 1 – Minor improvements to the 2GP has been approved for notification on 20 November 2024. The submission period will run from 20 November until 18 December 2024. A submission summary will be published in early to mid-2025. Following the release of the submission summary, submitters may make “further submissions” to support or oppose the submissions made during the initial submission period. Hearings will be held for any submitters who wish to speak to their submissions or further submissions in 2025. Decisions on submissions will be made by a Hearing Panel.

Heritage and Multi-unit Development Plan Change (Plan Change 2)

15 Plan Change 2 - Heritage and Multi-unit Development was initiated by SPEC on 20 August 2024 and Councillors were engaged as part of the initial issues and options phase through a workshop on 2 September 2024. Staff are now working on preferred options and a further workshop is likely to occur as part of this process.

16 Key stakeholders and mana whenua are being engaged as part of the plan change, including through a heritage stakeholder group. A stakeholder group for the multi-unit component will begin later in the programme.

17 Staff will seek approval from Council or SPEC to formally notify the change to start the submission and hearing process. Timing to be confirmed, but likely to be in mid to late 2025.

Future work programme

18 The next plan change topics in the work programme are business land and native reserves. These plan changes are required under the NPS-UD (to address the shortfall in industrial land) and an appeal resolution agreement respectively. Initial plan review on one or both of these will start in 2025.

Future Development Strategy (Implementation Plan)

19 A report on FDS Implementation and implications for the 9 year plan will be presented to Council on 26 November 2024. The final FDS implementation plan, which is being jointly developed with the Otago Regional Council, will be provided to Council or SPEC after decisions are made on the 9 year plan.

Heritage Action Plan

20 The Heritage Action Plan was adopted by Council, with recommended changes, on 12 December 2023 and an update report on the Heritage Action Plan and associated implementation plan was presented to SPEC in June.

21 A report with options for 9 year plan funding to implement the Heritage Action Plan and a report on the terms of reference for the Heritage Action Plan Advisory Group (HAPAG) will be presented to Council on 26 November ahead of the 9 year plan.

22 It is proposed to prepare the Implementation Plan after funding decisions are made through the LTP given the level of uncertainty around budgets and interim decisions to remove some heritage budgets.

South Dunedin Futures

23 A full update report on South Dunedin Future was provided to Council on 24 September. Staff are currently assessing the potential impacts on the programme of the 3-4 October weather event and further advice will be provided in due course.

Strategic Refresh

24 An update report is included on the agenda.

St Kilda/St Clair Coastal Plan

25 Due to staff shortages, no update available this month but work is ongoing, a verbal update can be provided as required.

Te Taki Haruru

26 A separate report is included in the agenda.

Zero Carbon

Reducing Dunedin City’s emissions

27 The Zero Carbon Plan Advisory Panel has been established and the first meeting held.

28 The 2024/25 Zero Carbon Implementation Plan has been considered by Council, the Zero Carbon Plan Advisory Panel, and is subsequently being refined.

29 Zero Carbon Alliance key representatives have continued to meet and advance their collaborative work programme.

30 Technical and policy work on sequestration options is underway, alongside the Otago Regional Council and other Otago territorial authorities.

31 Submissions on the Government’s second Emissions Reduction Plan and Draft Minerals Strategy were prepared.

32 Work on Phase 1 pilot follow-up and review and Phase 2 planning for the SME support programme has continued. Further information will be provided to Council in October.

Reducing DCC’s emissions

33 DCC’s emissions are monitored and regularly reported. Audit for the 2023/24 year is currently underway.

34 An updated emissions reduction plan for the period 2023/24 - 2030/31 was developed, adopted by ELT, and presented to Council for noting. This is closely related to the Zero Carbon Plan, with over 85% of actions in the EMRP also listed in the indicative Zero Carbon implementation actions.

Implementing the Zero Carbon Policy – embedding emissions reduction into DCC business- as-usual

35 Audit New Zealand has had a focus on climate change for 2023/24 Annual Reports. The Zero Carbon team has supported Finance in meeting Audit New Zealand’s expectations.

36 Work is underway to enable the Office of the Auditor General’s expectations about climate change in Long Term Plans to be delivered through the 9 Year Plan. More information will be provided to Council as part of the Climate Change Significant Forecasting Assumptions report.

37 Testing of Zero Carbon aspects of the Sustainable Project Management Framework is underway.

38 Zero Carbon support of other lead teams with key projects and policy reviews continues e.g., Waste Futures, 3 Waters strategic planning, Parks and Recreation policy reviews. Zero Carbon is also involved in project considering incentives across the DCC.

Signatories

Authoriser:

Nicola Morand - Manahautū (General Manager Policy and Partnerships)

Attachments

There are no attachments for this report.

Strategy, Planning & Engagement Committee

16 October 2024

Strategic Refresh Advisory Panel - Quarterly Update Report

Department: Corporate Policy

EXECUTIVE SUMMARY

1 This report is on the Strategy, Planning and Engagement Committee’s forward work programme, and provides an update since June 2024 (quarterly report).

2 This report informs Councillors of the activity undertaken by the Strategic Refresh Advisory Panel and outlines the next steps.

RECOMMENDATIONS

That the Committee:

a) Notes the Strategic Refresh Advisory Panel – Quarterly Update Report

BACKGROUND

3 On 13 February 2024 the Strategy, Planning and Engagement Committee (SPEC) approved to establish the 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).

Moved (Cr Sophie Barker / Cr Cherry Lucas):

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 Houlihan, Andrew Whiley, Marie Laufiso and Sophie Barker as members of the Panel.

Motion carried (SPEC/2024/001) with Cr Garey recording her vote against.

4 This report is the second quarterly report as detailed in SPEC’s forward work programme.

DISCUSSION

5 Since the last quarterly update, the Panel has met two times on, 12 June 2024 and 19 July 2024.

6 Key topics discussed included:

a) Shared reflections from the May 2024 meetings with members of advisory and partnership groups associated with each wellbeing strategy.

b) Confirmation that each strategy will have their own process for refreshing, but before they are submitted to Council in December 2024, the Panel will review them as a group to ensure there is strong alignment and consistency.

c) Alignment is integral for the community outcomes as these impact on long term plan and reporting. A memo detailing the alignment approach has been shared with the Panel.

d) Advisory groups for the wellbeing strategies will be refreshed, but the timing is yet to be determined. This will be led by Councillors.

e) Use of a methodology framework, presently referred to as ‘monitoring map’, to illustrate the flow of logic from the city’s vision, overarching commitments, strategic outcomes, through to activity groups, long term plans, annual plans and levels of service.

f) Separating implementation plans from the strategies to enable Council to be adaptive to community needs when measuring progress and reporting through annual and long term plans.

g) Public consultation on refreshed wellbeing strategies will occur alongside of 9 year plan (9YP) consultation.

7 Councillor workshops for each of the four wellbeing strategies are scheduled for October 2024.

8 On 26 September 2024, Council decided to cease development of the City Portrait to the community engagement stage and requested staff to develop alternative framework for consideration based on the United Nations Sustainable Development Goals.

Moved (Cr Kevin Gilbert / Cr Sophie Barker)

That the Council:

a) Decides to cease development of the City Portrait to the community engagement stage.

b) Requests staff to develop alternative frameworks for consideration, based on the United Nations Sustainable Development Goals

c) Notes that staff would provide an update report on progress by December 2024

9 For the Strategic Refresh work to be finalised by December 2024 as scheduled, there is a dependency on having a sustainability framework in place. This is crucial as the commitment of sustainability, together with the Treaty commitment, underpins the DCC’s strategic framework, guiding decision-making in a consistent manner.

10 Corporate Policy will provide an option report on the sustainability framework to Council in October 2024 so the Strategic Refresh can keep to the timeline.

11 Once the refreshed strategies are approved, and advisory groups are set; the next steps are to draft implementation plans in collaboration with partners and stakeholders to establish reporting measures that align with DCC’s levels of service.

OPTIONS

12 There are no options, as this report is for noting.

NEXT STEPS

13 Work to refine the draft strategies will continue following Council workshops on the 10^th and 22^nd of October 2024.

14 If the new Sustainability Framework has been agreed prior to December 2024, the refreshed wellbeing strategies will be presented to Council on 10 December 2024 for approval for public consultation as part of 9YP consultation.

15 If the new Sustainability Framework has not been agreed, direction will be sought from Council whether to delay public consultation until a later date.

Signatories

Author:	Nadia Wesley-Smith - Corporate Policy Manager - Acting
Authoriser:	Nicola Morand - Manahautū (General Manager Policy and Partnerships)

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

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

Fit with strategic framework

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

The refresh of the DCC’s four well-being strategies is a critical piece of work that is overseen by the Panel.

Māori Impact Statement

Alignment of the four well-being strategies with Te Taki Haruru is integral to this work.

Sustainability

Alignment of the four well-being strategies with Council’s commitment to sustainability is integral to this work.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Having updated and refreshed four well-being strategies will help with the DCC’s preparation for its 9-year plan and annual plan.

Financial considerations

There are no financial implications associated with this quarterly report.

Significance

There are no significant matters associated with this quarterly report

Engagement – external

Members of the former and current advisory and partnership groups associated with each of the four well-being strategies were met with.

Engagement - internal

Lead staff from Enterprise Dunedin, South Dunedin Futures, Ara Toi and Community Partnerships have worked alongside Policy in the last quarter to progress each strategy.

Risks: Legal / Health and Safety etc.

There are no known risks associated with this report, and no request for decisions on the matters outlined in this report.

Conflict of Interest

There are no conflicts of interest.

Community Boards

There are no implications for Community Boards associated with the matters outlined in this report.

Strategy, Planning & Engagement Committee

16 October 2024

Te Taki Haruru Implementation Plan

Department: Māori, Partnerships and Policy and Corporate Policy

EXECUTIVE SUMMARY

1 The purpose of this report is to seek approval by Council to implement Te Taki Haruru – the DCC’s Māori Strategic Framework.

2 The report provides:

· an overview of the three main programmes to be implemented and give effect to Te Taki Haruru.

· an outline of the proposed approach to governance and operations.

3 The implementation of Te Taki Haruru ensures the DCC meets its Treaty of Waitangi (the Treaty) obligations under the Local Government Act 2002 (LGA).

RECOMMENDATIONS

That the Committee:

a) Approves the implementation plan for Te Taki Haruru.

b) Notes the next steps.

BACKGROUND

4 Te Taki Haruru is the Māori Strategic Framework for the DCC. It was created through collaboration between Māori Partnerships and mana whenua in Ōtepoti Dunedin to ensure the DCC is meeting its obligations to the Treaty under the LGA.

5 Te Taki Haruru was presented to Te Pae Māori on 17 July 2023, where it approved the principles, values, statements of intent and directions that together make up Te Taki Haruru.

6 Following the approval from Te Pae Māori, Te Taki Haruru was presented within a report to Council on 25 September 2023. The Council resolved the following:

Moved (Mayor Jules Radich/Cr Mandy Mayhem):

That the Council

a) Adopts Te Taki Haruru- Māori Strategic Framework 2023.

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

c) Notes that the next steps include:

i) finalising the design and production of a public facing version of Te Taki Haruru- Māori Strategic Framework.

ii) finalising the implementation plan to that will sit alongside Te Taki Haruru.

Motion carried (CNL/2023/222)

DISCUSSION

7 Te Taki Haruru is proposed to be governed at a strategic level by Te Pae Māori.

8 Te Taki Haruru will be implemented through three key programmes that will be overseen on an operational level by the Manahautū, delegated staff, and a Project Steering Group (PSG) which is yet to be determined.

9 Te Taki Haruru will aid the DCC to meet its Treaty obligations through three operational programmes. These three programmes are:

a) Tū Kotahi – the Māori Cultural Capability Framework. This programme is designed for DCC staff to gain an understanding of the Treaty it applies in Ōtepoti Dunedin and local government context.

b) Tū Ake – the main Operational Framework for Te Taki Haruru. This programme works with DCC staff to create a positive shift in the day-to-day business by applying Te Taki Haruru to their work. It ensures that new and under-review strategies/policies/plans are underpinned by Te Taki Haruru with identifiable indicators of success.

c) Tū Hono – the Māori Engagement Framework. This is a supplementary programme supporting DCC staff in fulfilling their Treaty commitments beyond Tū Kotahi and Tū Ake by providing resources on the processes for engaging with mana whenua. These resources will give DCC staff the confidence to know when and how to engage with mana whenua directly.

10 Figure 1 summarises Te Taki Haruru governance and implementation plan.

Figure 1. Te Taki Haruru governance and implementation plan at a glance.

11 It is recommended that DCC staff complete learning through each of the programmes, providing a holistic approach to the understanding of te ao Māori, as it applies to their work and to the Council’s obligation to the Treaty.

12 Staff will then develop relevant indicators of success for their focus areas that will align with Te Taki Haruru, the four refreshed wellbeing strategies, and Levels of Service (LoS).

13 Examples of this process successfully occurring are projects such as the George Street upgrade, South Dunedin Library, and South Dunedin Futures (SDF). Te Taki Haruru and SDF report can be found in Attachment A.

14 It is suggested that by embedding Te Taki Haruru in the priorities of Council, the DCC will be able to better meet its treaty obligations at an operational and strategic level as well as through governance and decision-making mechanisms.

15 The proposed implementation of Te Taki Haruru is outlined in Attachment B and provides an overview of stakeholders and their roles, tasks, resources, and timelines.

OPTIONS

16 The following two options are provided for consideration.

Option One – Recommended Option – Approve the implementation plan for Te Taki Haruru

17 Under this option, Council approves to implement and embed Te Taki Haruru at an operational level.

Advantages

· Enables the DCC to better meet its treaty obligations under the LGA.

· Opportunity to further strengthen the relationship between the DCC and mana whenua.

· Provides a way for DCC staff to complete their work in a more holistic way that, not only benefits Māori, but all communities of Ōtepoti Dunedin.

Disadvantages

· Cost for hiring external consultant to provide support for the first DCC team to complete the Tū Ake programme.

Option Two – Do not approve the implementation plan for Te Taki Haruru

18 Under this option, Council does not approve for Te Taki Haruru to be implemented and embedded at an operational level.

Advantages

· No cost to Council for hiring external consultant.

Disadvantages

· Missed opportunity for the DCC to better meet its Treaty obligations.

· Missed opportunity to strengthen the relationship between the DCC and mana whenua.

· Missed opportunity to strengthen staff cultural capability to best benefit all communities in Ōtepoti Dunedin.

· Risk of not fulfilling the DCC commitments under the LGA.

NEXT STEPS

19 If Council approves the implementation plan for Te Taki Haruru staff will:

· establish the Project Steering Group (PSG).

· develop a detailed operational delivery plan for Tū Ake – the main Operational Programme for Te Taki Haruru and commence implementation, under the guidance of PSG.

· continue to deliver Tū Kotahi – the Māori Cultural Capability Framework and offer it across the different departments at the DCC.

· provide reporting and updates through Te Pae Māori and Council Committees as required.

20 The Terms of Reference (ToR) for Te Pae Māori will be reviewed to ensure alignment with Te Taki Haruru. A revised ToR will be provided to Te Pae Māori for consideration and approval.

21 If Council does not approve to operationalise Te Taki Haruru, staff will discontinue work to embed the Treaty at an operational level.

Signatories

Author:

Jesse Matheson - Kaitātari Māori | Policy Analyst Māori

Rula Talahma - Senior Policy Analyst

Authoriser:

Nicola Morand - Manahautū (General Manager Policy and Partnerships)

Attachments

	Title	Page
⇩a	Te Taki Haruru and SDF Report	54
⇩b	Proposed Te Taki Haruru Implementation Plan	113

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

The implementation of Te Taki Haruru and embedding it on an operational level provides an opportunity for the principles and values of mana whenua, found within Te Taki Haruru, to be actively woven throughout the workplan of all teams across the DCC. This decision enables democratic local decision making and action by, and on behalf of, communities. This decision promotes the social, economic, environmental, and cultural wellbeing 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 decision to implement Te Taki Haruru on an operational level directly relates to all areas of the DCC’s Strategic Framework and its eight strategies, as it relates to increasing the cultural capability of all staff so that the DCC, as a collective, meets its Treaty obligations.

Māori Impact Statement

A workshop was organised with mana whenua from both Te Rūnanga o Ōtākou and Kāti Huirapa Rūnaka ki Puketeraki, where members from both rūnaka supported this proposed implementation plan. Further support for this plan was given by members from Āraiteuru Marae at a workshop with Māori Partnerships.

Sustainability

This report and Implementation Plan is in line with the DCC’s overarching commitment to sustainability. The alignment with the sustainability commitment of the strategic framework will strengthen the relationship with mana whenua and mātāwaka by ensuring their needs and goals are considered in the work across all departments at the DCC. It also provides an opportunity for staff from different workstreams to explore and utilise mātauraka Māori (Māori knowledge) on sustainability in their work.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The implementation of and embedding Te Taki Haruru into new and under-review strategies/ policies/plans is expected to bring greater clarity to how the commitment to the Treaty is fulfilled across current and future corporate planning functions. The implementation of the adopted Te Taki Haruru – Māori Strategic Framework will offer an opportunity to inform the next Long-Term Plan (9 Year Plan).

Financial considerations

The financial investment in the delivery of this plan required to embed Te Taki Haruru into the everyday work at the DCC will be met within existing Annual Plan/ Long-term Plan budgets.

Significance

The decision to implement Te Taki Haruru is considered to be of low significance in terms of the Significance and Engagement Policy (minimum impact on the existing LoS, current and future generational needs, and low cost of implementation). The decision to adopt the Māori Strategic Framework was made in 2023, and the implementation will be consistent with other strategies and policies.

Engagement – external

Mana whenua and mātāwaka Māori have been engaged with throughout the development of the Te Taki Haruru implementation plan and have expressed their support for this plan.

Engagement - internal

Councillors have had the opportunity to attend a workshop regarding Tū Ake – the Operational Framework for Te Taki Haruru. The procurement team have been approached as the recommended pilot by mana whenua (supported by mātāwaka Māori) to first complete Tū Ake.

Risks: Legal / Health and Safety etc.

There are no known legal or Health and Safety risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The Implementation Plan is expected to offer clarity and positively change the way the DCC conducts its business-as-usual practices to meet its obligations to the Treaty. This change for the DCC may also have a ripple effect and carry over to support Community Boards in their work with local communities to ensure their work reflects the DCC’s commitment to the Treaty.

Strategy, Planning & Engagement Committee

16 October 2024

Residents' Opinion Survey Quarterly Update: July-September 2024

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 June-August 2024 quarter July-September 2024 quarter.

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 The level of overall dissatisfaction with ‘Roading related infrastructure’ significantly decreased from 40% to 27% - the lowest since the quarterly update in August 2023. Although the granular analysis is out of the scope of the quarterly reporting, it could be speculated that this change might be attributed to less road work disruptions as a result of the completion of the Retail Quarter Upgrade Project in May 2024.

RECOMMENDATIONS

That the Committee:

a) Notes the Residents’ Opinion Survey quarterly results for the period of July-September 2024.

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

8 The contract with GravitasOPG has been renewed for the 2024/25 financial year to allow seamless provision of ROS results in the current format while the review of LoS is being finalised as part of the 9YP.

9 The contract includes the following four quarterly results:

· October 2024 (for July-September 2024 quarter)

· January 2025 (for October-December 2024 quarter)

· April 2025 (for January-March 2025 quarter)

· July 2025 (for April-June 2025 quarter).

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 January-March 2024 quarter was 262, ranging from 88 to 258 across 15 questions. This is the smallest quarterly sample size in all of the quarterly updates. 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. The results have a margin of error of +/- 6.1%, larger than +/- 5.7% of the previous January-March quarter period due to the smaller sample size. 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 +/- 2.7% for annual results.

13 In this Quarterly results, statistically significant differences from the previous quarter are now denoted with a red arrow.

14 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

15 ‘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).

16 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 because 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.

Finding of ROS quarterly results: July-September 2024 quarter

17 There was a statistically significant decrease in overall dissatisfaction with ‘Roading related infrastructure’, which include those listed below.

· Availability of on-street metered parking in the central city

· Availability of parking in the central city

· Condition of footpaths

· Condition of roads

· Ease of pedestrian movement

· Flow of traffic – off-peak times

· Flow of traffic – peak times

· Street lighting throughout the city

· Suitability of the road network for cyclists.

18 Although the analysis and reporting of quarterly data are not set up to examine to which aspects of the roading related infrastructure this significant change is attributed, it could be speculated that this change might be attributed to less road work disruptions as a result of the completion of the Retail Quarter Upgrade Project in May 2024.

19 Monthly raw results (i.e., not statistically tested) showed general decreasing trends with the level of dissatisfaction from June to August 2024 with the following aspects:

· Flow of traffic – peak times (by 5 points)

· Condition of footpaths (by 5 points)

· Condition of roads (by 4 points).

20 There was a general indication of increasing trends for overall satisfaction with seven of the 10 DCC services / facilities areas (unchanged since the last quarter update) and of decreasing trends for three areas (up, from two).

21 As for overall satisfaction with the five aspects of the DCC and elected members, three showed an increasing trend, while one showed a decreasing trend with one unchanged.

OPTIONS

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

NEXT STEPS

23 Staff will work with GravitasOPG to provide the Committee with the next quarterly update report at its meeting in January 2025.

Signatories

Author:	Junichi Sugishita - Senior Policy Analyst
Authoriser:	Nicola Morand - Manahautū (General Manager Policy and Partnerships)

Attachments

	Title	Page
⇩a	Dunedin Residents' Opinion Survey Quarterly Results Table July-September 2024	125

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	✔	☐	☐
Future Development Strategy	✔	☐	☐
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 Ōtepoti 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

16 October 2024

Submission on the Otago Regional Council's Strategic Climate Action Plan

Department: Corporate Policy

EXECUTIVE SUMMARY

1 This report seeks approval of a draft Dunedin City Council (DCC) submission (Attachment A) to the Otago Regional Council (ORC) on its Strategic Climate Action Plan (the SCAP). The consultation document is attached as Attachment B.

2 The stated purpose of the SCAP is to set a long-term vision, with some 10-year climate action goals, and provide a plan of action for the ORC to collaborate with other organisations, businesses and communities from across Otago to best achieve these goals. The aim of the SCAP is to support the ORC’s role in promoting the social, cultural, economic, and environmental wellbeing of Otago communities, taking a sustainable development approach.

3 The SCAP includes some of the actions the ORC is already undertaking or planning, as well as new climate change actions.

4 This is the first version of the SCAP. The ORC intends to collate and analyse the feedback received during the consultation and make appropriate revisions. The final version of the SCAP will go to its Council for adoption before Christmas 2024, accompanied by a report summarising the feedback received and changes made accordingly.

5 The consultation closing date was 6 October 2024. The DCC received an extension to submit until 17 October 2024.

RECOMMENDATIONS

That the Committee:

a) Approves the draft Dunedin City Council submission to Otago Regional Council on its Strategic Climate Action Plan 2024-2034.

b) Approves the Chief Executive to make any minor editorial amendments to the submission.

c) Notes that the Mayor or delegate would speak to any hearings in regard to the submission.

BACKGROUND

6 This is the first plan specific to climate action developed by the ORC. It connects with a number of other ORC plans and strategies which relate to its climate- and environment-focused work, including transport, biodiversity and biosecurity, and the Land and Water Regional Plan.

7 The DCC has submitted to previous ORC consultations on climate and environmental-focused plans and policies. Most recently, in September 2024, it submitted on the ORC’s Air Quality Management Review.

DISCUSSION

8 The SCAP is organised under overarching two goals: Otago is a low-emissions region and Otago is climate-resilient in its ecosystems, communities, and businesses.

9 Beneath the overarching goals in the SCAP, further goals and related actions are organised as two components: climate mitigation (items in the SCAP beginning with a 1) and climate adaptation (items beginning with a 2).

10 The draft DCC submission focuses on:

· the ORC’s coordination and advocacy role as the regional council

· emissions reduction goals

· mana whenua

· working with communities

· biodiversity and biosecurity

· public transport

· civil defence and emergency management

· how progress of the SCAP will be tracked.

The DCC submission

11 The draft DCC submission was prepared by Corporate Policy with input from the Māori Partnerships, Zero Carbon, Transport, City Development and South Dunedin Future teams.

12 Overall, the DCC submits in support of the SCAP’s intentions, actions, and the ORC’s approach to achieving the goals of the SCAP.

13 The DCC submission encourages the ORC to be as specific as possible about its intended actions, to help partners and the community – including city and district councils – to plan complementary actions and avoid duplication.

14 The DCC notes that the SCAP:

· lacks clarity on anticipated delivery timeframes (across all actions)

· includes limited detail on intended delivery mechanisms (for many actions)

· is unclear about the emissions sources that will be targeted (for a smaller number of actions).

15 The DCC supports actions to ensure that climate change (mitigation and adaptation) is a regular item on the Mayoral Forum for councils to provide updates on their climate work.

16 The DCC would like information about the role of the Treaty of Waitangi in the SCAP, as this is not included in the consultation information.

17 The DCC notes with interest a new action to assess the implications of the Māori Climate Platform (a partnership between tangata whenua and the Ministry for the Environment), if published and incorporated into ORC’s work programmes.

18 While broadly supporting the spirit of the four mitigation goals, the DCC submits that the 10-year delivery timeframe should be reconsidered and urges the ORC to pursue emissions reduction as fast as possible.

19 The DCC supports the focus on community level action in the SCAP, but notes in its submission that there is a need for this goal to be more specific about the type of emissions reducing action that the ORC intends to prioritise.

20 The DCC submission commends the ORC’s want and need to partner with mana whenua, which is clearly demonstrated in the SCAP, and that mana whenua provided feedback to the ORC regarding climate change which has been used in the development of the SCAP.

21 The DCC supports new actions focused on education, including: exploring opportunities to fund interns from University of Otago and Te Pūkenga – Otago Polytechnic to participate in ORC climate work; and expanding the Enviroschools programme, which the DCC currently coordinates across 35 schools in Ōtepoti Dunedin, to include a specific focus on climate change.

22 The DCC submission notes that there is a need for a proactive regional strategy that promotes improved biodiversity, resilience, and amenity/recreation value wherever possible. The DCC encourages the ORC to consider its role as a regulator and partner/funder in support of these outcomes.

23 Overall, the DCC supports the public transport goal and actions included in the SCAP. The DCC sees the provision of effective public transport services as critical to enabling greater transport choices for Ōtepoti Dunedin residents, reducing transport emissions, and meeting the DCC’s Zero Carbon Plan 2030 target for 18% of all trips within Ōtepoti Dunedin to be by public transport by 2030.

24 The DCC encourages the inclusion of specific actions setting out how the ORC will improve the frequency and geographic reach of public transport services, to make these services a convenient and attractive option for larger numbers of residents and visitors.

25 The DCC encourages the ORC to also include an action in the SCAP to explore the feasibility of intraregional public transport options, between inland and coastal Otago.

26 The DCC’s submission notes that its Civil Defence Emergency Management activity contributes to its commitment to being a sustainable and resilient city, and that this involves working closely with the ORC.

27 In regard to tracking progress of the SCAP, the Key Performance Indicators (KPIs) in the ORC’s Long-Term Plan (LTP) do not appear to be strong drivers of climate change action. The DCC submits that when tracking progress on the SCAP, the KPIs cannot be relied upon to reflect real climate action progress.

28 The DCC submits that reference to outcomes in level two of the reporting framework of the SCAP needs to be clarified as to whether these are outcomes from the LTP or some other outcomes of this SCAP which need to be specified.

29 The DCC submission suggests adding specific targets to the indicators so progress can be assessed. The submission notes that many of the indicators are vague and progress will not be able to be usefully monitored as they stand.

OPTIONS

Option One – Recommended Option – Approve the draft submission

30 Under this option, Council approves the draft DCC submission to the ORC on its Strategic Climate Action Plan 2024-2034, with any agreed amendments.

Advantages

· Opportunity for active engagement in the development of the ORC’s Strategic Climate Action Plan 2024-2034

· Opportunity to participate in climate action initiatives that benefit ecosystems, communities, and businesses in Ōtepoti Dunedin and the wider Otago region

· Opportunity to promote and integrate the DCC’s climate mitigation and adaptation initiatives as part of the climate action planning in the wider Otago region

· Opportunity to support and promote the role mana whenua play in climate action initiatives in Ōtepoti Dunedin.

Disadvantages

· There are no identified disadvantages for this option.

Option Two – Do not approve the draft submission

31 Under this option, the DCC will not submit to the ORC on its Strategic Climate Action Plan 2024-2034.

Advantages

· There are no identified advantages for this option.

Disadvantages.

· Missed opportunity for active engagement in the development of the ORC’s Strategic Climate Action Plan 2024-2034

· Missed opportunity to participate in climate action initiatives that benefit ecosystems, communities, and businesses in Ōtepoti Dunedin and the wider Otago region

· Missed opportunity to promote and integrate the DCC’s climate mitigation and adaptation initiatives as part of the climate action planning in the wider Otago region

· Missed opportunity to support and promote the role mana whenua plays in climate action initiatives in Ōtepoti Dunedin.

NEXT STEPS

32 If Council approves the draft submission, it will be sent to the ORC for consideration by 17 October 2024.

Signatories

Author:

Danielle Tolson - Policy Analyst

Authoriser:

Junichi Sugishita - Senior Policy Analyst

Jinty MacTavish - Principal Policy Advisor Sustainability

Scott MacLean - General Manager, Climate and City Growth

Attachments

	Title	Page
⇩a	Draft Dunedin City Council submission on the Otago Regional Council's Strategic Climate Action Plan 2024 - 2034	134
⇩b	Otago Regional Council Strategic Climate Action Plan 2024-2034 consultation document	141

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

Fit with strategic framework

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

This topic is intrinsically linked to the DCC’s Zero Carbon Plan 2030 and the South Dunedin Future programme, which the DCC undertakes in partnership with the ORC.

Māori Impact Statement

Te Taki Haruru, the DCC’s Māori Strategic Framework, includes principles of Autaketake, Auora, and Autūroa, which are concerned with looking after the environment and our natural resources.

The SCAP clearly demonstrates the ORC’s want and need to partner with mana whenua, and

mana whenua provided feedback to the ORC regarding climate change which has been used in the development of the SCAP. The DCC submission notes that this is mana and mātauraka enhancing.

In its submission, the DCC notes the risk of sea-level rises as this is of particular concern to Puketeraki and Ōtākou marae in not only the areas themselves, but also accessing these areas. Sea-level rising is likely to have a dramatic effect on mahika kai practices, access to marae and papakāika, restricting movement of those within the marae/papakāika areas, and limiting tourism opportunities in and around these areas too, for example the Albatross Colony.

The DCC notes with interest a new action to assess the implications of the Māori Climate Platform, if published, and incorporated into ORC’s work programmes.

Regarding Civil Defence and Emergency Management, the DCC submission notes that marae/rūnaka play a key role in the event of an emergency, such as acting as emergency shelters if/when needed.

Sustainability

There are potential implications for sustainability in regard to how the final version of this Plan is implemented. Actions undertaken by the ORC will also potentially impact on work undertaken by the DCC through its policies, plans, and work programmes, and its planned adoption of Sustainable Development Goals.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

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

Financial considerations

There are no financial implications.

Significance

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

Engagement – external

There has been no external engagement.

Engagement - internal

This submission has been prepared with input from the Māori Partnerships, Zero Carbon, Transport, City Development, South Dunedin Future, and Corporate Policy teams.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There is no known conflict of interest.

Community Boards

There are implications for Community Boards as actions in the SCAP occur in Community Board areas.

Strategy, Planning & Engagement Committee

16 October 2024

Growth and economic significant forecasting assumptions - 9 year plan 2025-34

Department: City Development and Enterprise Dunedin

EXECUTIVE SUMMARY

1 The purpose of this report is to seek Council approval of the significant forecasting assumptions (SFAs) supporting information that has been developed for the 9-year plan 2025-34 (the 9-year plan).

2 The SFAs have been developed by City Development and Enterprise Dunedin.

RECOMMENDATIONS

That the Committee:

a) Approves, for the purposes of developing the 9-year plan 2025-34, and consulting with the community the significant forecasting assumptions in Attachment A.

BACKGROUND

3 The Local Government Act 2002 (LGA) requires all local authorities to develop a Long Term Plan. Schedule 10 of the LGA specifies the minimum information and content in the Long Term Plan; this includes SFAs. The Council adopted the SFAs for the 10-year plan on 25 September 2023. The SFAs have since been updated to reflect more recent information.

DISCUSSION

Growth Projections

4 The DCC growth projections are used for a range of forward planning activities including infrastructure planning, spatial planning, the Development Contributions Policy and the City Profile.

5 Statistics New Zealand (SNZ) produces population projections every two years. The projections are derived from analysing historical, current and likely future trends in births, deaths and migration. The projections are not predictions, but indications of likely future change based on specific assumptions. Given the inherent uncertainty about the future, SNZ provide three growth scenarios: low, medium and high based on different assumptions.

6 SNZ released the latest projections for population growth and demographic changes for all local authorities in December 2022. The projections for Dunedin are shown in table 1 below.

7 Growth scenario	Year ending 30 June
7 Growth scenario	2018	2023	2028	2033	2038	2043	2048
Low	131,200	128,000	127,000	125,400	123,100	120,400	117,200
Medium	131,200	131,100	133,300	135,000	136,200	137,000	137,600
High	131,200	134,200	139,600	144,700	149,500	154,100	158,500

Table 1: Subnational population projections 2018(base) – 2048 update released 12 December 2022 (Source: Statistics New Zealand)

7 Since the 2022 SNZ projections were issued, the following new information has been released:

a) In October 2023, SNZ released the 2023 provisional population estimate for Dunedin of 134,600. This provisional result, if confirmed, would place Dunedin just above the high growth projection rate for the year ending June 2023.

b) The publishing of Census data will help determine the accuracy of the population estimate for 2023. While initial results have been released, it is not until the post enumeration survey has been released that we can directly compare population estimates with census data. The post enumeration survey will be released as a summary in December 2024 with a full release of Census data including population estimates in 2025. However, as a guide, Infometrics (an economic consultancy firm) has determined that sub-national population estimates across the country have been “typically less than plus or minus 1% at the territorial authority level” once Census data is considered. For Dunedin, this could mean that the final population estimate could fall in between the medium and high population growth rate or above the high population growth rate (as shown in table 1).

c) Predicting population growth has become increasingly challenging due to New Zealand’s changing levels of migration over the past decade. Overall, New Zealand has been experiencing high net migration over the past two years, which followed records lows during border closures due to Covid-19. For the year to June 2023, New Zealand had provisional net migration of 108,582. This dropped in the year to June 2024 to 71,710. While this is lower than peak migration in 2023, migration in 2024 is still higher than the average net migration of 56,532 between 2014 and 2020. As international migration was a major source of population growth in Dunedin’s 2023 provisional population estimate and the level of international migration has been unpredictable over the last five years (as shown in graph 1), this will create a high degree of uncertainty with any population projections used for the 9-year plan.

Graph 1: International Migration in New Zealand 2014-2024 (Source: SNZ)

8 Last year, the Council adopted a composite high-medium growth scenario for the 10-year plan in response to very high net migration levels in 2023. Given the changes since the 2022 SNZ projections were issued (as outlined in paragraph 7), and the risks of underestimating growth in Dunedin, this high-medium growth scenario is again recommended to be used. This presumes that Dunedin’s growth rate follows the high growth rate over the first ten years (2024-34) and the medium growth rate over the following twenty years (2034-54).

9 Graph 2 shows the high-medium growth scenario (blue line) compared to the SNZ population projections in table 1.

Graph 2: Dunedin population estimates and projections (Source: Statistics New Zealand and DCC)

10 The risks of overestimating growth include inefficient use of funds by providing new or upgraded infrastructure to areas that are under-developed over the short term and an associated under-recovery of costs. Growth costs are generally divided by the expected number of new homes to calculate development contribution fees. This means an over-estimate of growth will result in actual revenue received through development contributions being less than projected revenue.

11 The risks of underestimating growth include inadequate provision of Council services and a potential follow-on impact on the attractiveness of Dunedin to new residents and visitors.

Economic Projections

12 Economic projections have been informed by Infometrics and recently released datasets. While the Dunedin economy has continued to show resilience in the post Covid-19, wider inflationary and interest rate pressure exist in the national economy.

13 These are expected to continue to influence the local Dunedin economy. There is a risk that the lower economic growth and sustained inflation and interest rates will impact on household consumption, investment and spend.

14 Infometrics project domestic and international visitors are expected to recovery steadily, with forecast annual visitors reaching 1.878m by June 2024 and 2.539m by 2034.

Financial projections

15 Operational SFAs, including financial assumptions such as inflation will be presented to Council for approval later this year.

Legislative and reform assumptions

16 A report on assumptions relating to legislation and reform will be presented to Council later this year.

Climate-related projections

17 SFAs related to climate will be presented to Council for approval in a separate report.

OPTIONS

Option One – Supporting documentation is approved. Recommended Option

18 Council approves the supporting documentation for development of, and inclusion in, the 9-year plan.

Advantages

· The documentation will be used to further inform the development of the 9-year plan.

Disadvantages

· There are no identified disadvantages.

Option Two – Supporting documentation is not approved

19 Council does not approve the supporting documentation and requires further work be undertaken to amend as necessary.

Advantages

· There are no identified advantages.

Disadvantages

· Further work would be required to amend the supporting documentation, which would put additional pressure on meeting timeframes for development of the 9-year plan.

NEXT STEPS

20 If approved, the supporting documentation will be included in, and used to support the development of the 9-year plan.

Signatories

Author:

Cameron Wood - Team Leader Strategy, Monitoring and Research

Fraser Liggett - Economic Development Programme Manager

Authoriser:

Dr Anna Johnson - City Development Manager

David Ward - General Manager, 3 Waters and Transition

Nicola Morand - Manahautū (General Manager Policy and Partnerships)

Attachments

	Title	Page
⇩a	Growth and Economic Significant Forecasting Assumptions	175

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

Fit with strategic framework

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

The 9-year plan contributes to all of the objectives and priorities of the strategic framework as it describes the Council’s activities, the community outcomes, and provides a long term focus for decision making and coordination of the Council’s resources, as well as a basis for community accountability.

Māori Impact Statement

The adoption of the Māori Strategic Framework signals Council’s commitment to mana whenua and to its obligations under the Treaty of Waitangi. Mana whenua and Māori will be involved in pre-engagement and have an opportunity to engage with the 9-year plan consultation process through a series of planned hui.

Sustainability

As part of the 9-year plan, several pieces of work are underway to give effect to Council’s commitment to sustainability, including work on the city portrait, Sustainable Development Goals, the Zero Carbon policy and the adoption of the Māori Strategic Framework.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

This report provides an update on the development of the 9-year plan. The 9-year plan project includes specific workstreams that will review Council’s financial and infrastructure strategies to ensure they are appropriate for the future.

Financial considerations

Financial considerations (including financial sustainability) will be key considerations in the development of the 9-year plan.

Significance

The 9-year plan will include community engagement and public consultation. Pre-engagement initiatives are being planned.

Engagement – external

The 9-year plan presents an opportunity for Council to engage fully with the community across a range of issues.

Engagement - internal

Staff from across council are involved in the development of the 9-year plan.

Risks: Legal / Health and Safety etc.

There are legal, reputational, financial and strategic risk if the 9-year plan is not well executed, or the public do not trust that the Council is showing good governance, prudent strategic and operational leadership.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Community Boards will be engaged and consulted with as part of the 9-year plan.

Strategy, Planning & Engagement Committee

16 October 2024

Reserve Management Plan Review Schedule

Department: Parks and Recreation

EXECUTIVE SUMMARY

1 This report presents a forward work programme for the review of all reserve management plans (RMPs) that are administered by Dunedin City Council (DCC) as administering body under the Reserves Act 1977 (the Act).

2 The Act requires DCC as the administering body to keep RMPs under review so that the RMPs are adapted to changing circumstances or in accordance with increased knowledge.

3 The process of reviewing the DCC’s RMPs has commenced, with the Truby King Reserve Management Plan being approved and adopted by Council in June 2021. A further six RMPs are currently in the process of either being newly written or reviewed. Following review of the existing RMPS and the creation of three new RMPs, DCC staff anticipate there will be 17 operative DCC RMPs.

4 Factors that have influenced the order of priority for the review of RMPs includes the age of the current RMP, change in circumstances and trends since any original plans were written, and any alignment required with the Parks and Recreation Strategy.

5 The Reserve Management Plan Schedule was presented to SPEC in June 2023. The attached Reserve Management Plan schedule shows the review priorities in the same order with updated timelines.

RECOMMENDATIONS

That the Committee:

a) Approves the attached Reserve Management Plan Schedule.

BACKGROUND

6 DCC is the administering body appointed to control and manage reserves under the Act within the city to ensure the use, enjoyment, development, maintenance, protection and preservation, as the case may require of the reserve for the purpose for which it is classified.

7 Section 41 of the Act requires the administering body to prepare and approve RMPs for the reserves under its control, management, or administration (except local purpose reserves).

8 The purpose of a RMP is to provide for and ensure the use, enjoyment, maintenance, protection, and preservation as the case may require, and to the extent that resources permit, the development of the reserve for the purpose which it is classified.

9 DCC currently has 17 RMPs, Attachment A has a list of operative plans, and the proposed review schedule.

10 The Act requires review of RMPs by the administering body to keep RMPs adapted to changing circumstances, or in accordance with increased knowledge.

11 Where a reserve is vested in a local authority, or a local authority is appointed to control or manage a reserve, the local authority can approve RMPs for those reserves.

12 DCC follows the process under sections 41(5) and 41(6) of the Act for preparing and reviewing RMPS. This process usually involves a two-stage public notification and consultation process as well as a hearing if there are submitters who wish to be heard.

13 RMPs may be prepared for individual reserves or groups of reserves. These RMPs that cover more than one reserve are called Omnibus RMPs.

14 An example of an omnibus RMP is the Hill Reserves Management Plan, that applies to 13 Council reserves on the first line of hills surrounding the urban core of Dunedin City. This is to ensure consistency in terms of management of these reserves.

15 There are currently three groups/types that make up the DCC suite of RMPs. These are:

· General Policies;

· Omnibus; and

· Individual Reserve Management Plans.

16 This provides a streamlined approach to reserve management planning (providing a coherent overview of all reserves managed by Council) and reduces repetition and duplication of costs.

17 This is achieved through having a Reserves Management Plan General Policies document to cover day to day decisions about reserves, with RMPs for individual or groups of reserves where greater planning detail is required.

18 The previous Reserve Management Plan Schedule was presented to SPEC in June 2023.

Moved (Cr Sophie Barker/Cr Bill Acklin):

That the Committee:

a) Notes the Reserve Management Plan review schedule.

Motion carried (SPECC/2023/023)

DISCUSSION

19 Given review of RMPs is required under the Act, DCC has commenced the review process. The proposed plan is to retain the current suite of general policies, omnibus, and individual RMPs. This structure allows a consistent approach to the day-to-day decisions about management of these reserves.

20 The Truby King Reserve Management Plan review was approved and adopted by Council in June 2021. This commenced the DCC review process of RMPs.

21 The review of the Signal Hill Reserve Management Plan, Reserves Management Plan General Policies, Dunedin Town Belt Reserve Management Plan and the Otago Harbour Reserves Management Plan are also now underway.

22 The Otago Boat Harbour Recreation Reserves Management Plan has been incorporated into the Otago Harbour Reserves Management Plan omnibus, as historic land ownership issues, which prevented inclusion of this in the original omnibus have now been resolved.

23 A further two new plans have been prepared. These are the Logan Park Management Plan and Mosgiel Recreation Area Reserve Management Plan.

24 Logan Park is not a gazetted reserve under the Act. However, the process that is required to create and review reserve management plans under the Act is being used to create the Logan Park Management Plan.

25 Staff will take a consistent approach in RMP review methodology, which will involve early engagement with iwi, community boards, and community stakeholder groups.

26 The work programme envisages that several RMP reviews will be in progress at any given time, and staff estimate that each RMP will take approximately 12 months to review. Timelines will vary slightly dependant on the reserve and other engagement activities underway by Council throughout the year.

27 Factors that have influenced the order of priority for the review of RMPs include the age of the current RMP, changes in circumstances, and trends since any original plans were written, and any alignment required with the Parks and Recreation Strategy.

28 As part of the review process, staff will investigate whether some RMPs could be incorporated into omnibus plans. For example:

a) The Waikouaiti Domain Reserve Management Plan 1986 may be incorporated into the Coastal Dunes Reserve Management Plan omnibus.

b) The Caversham Valley Forest Management Plan 1986 may be incorporated into the Hill Reserves Management Plan.

29 Any decisions regarding the incorporation of management plans into omnibus reserve management plans will be subject to the public consultation process. However, staff have scheduled the review of some individual RMPs so that the potential for incorporation can be fully considered.

30 In some cases, review and management plan implementation has been delayed allowing for completion of related work that could impact the management plan itself:

a) Review of the Botanic Garden Management Plan has been delayed until the Botanic Garden Plan has been adopted by Council.

b) Review of the Ocean Beach Reserve Management Plan has been delayed while investigative work is completed on the historic landfill beneath Kettle Park.

c) Review of the Sports Ground Management Plan has been delayed until the DCC Sports Facilities Review is complete.

d) The timing of an Octagon Reserve Management Plan will be aligned with the Central City Plan.

31 Following review of existing RMPs and creation of [three] new plans, staff anticipate there will be 17operative RMPs.

32 There are some documents that have been identified as “Statements of Management Intent”. These documents do not appear to be RMPs as they have not been through the statutory process required for RMPs. However, because they may relate to land that is held under the Act, the Reserves Management Plan – General Policies 2005 may apply to them.

33 Examples of such documents include: Aramoana Reserves (1998), Kew Park (1999) and Craigieburn Reserve Management Guidelines (1996). These documents are being considered as part of the review process for the Reserves Management Plan – General Policies 2005, and the omnibus RMPs.

34 Legal advice on the creation of new and replacement of current RMPs has been sought to ensure that staff follow appropriate statutory processes.

OPTIONS

Option One – Recommended Option: Council approves the attached Reserve Management Plan Schedule.

35 The Council approves the attached Reserve Management Plan Schedule.

Advantages

· Staff will continue with the current schedule to review RMPs based on age and currently available information relating to the management of the reserves.

Disadvantages

· The schedule may need to change if new circumstances or trends emerge.

Option Two –

36 The Council approves the attached Reserve Management Plan Schedule with amendments that reprioritises the timing of RMP reviews to create a new Reserve Management Plan Schedule.

Advantages

· Council has input into the scheduling of RMP reviews.

Disadvantages

· The schedule may need to change if new circumstances or trends emerge.

NEXT STEPS

37 Staff will implement the reserve management plan review schedule.

Signatories

Author:

John Brenkley - Planning and Partnerships Manager

Authoriser:

Heath Ellis - Acting Group Manager Parks and Recreation

Jeanette Wikaira - General Manager Arts, Culture and Recreation

Attachments

	Title	Page
⇩a	List of Operative Plans and Proposed Review Schedule.	190

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision enables 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	☐	☐	✔
Future Development Strategy	✔	☐	☐
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

Mana whenua, through Aukaha, will be invited to advise on the review and drafting of the RMPs. The reviews will allow for recognition and mana whenua cultural identity, values, and narratives.

Sustainability

The RMP review process provides an opportunity to ensure reserve management practices are in alignment with environmental objectives, including biodiversity, climate change adaptation and carbon reduction goals.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications on the plans and strategies for preparing and engaging on reserve management plans, but upon their adoption, projects may be generated which may have implications on the future operational and capital budgets.

Financial considerations

The RMP reviews will be funded from within existing PARS budgets.

Significance

This report is considered of low significance 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 In-House Legal team has provided guidance on this report and the process required under the Reserves Act 1977.

Risks: Legal / Health and Safety etc.

Legal risks will be appropriately managed through ensuring that the process required by section 41 of the Reserves Act 1977 is properly followed.

Conflict of Interest

There are no identified conflicts of interest.

Community Boards

Community Board will have an interest in the policies which affect the management of reserves within their administrative areas. Community Boards will be invited to provide feedback input during review and drafting of RMPs.

Strategy, Planning & Engagement Committee

16 October 2024

Notice of Intent: Draft Mosgiel Recreation Area Reserve Management Plan

Department: Parks and Recreation

EXECUTIVE SUMMARY

1 The Mosgiel Recreation Area includes the following reserves Mosgiel Memorial Park, Mosgiel Memorial Gardens, Peter Johnstone Park (including Murray Street Playground) and the Silverstream Bank Reserves. These reserves do not currently have a site-specific reserve management plan and are managed entirely under the General Policies Reserve Management Plan and the Sports Ground Management Plan.

2 As required under the Reserves Act 1977 (the Act) a draft reserve management plan has been developed for consultation purposes.

3 This report seeks approval to commence the public consultation process required by Section 41(6) of the Act.

RECOMMENDATIONS

That the Committee:

a) Approves the Statement of Proposal, including the draft Mosgiel Recreation Area 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 Mosgiel Recreation Area Reserve Management Plan and then make a recommendation to the Strategy, Planning and Engagement Committee under a covering report from staff.

BACKGROUND

4 The creation of a reserve management plan for the Mosgiel Recreation Area which includes Mosgiel Memorial Gardens, Mosgiel Memorial Sportsground and Peter Johnstone Park was identified in the Workplan for Reserve Management Plan Review 2019 – 2027. The workplan was presented to the Planning and Environment Committee on 17 November 2020. The Committee resolved the following:

Moved (Cr Steve Walker / Cr Marie Laufiso)

That the Committee:

Notes the reserve management plan review forward workplan.

Motion carried (PLA/2020/035)

The Reserves Act 1977

5 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.

6 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.”

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

8 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.

9 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.

10 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.

11 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.

12 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.

Mosgiel Recreation Area

13 In 2019 the Council designated Peter Johnstone Park (Reid Avenue), Mosgiel Memorial Sportsground (Gordon Road) and Te Puna o Whakaehu (215 Gordon Road) as the Mosgiel Recreation Area to provide for a range of recreation and community uses.

14 The Mosgiel Recreation Area is defined as Mosgiel Memorial Gardens, Mosgiel Memorial Sportsground, and Peter Johnstone Park.

15 In addition to the reserves and facilities included in the Mosgiel Recreation Area Designation, it is proposed to include the Silverstream Bank Reserve within this site-specific reserve management plan. The Silverstream Bank Reserve is immediately adjacent to both reserves and provides a pedestrian and cycle route from the surrounding residential area to the reserve.

16 The reserves that make up the Mosgiel Recreation Area Designation and the Silverstream Bank Reserve are currently managed under the General Policies Reserve Management Plan and the Sports Ground Management Plan. Throughout the process of creating the Mosgiel Recreation Area Designation it became clear that a site-specific reserve management plan would be appropriate to provide a co-ordinated approach to the protection, management, and operation of the included reserves.

17 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 Mosgiel Recreation Area Reserve Management Plan

18 Currently the reserves within the Mosgiel Recreation Area are managed under the Reserve Management Plan – General Policies and the Sports Ground Management Plan. These plans are not site specific to the reserves in the Mosgiel Recreation Area they consider the general management and maintenance of all Dunedin’s reserves and sports grounds

19 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:

· Mosgiel Taieri Community Board

· Sport Otago

· Living Well

20 The draft Plan considers the following:

· It formally recognises the importance of the reserves within the Recreation Area, to Mana Whenua, the Mosgiel community and many stakeholders.

· It is based on specific actions which are proposed to support the management and development of the Reserve. The proposed actions include a Reserve Spatial Plan, a Marketing Plan, an Ecological Assessment, a Revegetation Landscape Plan, a Maintenance and Management Plan, an Interpretation/Narrative Plan, and a Playground Plan.

· It acknowledges the recreational, landscape and biodiversity values of the reserve. There will be a focus on improving the ecology of Whakaehu/Silverstream by re-establishment of suitable native vegetation and the management of pest and predator species. The draft Plan attempts to balance the recreational use of the reserves for which they are classified while taking the opportunity to improve the ecology and biodiversity within the reserves to build resilience.

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

24 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

25 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 Reserve Management Plan General Policies and Sportsgrounds Management 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

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

27 Staff will work with Communications and Marketing staff to ensure the consultation period does not over burden the community or impact on other Council consultation priorities, such as the 9 Year Plan.

28 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).

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

Signatories

Author:

Elizabeth Schonwald - Parks and Recreation Planner

Authoriser:

John Brenkley - Planning and Partnerships Manager

Heath Ellis - Acting Group Manager Parks and Recreation

Jeanette Wikaira - General Manager Arts, Culture and Recreation

Attachments

	Title	Page
⇩a	Statement of Proposal for the Draft Mosgiel Recreation Area Reserve Management Plan	200

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	☐	☐	✔
Future Development Strategy	✔	☐	☐
Integrated Transport Strategy	✔	☐	☐
Parks and Recreation Strategy	✔	☐	☐
Other strategic projects/policies/plans	✔	☐	☐

Māori Impact Statement

Mana whenua, through Aukaha have been invited to advise on this project. The development of reserve management plans gives the opportunity for mana whenua to tell the cultural narrative relative to place.

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 2024/25 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 will work closely with other departments (Legal, Transport, 3 Waters, Community Development and Events) with the creation of reserve management plans.

Risks: Legal / Health and Safety etc.

This report has been reviewed by Council’s In-House Legal team.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Mosgiel-Taieri Community Board have an interest in the creation of this reserve management plan. At its meeting of 29 March 2023, the Board were informed of the intention to seek Council approval to prepare a management plan for the Mosgiel Recreation Area and that they would be formally engaged to input into the reserve management plan once Council approval had been granted.

	Title	Page
A ⇩	Minutes of Strategy, Planning & Engagement Committee meeting held on 20 August 2024	16

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