Agenda of Council - Tuesday, 10 December 2024

Council

10 December 2024

Council

MINUTES

Minutes of an ordinary meeting of the Dunedin City Council held in the Council Chamber, Dunedin Public Art Gallery, The Octagon, Dunedin on Monday 25 November and Tuesday 26 November 2024, commencing at 9.00 am

PRESENT

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

IN ATTENDANCE

Sandy Graham (Chief Executive Officer), Robert West (General Manager Corporate Services), Carolyn Allan (Chief Financial Officer), Scott MacLean (General Manager Climate and City Growth), David Ward (General Manager 3 Waters and Transition), Nicola Morand (Manahautū - General Manager Policy and Partnerships), Paul Henderson (General Manager Customer and Regulatory (Acting)), Neil McLeod (Principal Advisor – Building Services), Gill Brown (Principal Policy Advisor Housing), Anna Nilsen (Group Manager Property Services), David Arlidge (Property Manager), Maria Sleeman (Property Officer – Community and Civic), Mark Mawdsley (Team Leader Advisory Services), Karilyn Canton (Chief In-House Legal Counsel), Nadia McKenzie (In-House Legal Counsel), Kathryn van Beek (Hospital Campaign Manager), Jeanine Benson (Group Manager Transport), Cazna Savell (Team Leader – Animal Services), Anne Gray (Policy Analyst/Business Coordinator), Simon Spiers (Team Leader – Regulation Management), Jinty MacTavish (Principal Policy Advisor Sustainability), Kevin Mechen (Alcohol, Psychoactive Substances and Gambling Advisor) and Clare Sullivan (Manager Governance)

Governance Support Officer Lynne Adamson

1 Opening

Rev Te Ata Roy, Māori Chaplain at the Otago University and Otago Polytechnic opened the meeting with a karakia.

2 Public Forum

2.1 Pedestrian Crossing

Theresa Bowen (North East Valley Normal School, years 5 and 6 Teacher), Georgia Clarke (Healthy Active Learning Advisor, Sport Otago) and pupils from North East Valley Normal School requested the installation of a pedestrian crossing at Chingford Park. The children commented that it would be safer and easier for the elderly and children to cross the road and would encourage children to walk or scooter to school.

Ms Bowen, Ms Clarke and the pupils responded to questions.

2.2 Dunedin Destination Management Plan

Neil Harraway spoke on behalf of Dunedin Host on the Dunedin Destination Management Plan.

Cr David Benson-Pope entered the meeting at 9.20 am.

2.3 Former Fortune Theatre

Karen Treblicock (Dunedin Theatre practitioner and playwright) spoke to her precirculated information on the former Fortune Theatre and bringing back professional theatre in six months from decision on the property for less than $500,000.

Ms Treblicock responded to questions.

Moved (Deputy Mayor Lucas/Cr Kevin Gilbert)

That the Council:

Extends the Public Forum beyond 30 minutes.

Motion carried

2.4 Scottish strategy/policy around integration of refugees

Prof Alison Phipps, (Professor of Languages and Intercultural Studies and UNESCO Chair in Refugee Integration through Languages and the Arts) University of Glasgow, spoke on the Scottish strategy/policy around integration of refugees to the city. She provided information on her background and advised she had worked in Gaza strip for last 15 years and was connected with our UNESCO City of Literature and had published books.

Prof Phipps urged Council to continue to advocate for the people of Gaza, to support the provision of humanitarian visas for families who are in Dunedin and across New Zealand.

Prof Phipps responded to questions.

3 Apologies
	Apologies were received from Mayor Radich for absence, Cr Christine Garey for early departure on Monday 25 November and from Cr Marie Laufiso for depature from 10.45 until 1.00 pm on Monday 25 November and from Cr David Benson-Pope for lateness. Cr Jim O’Malley noted that he was required at the Environment Court on Tuesday 26 November and would be required to leave at 9.45 am.
	Moved (Deputy Mayor Cherry Lucas/Cr Mandy Mayhem): That the Council: a) Accepts the apologies from Mayor Radich for absence, Cr Christine Garey for early departure, Cr Marie Laufiso for departure from 10.45 am until 1.00 pm on Monday 25 November and Cr David Benson-Pope for lateness. b) Accepts the apology from Cr Jim O’Malley from 9.45 am on Tuesday 26 November. Motion carried (CNL/2024/206)
4 Confirmation of agenda
	Moved (Deputy Mayor Cherry Lucas/Cr Lee Vandervis): That the Council: Confirms the agenda with the following addition or alteration: That Item 19 – Submission on Improving Efficiency in the Inspections Process be taken before Item 7 – Ōtepoti Dunedin Housing Plan Update Report; and That the meeting moves into Non Public at 1.00 pm and reconvenes in Public at 9.00 am on Tuesday 26 November 2024 with the first item being: Item 21 – Local Water Done Well – Decision on Model Shortlist for Water Services Delivery Plan followed by: Item 9 – Funding for Hospital Campaign. Motion carried (CNL/2024/207)

5 Declarations of interest

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

Cr Marie Laufiso provided an update to her Interest Register.

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

That the Council:

a) Amends if necessary the Elected Members' Interest Register; and

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

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

Motion carried (CNL/2024/208)

6 Confirmation of Minutes

6.1 Ordinary Council meeting - 30 October 2024

Moved (Deputy Mayor Cherry Lucas/Cr David Benson-Pope):

That the Council:

a) Confirms the public part of the minutes of the Ordinary Council meeting held on 30 October 2024 as a correct record.

Motion carried (CNL/2024/209)

Reports

19 Submission on Improving Efficiency in the Inspections Process
	A report from Customer and Regulatory sought approval of a submission to the Ministry of Business Innovation and Employment consultation on improving efficiency in the inspections process.
	The General Manager Customer and Regulatory (Acting) (Paul Henderson) and Principal Advisor – Building Services (Neil McLeod) spoke to the report and responded to questions.
Cr Christine Garey left the meeting at 10.11 am and returned at 10.13 am. Cr Carmen Houlahan left the meeting at 10.17 am and returned at 10.20 am.
	Moved (Cr Carmen Houlahan/Cr Jim O'Malley): That the Council: a) Approves the draft Dunedin City Council submission, with the amendment, to paragraph 7 – that the DCC does not support is changed to “The DCC strongly opposes Option Three….” to the Ministry for Business Innovation and Employment on Improving Efficiency in the Inspections Process. b) Authorises 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. Motion carried (CNL/2024/210)

Moved (Deputy Mayor Cherry Lucas/Cr Kevin Gilbert)

That the Council:

Adjourns the meeting for 10 minutes.

Motion carried

The meeting adjourned at 10.40 am and reconvened at 10.52 am.

Cr Marie Laufiso left the meeting at 10.40 am.

7 Otepoti Dunedin Housing Plan Update Report
	A report from Maori, Partnerships and Policy provided an update on the progress against the Ōtepoti Dunedin Housing Plan 2022 adopted by Council on 30 August 2022.
	The Manahautū (General Manager Policy and Partnerships) Nicola Morand and Principal Policy Advisor Housing (Gill Brown) spoke to the report and responded to questions.
Cr Andrew Whiley returned to the meeting at 11.06 am. Cr Christine Garey left the meeting at 11.07 am.
	Moved (Cr Mandy Mayhem/Cr Kevin Gilbert): That the Council: a) Notes the updates against the Ōtepoti Dunedin Housing Plan 2022 and its Implementation Plan 2023 - 2024 b) Notes the 2024-2026 Implementation Plan based on the vision and goals of the Ōtepoti Dunedin Housing Plan 2022 Motion carried (CNL/2024/211)

8 231 Stuart Street Public Consultation
	A report from property sought decisions on a Council owned property at 231 Stuart Street (“the Property”), previously known as the Fortune Theatre.
	The General Manager Corporate Services (Robert West); Group Manager Property Services (Anna Nilsen), Property Manager (David Arlidge) and Property Officer – Community and Civic (Maria Sleeman) and Team Leader Advisory Services (Mark Mawdsley) spoke to the report and responded to questions.
Cr Christine Garey returned to the meeting at 11.13 am Cr Carmen Houlahan left the meeting at 11.52 am and returned at 11.53 am.
	Moved (Deputy Mayor Cherry Lucas/Cr Brent Weatherall): That the Council: a) Agrees that Council would seek feedback on the removal of the Property at 231 Stuart Street from Schedule 2 of the Significance and Engagement Policy as part of the 9 Year Plan 2025-34 consultation process: and b) Agrees that Council would seek feedback on a proposal to sell the Property at 231 Stuart Street as part of the 9 Year Plan 2025-34 consultation process. During discussion it was moved (Deputy Mayor Cherry Lucas/Cr Jim O’Malley): That the Council Adjourns the meeting for two minutes Motion carried The meeting adjourned at 12.09 pm and reconvened at 12.11 pm. The resolution was then put. Division The Council voted by division For: Crs Bill Acklin, Sophie Barker, David Benson-Pope, Christine Garey, Kevin Gilbert, Carmen Houlahan, Cherry Lucas, Mandy Mayhem, Jim O'Malley, Steve Walker, Brent Weatherall and Andrew Whiley (12). Against: Cr Lee Vandervis (1). Abstained: Nil The division was declared CARRIED by 12 votes to 1 Motion carried (CNL/2024/212)

RESOLUTION TO EXCLUDE THE PUBLIC

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

That the Council:

Pursuant to the provisions of the Local Government Official Information and Meetings Act 1987, exclude the public from the following part of the proceedings of this meeting namely:

General subject of the matter to be considered	Reasons for passing this resolution in relation to each matter	Ground(s) under section 48(1) for the passing of this resolution	Reason for Confidentiality
C1 Ordinary Council meeting - 30 October 2024 - Public Excluded	S7(2)(a) The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person. S7(2)(g) The withholding of the information is necessary to maintain legal professional privilege. S7(2)(h) The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities. S7(2)(i) The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).	.
C2 Waste Futures - Commercial Matters	S7(2)(g) The withholding of the information is necessary to maintain legal professional privilege. S7(2)(h) The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities. S7(2)(i) The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C3 Major Event Proposal	s48(1)(d) Check to make report confidential.	s48(1)(d) The exclusion of the public from the part of the meeting is necessary to enable the local authority to deliberate in private on its decision or recommendation.	Securing this event will be competitive and the report's financial details are therefore sensitive. If disclosed publically, the risk of being outbid and hindering the success of securing co-funding will increase..
C4 South Dunedin Library and Community Complex Leasing Options Report	S7(2)(b)(ii) The withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C5 Better Off Funding - Reallocation	S7(2)(a) The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person. S7(2)(b)(ii) The withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C6 Better Off Funding - Department of Internal Affairs Agreement	S7(2)(a) The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person. S7(2)(b)(ii) The withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information.	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
C7 Notice of Motion - Enterprise Dunedin	S7(2)(i) The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).	S48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

This resolution is made in reliance on Section 48(1)(a) of the Local Government Official Information and Meetings Act 1987, and the particular interest or interests protected by Section 6 or Section 7 of that Act, or Section 6 or Section 7 or Section 9 of the Official Information Act 1982, as the case may require, which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public are as shown above after each item.

Motion carried (CNL/2024/213)

The meeting adjourned at 12.14 pm and moved into non-public.

The meeting reconvened in public at 4.50 pm.

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

That the Council:

Adjourns the meeting

Motion carried

The meeting closed at 4.52 pm and reconvened at 9.00 am on Tuesday 26 November 2024.

APOLOGIES

There were apologies from Cr Jim O’Malley for early departure and Crs Christine Garey and Bill Acklin for lateness.

Moved (Deputy Mayor Cherry Lucas/Cr Kevin Gilbert)

That the Council:

Accepts the apologies from Cr Jim O’Malley for early departure and Crs Christine Garey and Bill Acklin for lateness.

Motion carried

21 Local Water Done Well - Decision on Model Shortlist for Water Services Delivery Plan
	A report from Legal Services advised that Council was required to submit a Water Services Delivery Plan (WSDP) to the Secretary for Local Government by 3 September 2025.

Crs Christine Garey, Andrew Whiley and Carmen Houlahan entered the meeting at 9.05 am. Cr Bill Acklin entered the meeting at 9.07 am.
	The Chief Executive Officer (Sandy Graham), General Manager 3 Waters and Transition (Dave Ward), Chief In-House Legal Counsel (Karilyn Canton) and In-House Legal Counsel (Nadia McKenzie) spoke to the report and responded to questions.
During discussion Cr Carmen Houlahan left the meeting at 9.52 am and returned at 9.57 am.
	Moved (Cr Jim O'Malley/Cr Kevin Gilbert): That the Council: a) Decides to shortlist three base models (in-house delivery, single CCO and regional multi-council entity) and any optional add-on(s) subject to further analysis. b) Directs staff to arrange further analysis on the shortlisted options selected. c) Directs staff to report back to Council in early 2025 to enable a decision in principle on the Model proposal and alternative model(s) that Council will consult on. Division The Council voted by division For: Crs Bill Acklin, Sophie Barker, David Benson-Pope, Christine Garey, Kevin Gilbert, Carmen Houlahan, Marie Laufiso, Cherry Lucas, Mandy Mayhem, Jim O'Malley, Steve Walker, Brent Weatherall and Andrew Whiley (13). Against: Cr Lee Vandervis (1). Abstained: Nil The division was declared CARRIED by 13 votes to 1 Motion carried (CNL/2024/214)

Cr Jim O’Malley left the meeting at 10.02 am.

9 Funding for Hospital Campaign
	A report from Civic sought approval of up to an additional $200,000 of funding for the Save Our Southern Hospital campaign.
	The Chief Executive Officer (Sandy Graham) , Kathryn van Beek (Hospital Campaign Manager) spoke to the report and responded to questions.
	Moved (Cr Steve Walker/Cr Kevin Gilbert): That the Council: a) Approves a further overspend of up to $200,000 for the Save Our Southern Hospital campaign. b) Notes that this takes the total approved overspend to $346,099. c) Notes that revenue options will be explored to offset costs. During discussion it was moved (Deputy Mayor Cherry Lucas/Cr Marie Laufiso): That the Council: Adjourns the meeting for two minutes. Motion carried The meeting adjourned at 10.13 am and reconvened at 10.15 am. Councillor Houlahan left the meeting at 10.34 am and returned at 10.37 am. The resolution was then put by division: Division The Council voted by division For: Crs Bill Acklin, Sophie Barker, David Benson-Pope, Christine Garey, Kevin Gilbert, Carmen Houlahan, Marie Laufiso, Cherry Lucas, Mandy Mayhem, Steve Walker, Brent Weatherall and Andrew Whiley (12). Against: Cr Lee Vandervis (1). Abstained: Nil The division was declared CARRIED by 12 votes to 1 Motion carried (CNL/2024/215)

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

That the Council:

Adjourns the meeting for 10 minutes.

Motion carried

The meeting adjourned at 10.47 am and reconvened at 10.59 am.

10 Heritage Action Plan: Advisory Panel draft Terms of Reference
	A report from Civic Development advised that the Ōtepoti Dunedin Heritage Action Plan was adopted by Council on 12 December 2023, replacing the 2007 Heritage Strategy and sought approval of the draft terms of reference for the Advisory Panel.
	The General Manager, 3 Waters and Transition (David Ward); and Team Leader Advisory Services (Mark Mawdsley) spoke to the report and responded to questions.
Cr Carmen Houlahan entered the meeting at 11.03 am. Cr Andrew Whiley entered the meeting at 11.10 am.
	Moved (Cr Sophie Barker/Cr Kevin Gilbert): That the Council: a) Approves the terms of reference for the Ōtepoti Dunedin Heritage Action Plan Advisory Panel. Motion carried (CNL/2024/216)

11 Strategic Walking and cycling review
	A report from Transport provided an update on the Ōtepoti Dunedin Pathways plan which set out a vision for Dunedin’s future walking and cycling network and provided a prioritised programme of walking and cycling infrastructure projects.
	The General Manager, Climate and City Growth (Scott MacLean), Group Manager Transport (Jeanine Benson) and Senior Transport Planner (Helen Chapman) spoke to the report and responded to questions.
	Moved (Cr Cherry Lucas/Cr Christine Garey): That the Council: a) Notes the update on the Ōtepoti Dunedin Pathways plan. b) Notes that capital funding for the Ōtepoti Dunedin Pathways plan was not provided for in Transport’s draft Capital budget but elements of the programme would be included in the Zero Carbon High and Medium investment packages for consideration as part of the 9 year plan. Moved (Deputy Mayor Cherry Lucas/Cr Marie Laufiso): That the Council: Adjourns the meeting for 2 minutes. Motion carried The meeting adjourned at 11.47 am and reconvened at 11.48 am. The resolution was then put: Motion carried (CNL/2024/217) with Cr Lee Vandervis recording his vote against.

12 Hearings Committee Recommendations on Dog Control Bylaw and Policy Review
	A report from Civic presented the recommendations of the Hearings Committee and sought adoption of the amended Dog Control Bylaw and amended Dog Control Policy following a review.
	The Chair of the Hearings Committee (Cr Bill Acklin) spoke to the report and responded to questions. The Team Leader – Animal Services (Cazna Savell) and Policy Analyst/Business Coordinator (Anne Gray) responded to questions.
	Moved (Cr Bill Acklin/Cr Mandy Mayhem): That the Council: a) Notes that the Hearings Committee has heard and considered submissions on the proposed Dog Control Bylaw and Dog Control Policy b) Notes the minutes of the Hearings Committee; c) Adopts the amended Dog Control Bylaw chment A); d) Adopts the amended Dog Control Policy (Attachment B); e) Approves a date of effect for the Dog Control Bylaw and Dog Control Policy of 5 May 2025.
During discussion it was moved (Deputy Mayor Cherry Lucas/Cr Kevin Gilbert): That the Council: Adjourns the meeting for 2 minutes. Motion carried The meeting adjourned at 12.39 pm and reconvened at 12.40 pm It was agreed that resolutions a) and b) be taken together and c) d) and e) be taken together.
	Moved (Cr Bill Acklin/Cr Mandy Mayhem): That the Council: a) Notes that the Hearings Committee has heard and considered submissions on the proposed Dog Control Bylaw and Dog Control Policy b) Notes the minutes of the Hearings Committee; Motion carried (CNL/2024/218)
	Moved (Cr Bill Acklin/Cr Mandy Mayhem): That the Council: c) Adopts the amended Dog Control Bylaw (Attachment A); d) Adopts the amended Dog Control Policy (Attachment B); e) Approves a date of effect for the Dog Control Bylaw and Dog Control Policy of 5 May 2025. Division The Council voted by division For: Crs Bill Acklin, Sophie Barker, Kevin Gilbert, Carmen Houlahan, Cherry Lucas, Mandy Mayhem, Lee Vandervis, Brent Weatherall and Andrew Whiley (9). Against: Crs David Benson-Pope, Christine Garey, Marie Laufiso and Steve Walker (4). Abstained: Nil The division was declared CARRIED by 9 votes to 4 Motion carried (CNL/2024/219)

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

That the Council:

Adjourns the meeting for 45 minutes.

Motion carried

The meeting adjourned at 12.45 pm and reconvened at 1.30 pm.

Cr Lee Vandervis left the meeting at 12.45 pm.

13 Update on the Parking Management work stream as part of the Shaping Future Dunedin Transport programme
	A report from Transport provided an update on the Central City Parking Management workstream, as part of the Shaping Future Dunedin Transport Programme.
	The General Manager, Climate and City Growth (Scott MacLean), Group Manager Transport (Jeanine Benson), Team Leader – Regulation Management (Simon Spiers) spoke to the report and responded to questions.
Cr Marie Laufiso entered the meeting at 1.38 pm.
	Moved (Cr David Benson-Pope/Cr Christine Garey): That the Council: a) Notes the Central City Parking Management work stream update. Motion carried (CNL/2024/220)
14 Climate change significant forecasting assumptions - 9 year plan 2025-34
	A report from the Sustainability Group and Climate and City Growth set out the intended approach to integrating climate change considerations into the 9 year plan 2025-34, and to sought approval of the climate change aspects of the significant forecasting assumptions.
	The General Manager, Climate and City Growth (Scott MacLean) and Principal Policy Advisor Sustainability (Jinty MacTavish) spoke to the report and responded to questions.
	Moved (Cr Cherry Lucas/Cr David Benson-Pope): That the Council: a) Notes the intended approach to integrating climate change considerations into the 9 year plan b) Approves, for the purposes of developing the 9 year plan 2025-34, and consulting with the community, the climate-related significant forecasting assumptions at Attachment A c) Delegates authority to the CEO to make any minor amendments to the climate-related significant forecasting assumptions d) Notes the climate-related significant forecasting assumptions may need updating following upcoming Council and Government decisions. Motion carried (CNL/2024/221)

15 District Licensing Committee's Annual Report to the Alcohol Regulatory and Licensing Authority
	A report from Civic provided a copy of the annual report to the Alcohol Regulatory and Licensing Authority (ARLA) pursuant to section 199 of the Sale and Supply of Alcohol Act 2012.
	The General Manager Corporate Services (Robert West) and Alcohol, Psychoactive Substances and Gambling Advisor (Kevin Mechen) spoke to the report and responded to questions.
	Moved (Cr Steve Walker/Cr Kevin Gilbert): That the Council: a) Notes the 2024 Annual Report to the Alcohol Regulatory and Licensing Authority. Motion carried (CNL/2024/222)

Cr David Benson Pope left the meeting at 2.29 pm.

16 DCC Appeal on the Otago Regional Council Representation Review

A report from Civic sought approval of a draft Dunedin City Council appeal the Otago Regional Council Representation Review.

The draft appeal addressed the same concerns Council raised in its submission to the ORC including the reduction in the Dunedin constituent councillor representation, and the community of interest for Mosgiel Taieri and Strath Taieri residents. The appeal also responded to the reasons expressed by the ORC for not agreeing to the concerns raised by the DCC.

The Chief Executive Officer (Sandy Graham) and Manager Governance (Clare Sullivan) spoke to the report and responded to questions.

On behalf of Councillors, Deputy Mayor Cherry Lucas acknowledged Ms Sullivan and her work for Council following her resignation and wished her well in her new role.

Moved (Deputy Mayor Cherry Lucas/Cr Marie Laufiso):

That the Council:

Adjourns the meeting.

Motion carried

The meeting adjourned at 2.32 pm and reconvened at 2.35 pm.

Moved (Cr Carmen Houlahan/Cr Sophie Barker):

That the Council:

a) Appeals the Otago Regional Council’s Final Proposal on the Representation Review

b) Approves the DCC Appeal on the Otago Regional Council’s Representation Review.

c) Authorises the Chief Executive to make any minor editorial changes to the appeal if required.

d) Authorises the Mayor and Chief Executive (and their respective delegates) to speak at any hearings in regard to the DCC appeal.

Moved (Deputy Mayor Cherry Lucas/Cr Mandy Mayhem):

That the Council:

Adjourns the meeting for two minutes.

Motion carried

Following discussion it was agreed that resolutions a), b) and c) would be taken together and resolution d) be taken separately.

Moved (Cr Carmen Houlahan/Cr Sophie Barker):

That the Council:

a) Appeals the Otago Regional Council’s Final Proposal on the Representation Review

b) Approves the DCC Appeal on the Otago Regional Council’s Representation Review.

c) Authorises the Chief Executive to make any minor editorial changes to the appeal if required.

Motion carried (CNL/2024/223) with Cr Walker recording his vote against

Moved (Cr Carmen Houlahan/Cr Sophie Barker):

That the Council:

d) Authorises the Mayor and Chief Executive (and their respective delegates) to speak at any hearings in regard to the DCC appeal.

Motion carried (CNL/2024/224)

17 Director Vacancy in Dunedin City Holdings Limited
	A report from Civic ought approval to commence the process for recruiting and appointing a new director for the Dunedin City Holdings Ltd Board to fill the current vacancy with the expiry of the term of Mr Richard Thomson’s position on the Board.
	The Chief Executive Officer (Sandy Graham) spoke to the report and responded to questions.
Moved (Cr Steve Walker/Cr Marie Laufiso): That the Council: Adjourns the meeting for five minutes. Motion carried The meeting adjourned at 2.59 pm and reconvened at 3.07 pm Moved (Deputy Mayor Lucas/Cr Steve Walker That the Council: Extends the meeting beyond 6 hours. Motion carried
	Moved (Cr Mandy Mayhem/Cr Cherry Lucas): That the Council: a) Approves commencing the recruitment process for a new Dunedin City Holdings Ltd director, to fill the existing vacancy. b) Notes that if approved, recommendations for a new director will be presented to Council for a decision on the appointment.
Moved (Cr Steve Walker/Cr Marie Laufiso): That the Council: Adjourns the meeting for five minutes. Motion carried The meeting adjourned at 2.59 pm and reconvened at 3.07 pm Moved (Deputy Mayor Lucas/Cr Steve Walker That the Council: Extends the meeting beyond 6 hours. Motion carried
	Following discussion, Cr Carmen Houlahan withdrew the original resolution on a show of hands.
	Moved (Cr Cherry Lucas/Cr Kevin Gilbert): That the Council: a) Approves commencing the recruitment process for a new Dunedin City Holdings Ltd director, to fill the existing vacancy. b) Undertakes a procurement process to identify the independent recruitment agency to assist in identifying a recommended candidate. b) Notes that if approved, recommendations for a new director will be presented to Council for a decision on the appointment. Motion carried (CNL/2024/225) with Cr Carmen Houlahan recording vote against

18 Appointment of additional member to the Hearings Committee

A report from Civic sought approval of the appointment of Cr Kevin Gilbert as a member of the Hearings Committee.

Moved (Cr Cherry Lucas/Cr Bill Acklin):

That the Council:

a) Decides whether to appoint of Cr Kevin Gilbert as a member of the Hearings Committee to consider Resource Management Act 1991.

Motion carried (CNL/2024/226)

20 Proposed Event Road Closures

A report from Transport sought approval for temporary road closure applications relating to the following events:

a) Graduation Parades

b) Community Christmas Event – Lanark Street Cul-de-sac

c) Filming

d) Veteran Car Run

e) Waitangi Day Celebrations

f) Weet-Bix Kids TRYathlon

The General Manager, Climate and City Growth (Scott MacLean) and Group Manager Transport (Jeanine Benson) spoke to the report and responded to questions.

Moved (Cr Sophie Barker/Cr Andrew Whiley):

That the Council:

a) Resolves to close the roads detailed below (pursuant to Section 319, Section 342, and Schedule 10 clause 11(e) of the Local Government Act 1974 (LGA 1974)):

i) Graduation Parades

Note: Graduation times are the same time for each day specified below.

Saturday, 7 December 2024

AND

Wednesday, 11 December 2024

AND

Saturday, 14 December 2024

11.00am to 11.30am

· Great King Street, between Frederick Street and Albany Street (parade starts at 11:30 from Great King Street)

11.10am to 12.15pm (approx.)

· Frederick Street, between Great King Street and George Street

· George Street, between Frederick Street and Moray Place

11.10am to 12.30pm

· Moray Place, between George Street and Upper Stuart Street

· Filleul Street, between Moray Place and St Andrew Street

ii) Community Christmas Event – Lanark Street Cul-de-sac

Note: Contingency date is 15 December 2024.

8 December 2024

1.00pm to 9.00pm

· Lanark Street cul-de-sac, from Irvine Street to end

iii) Filming

Note: Only one of the days below will be closed for this activity.

ONE of the following dates:

Sunday, 12 January 2025

Sunday, 19 January 2025

Sunday, 26 January 2025

Sunday, 2 February 2025

1.00am to 6.00am

· Princes Street, between Jetty Street and Rattray Street

· Liverpool Street, between Princes Street and Bond Street

· Water Street, between Princes Street and Bond Street

· Rattray Street and Queens Gardens, between Princes Street and Crawford Street

· Dowling Street, between Princes Street and SH1

· Burlington Street, between Moray Place and SH1

· Bond Street, between Rattray Street and Water Street

· Vogel Street, between Queens Gardens and Water Street

· Stuart Street, between SH1 Cumberland Street and SH1 Castle Street

iv) Veteran Car Run

Saturday, 25 January 2025

9.00am to 12.00pm

· The Octagon Central Carriageway

v) Waitangi Day Celebrations

Thursday, 6 February 2025

9.00am to 4.00pm

· The Octagon Central Carriageway, between Princes Street and George Street

i) Weet-Bix Kids TRYathlon

Lane (half road) closures will be in place on the following roads in Mosgiel for the cycle course part of the above event:

Sunday, 2 March 2025

6.30am to 1.30pm

· Factory Road, from High Street to Church Street

· High Street, from Factory Road to Green Street

· Green Street, from Church Street to High Street

· Church Street, from Factory Street to Green Street

Motion carried (CNL/2024/227)

RESOLUTION TO EXCLUDE THE PUBLIC

Moved (Cr Cherry Lucas/Cr Steve Walker):

That the Council:

Pursuant to the provisions of the Local Government Official Information and Meetings Act 1987, exclude the public from the following part of the proceedings of this meeting namely:

General subject of the matter to be considered

Reasons for passing this resolution in relation to each matter

Ground(s) under section 48(1) for the passing of this resolution

Reason for Confidentiality

C4 South Dunedin Library and Community Complex Leasing Options Report

S7(2)(b)(ii)

The withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information.

S48(1)(a)

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

Motion carried (CNL/2024/228)

The meeting moved into confidential at 3.14 pm and concluded at 4.00 pm.

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

DEPUTY MAYOR

Council

10 December 2024

Levels of Service 9 year plan 2025-34

Department: Executive Leadership Team

EXECUTIVE SUMMARY

1 This report seeks Council approval of the draft Levels of Service for 2025-34 (LOS) groups of activity, statements, and measures (Attachment A). If approved, the draft LOS will be included in the draft 9 year plan 2025-34 (the draft 9YP) and as supporting information for the 9YP Consultation.

2 LOS describe what services the community can expect from the DCC. The Local Government Act 2002 (LGA) requires all Councils to develop a long-term plan (usually a 10 Year Plan or 10YP), setting out what they intend to achieve for their communities and to report on their performance annually. LOS consist of groups of activity, service statement, performance measure and a delivery target.

3 LOS are one aspect of the DCC’s performance monitoring, measuring, and reporting framework. LOS seek to show the community what services and activities they can expect to receive for the rates they pay. They also assist Council to monitor the operational delivery of the DCC’s activities and services against approved targets.

4 Apart from minor changes, the majority of the Dunedin City Council’s (DCC) current LOS groups of activity, statements, and measures (Attachment B) have remained unchanged since 2015.

5 Significant work on developing new LOS was undertaken by the 10YP LOS Workstream in 2023. This included staff from all departments and three Councillors. The LOS Workstream reviewed DCC’s LOS, considered advice from the Office of the Auditor General (OAG), recommendations made by NZ Audit in 2022, and LOS Statements used by other Councils in 10YPs 2021-2024.

6 The draft LOS (groupings and measures) prepared for the 10YP have had a light touch review during 2024 to include new Department of Internal Affairs (DIA) mandatory LOS.

7 LOS Measures targets are not included in the LOS presented in this report and will be considered by Council when draft 9YP budgets are in place. If the draft LOS are approved by Council the LOS targets will be considered by staff based on draft 9YP budgets, and come to Council for approval in early 2025.

RECOMMENDATIONS

That the Council:

a) Approves the draft 2025-34 Levels of Service group of activities, statements, and measures (with any amendments) for their inclusion in the draft 9YP and supporting consultation information.

BACKGROUND

8 The Local Government Act 2002 (LGA) requires the 9YP to include a statement of the intended LOS for each group of Council activities.

9 Schedule 10, section 4 of the LGA explains:

“A long-term plan must, in relation to each group of activities of the local authority, include a statement of the intended levels of service provision that specifies-

a) any performance measures specified in a rule made under section 261B for a group of activities described in clause 2(2); and

b) the performance measures that the local authority considers will enable the public to assess the level of service for major aspects of groups of activities for which performance measures have not been specified under paragraph (a); and

c) the performance target or targets set by the local authority for each performance measure; and

d) any intended changes to the level of service that was provided in the year before the first year covered by the plan and the reasons for the changes; and

e) the reason for any material change to the cost of a service.” (LGA, 2002)

10 Mandatory LOS performance measures have been set by the DIA through its Non-Financial Performance Measures Rules 2013 (LGA, section 261B) for two groups of activities. Councils must use these for:

a) Three Waters (previously stormwater, wastewater, and drinking water) and

b) the provision of roads and footpaths.

11 Although the mandatory performance measures have been set by the DIA, the associated targets for these measures are set and approved by Council.

12 In developing the draft 9YP, the LOS Workstream (including staff from each department and three Councillors) reviewed DCC’s LOS in 2023. As part of the review the workstream considered other NZ Council’s 10YP 2021-2031 LOS, a range of advice from the Office of the Auditor General’s (OAG), and NZ Audit recommendations in 2022. This included 2002 OAG local government performance reporting guidance and the 2019 report “Matters arising from our audits of the 2018-28 long-term plans”.

13 On 25 January 2024, the OAG also released “Local government planning and reporting on performance – guidance and examples of good practice.” This detailed guidance advises Councils, when setting their performance measures, to consider:

a) the aspects of service and performance that are most important to the community;

b) measures that are relevant, understandable and verifiable;

c) capturing the most important dimensions of performance (including quantity, responsiveness, quality, reliability, timeliness, and accessibility;)

d) whether the measures and targets reflect the financial significance of the activity, and

e) whether measures and targets enable readers to assess a council’s policy and investment decisions.

14 In the LOS review, staff also considered the consistency and alignment with the DCC’s other approved policies, plans and the community outcomes. The community outcomes were approved by Council on 12 December 2023 but are being reconsidered as part of the strategic refresh work. Attachment C shows the community outcomes approved by Council in December 2023.

15 42% of the 2021-31 LOS rely upon satisfaction as a measure of performance, and satisfaction has been reduced significantly as a LOS measure of performance in the draft LOS. However, customer satisfaction and feedback will continue to be sought and reported to Council through regular residents’ opinion, quality of life, and satisfaction surveys.

DISCUSSION

16 The proposed draft LOS have an increase in the number of LOS statements, but the number of performance measures and targets have decreased compared to 10YP 2021-31 LOS.

Figure 1. Compares the quantity and type of the current 2021-31 LOS (blue) with the draft 2025-34 LOS (orange).

17 The draft Groups of Activity are shown in Attachment D. The current Groups of Activity are shown in Attachment E.

18 Treaty partnership has been included as stand-alone activity grouping to signal a proactive and genuine commitment to honouring the Treaty in everyday governance, enhancing relationships with Māori and benefiting the wider community through inclusive and equitable service delivery. Incorporating a Treaty-specific category into DCC’s Levels of Service ensures that local government upholds its obligations under Te Tiriti o Waitangi.

19 Green leaf symbol, used in the 2021-2031 10YP, has been used again in the draft LOS measures to indicate which LOS contribute directly to Council’s Zero Carbon 20230 commitment.

20 All departments have verified that the draft LOS measures in their service areas are collectable and can be reported against.

21 Staff are also looking at options to increase the frequency of future LOS reporting to Council and Community via Committee activity reporting.

22 9YP and investment priorities set by Council may have an impact on 2025-34 LOS targets. These will need to be reviewed and adjusted in line with draft 9YP budgets presented to Council in early 2025.

OPTIONS

23 This report seeks Council approval for the draft LOS 2025-34 groups of activity, statements, and measures.

Option One – Approve the draft LOS groups of activity, statements, and measures, with any amendments - Recommended Option

24 Council approves the draft 2025-34 LOS groups of activities, statements, and measures, as provided in Attachment A, subject to any amendments.

Advantages

· The draft LOS clearly and consistently describe activities and services provided by Council.

· There is improved alignment between LOS groups of activities, statements, and measures.

· Draft LOS measures have a reduced reliance on ROS satisfaction surveys.

Disadvantages

· There are no identified disadvantages.

Option Two – Retain the current LOS groups of activities, statements, and measures that are in the current 10YP plan 2021-2031 – Status Quo

25 Council doesn’t approve the draft 2025-34 LOS groups of activities, statements, and measures, and retains the 10YP 2021-2031 LOS.

Advantages

· There are no identified advantages in maintaining status quo.

Disadvantages

· The LOS will not have been updated, substantially revised since 2015.

· The LOS will continue to be heavily reliant on ROS satisfaction survey results.

NEXT STEPS

26 If approved, the draft 2025-34 LOS will be included as supporting information in the draft 9YP 2025-34 Community Consultation, and a further report including LOS measures targets will be presented to Council in January 2025.

27 Further amendments to the draft 2025-34 LOS statements, measures, and targets will be made, where necessary, following decisions made at the 9YP deliberations meeting in June 2025.

Signatories

Author:	Robert West - General Manager Corporate Services
Authoriser:	Robert West - General Manager Corporate Services

Attachments

	Title	Page
⇩a	Draft 9 year plan 2025-34 LOS	134
⇩b	Current 10 Year Plan 2021-31 LOS	147
⇩c	Council-Approved Community Outcomes	160
⇩d	Draft Groups of activity 9 year plan 2025-34	161
⇩e	Current Groups of activity for 10 Year Plan 2021-31	162

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

LOS statements seek to support democratic local decision-making. LOS describe what services the community can expect from the DCC. They also assist Council to monitor the operational delivery of the DCC’s activities and services against approved targets. LOS outline service priorities to improve or maintain social, economic, environmental, and cultural well-being of our 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 LOS seek to align with Council’s Strategic Framework, priorities, and plans.

Māori Impact Statement

LOS links with the implementation of Te Taki Haruru (Māori Strategic Framework) which commits to Māori participation and leadership in DCC’s key work programmes, projects and committees.

Sustainability

The draft 9YP contains Council’s approach to sustainability. LOS that monitor progress towards Council’s Carbon Zero 2030 target are marked with a green leaf symbol

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Further amendments to draft 2025-34 LOS statements, measures, and targets will be made following investment decisions agreed by Council.

Financial considerations

As above

Significance

Section 10(4) of the LGA(2002) requires councils to consult the community on their long-term (10 year) plans and proposed levels of service. The community will be consulted using the Special Consultative Procedure.

Engagement – external

Please refer to the proposed Special Consultative Procedure noted above.

Engagement - internal

All DCC departments have been involved in the development of the draft 9 year plan 2025-34 LOS.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

LOS potentially affect all of Dunedin’s communities, including those with Community Boards. There are no LOS that directly relate to Community Boards.

Council

10 December 2024

Revenue and Financing Policy - 9 year plan 2025-34

Department: Civic

EXECUTIVE SUMMARY

1 A Revenue and Financing Policy is required by the Local Government Act 2002. It sets out how Council’s operating and capital expenditure will be funded, and the sources of those funds.

2 This report seeks Council approval for the draft Revenue and Financing Policy (the draft Policy), to be used in the preparation of the 9 year plan 2025-34. A copy of the draft Policy is at Attachment A.

3 A report on the level of compliance between draft budgets and the draft Policy will be presented to the 28 January 2025 Council meeting. If required, further changes to the draft Policy may be proposed in the January 2025 report.

RECOMMENDATIONS

That the Council:

a) Approves the Revenue and Financing Policy, with any amendment, to be used in the preparation of the 9 year plan 2025-34.

b) Notes that report of the level of compliance with the Revenue and Financing Policy will be presented to the 28 January 2025 Council meeting.

BACKGROUND

4 Section 102 of the Local Government Act 2002 (the Act) requires all councils to prepare and adopt a Revenue and Financing Policy. The policy must set out:

· How operating and capital expenditure will be funded; and

· The sources of those funds.

5 Section 103 (2) of the Act sets out the funding sources that are available, and they are as follows:

· General rates including:

o Choice of valuation system;

o Differential rating; and

o Uniform annual general rates.

· Targeted rates;

· Lump sum contributions;

· Fees and charges;

· Interest and dividends from investments;

· Borrowing;

· Proceeds from the sale of assets;

· Development contributions;

· Financial contributions under the Resource Management Act 1991;

· Grants and subsidies;

· Regional fuel taxes under the Land Transport Management Act 2003; and

· Any other source.

6 The Revenue and Financing Policy must show how the local authority has complied with section 101(3) of the Act, which provides that Council must consider the following for each activity:

· Community outcomes to which the activity primarily contributes;

· The distribution of benefits between the community as a whole, any identifiable part of the community, and individuals;

· The period over which the benefits are expected to occur;

· The extent to which the actions or inactions of particular individuals or a group contribute to the need to undertake the activity;

· The cost and benefits, including consequences for transparency and accountability, of funding the activity distinctly from other activities; and

· The overall impact of any allocation of liability for revenue needs on the current and future social, economic, environmental, and cultural wellbeing of the community.

DISCUSSION

7 A review has been undertaken of the current Revenue and Financing Policy (10 year plan 2021-31) for each activity of Council, to consider all matters identified in section 101(3) of the Act, (as described in paragraph 5 above) and determine if any changes are appropriate.

8 The draft Policy is presented using the draft groups of activities. Should the groups be amended, the Policy can easily be updated.

9 The matters identified in section 101(3) of the Act are discussed below.

Community outcomes to which the activity primarily contributes

10 Local Authorities must have specified community outcomes under the Act. Section 5 of the Act defines Community outcomes as:

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

11 A report is on the agenda recommending that the community outcomes to be used in the development of the 9 year plan are those used in the current 10 year plan 2021-31. This report has used the recommended outcomes, but if these should be amended, this Revenue and Financing Policy will be updated to reflect any change.

12 The draft Policy at Attachment A shows the recommended community outcomes that each of the activities contribute to.

The distribution of benefits between the community as a whole, and any identifiable part of the community, and/or individuals

13 This consideration is often referred to as the public/private good split or the user pays principle. An activity may generate public benefits, private benefits, or a mixture of both. Public benefits are those that benefit the whole community. Private benefits are those that benefit identifiable parts of a community and / or individuals.

14 Examples of funding sources for the types of benefits are shown in table 1.

Table 1 – types of benefit

Types of benefit

Examples of Funding Sources

Public benefit

General Rates

Private benefit

Targeted rates

Fees and Charges

Development Contributions

15 The draft Policy has considered the benefits generated by each activity of Council.

The period over which the benefits are expected to occur

16 If assets have a long service life, consideration should be given to the time period over which they are funded. If future generations will benefit from the provision of the assets, then it may be considered appropriate that they contribute to the funding of those assets.

The extent to which the actions or inactions of particular individuals or a group contribute to the need to undertake the activity

17 This principle is also known as the exacerbator pays principle, for example, enforcement work is undertaken because of the actions or inactions of individuals such as non-compliance with consent conditions, unregulated building activity etc.

The cost and benefits, including consequences for transparency and accountability, of funding the activity distinctly from other activities

18 If consideration is being given to funding an activity differently from other activities, e.g., establishing a new and separate targeted rate, then it is prudent to also consider matters such as the scale of the activity and the costs of administering a separate funding mechanism.

The overall impact of any allocation of liability for revenue needs on the current and future social, economic, environmental, and cultural wellbeing of the community

19 The overall impact of the combined policies are to be considered, including affordability, barriers to the accessibility of some services, and alignment with Council’s strategic direction.

Summary of review

20 The table below shows the current Revenue and Financing Policy (re-grouped to align with the new activity structure) and the draft Policy for each activity of Council. Explanations and proposed changes are discussed in the notes below.

Table 2 – current and draft Revenue and Financing Policy’s

Activity	2021 – 31 Policy		Draft 2025 - 34 Policy
	Rates Revenue %	Other Revenue %	Rates Revenue %	Other Revenue %	Notes
City Properties
Community Housing	10%	90%	10%	90%	Note 1
Community Property	45%	55%	90%	10%	Note 2
Holding Property
Operational Property
Property Management
Investment Property			0%	100%	Note 3
Parking Operations	0%	100%	0%	100%
Community Recreation
Aquatic Services	55%	45%	65%	35%	Note 4
Botanic Garden	98%	2%	98%	2%
Cemeteries (parks and burials)	50%	50%	50%	50%
Crematorium	0%	100%	0%	100%
Parks and Reserves	96%	4%	96%	4%
Creative and cultural vibrancy
Creative partnerships (Ara Toi)	100%	0%	90%	10%	Note 5
Gallery, Garden and Museum	Separate policies		85%	15%	Note 6
Libraries and City of Literature	98%	2%	98%	2%
Olveston	33%	67%	33%	67%
Otago Museum levy	100%	0%	100%	0%

Activity	2021 – 31 Policy		Draft 2025 - 34 Policy
	Rates Revenue %	Other Revenue %	Rates Revenue %	Other Revenue %	Notes
Governance and Support Services
Civic and governance support	100%	0%	100%	0%	Note 7
Corporate Support Services	90%	10%
Warm Dunedin	100%	0%
Regulatory Services
Animal Services	10%	90%	10%	90%
Alcohol Licensing	10%	90%	25%	75%	Note 8
Building Services	25%	75%	25%	75%
Environmental Health	65%	35%	65%	35%
Parking Enforcement	2%	98%	2%	98%
Resource Consents	60%	40%	55%	45%	Note 9
Resilient City
Community partnerships	95%	5%	95%	5%
City Development	100%	0%	100%	0%
City Growth (new)	No separate policy		100%	0%	Note 10
Civil Defence (new)	No separate policy		100%	0%	Note 10
Housing Policy (new)	No separate policy		100%	0%	Note 10
South Dunedin Future	No separate policy		80%	20%	Note 11
Zero Carbon	No separate policy		100%	0%	Note 10
Three Waters
Water Supply	80%	20%	80%	20%
Wastewater	98%	2%	98%	2%
Stormwater	99%	1%	99%	1%
Transport
Transport	62%	38%	62%	38%
Treaty Partnerships
Māori Partnerships	No separate policy		100%	0%	Note 12
Vibrant Economy
City Marketing	No separate policy		100%	0%	Note 13
Economic Development	90%	95%	95%	5%	Note 14
Events	No separate policy		95%	5%	Note 15
Visitors Centre	60%	40%	60%	40%
Waste Minimisation
Landfills	0%	100%	10%	90%	Note 16
Refuse, Recycling, Litter	75%	25%	98%	2%	Note 17
Waste Strategy (minimisation)	0%	100%	0%	100%
Waste Support Services	No separate policy		100%	0%	Note 18

City Property

Note 1 – Community Housing

21 A revaluation of the housing portfolio undertaken in 2021 resulted in an increase in depreciation that could not be funded by rental income. This meant that the current Revenue Policy for this activity has not been complied with over the past three years.

22 A separate report on Community Housing rental will be presented to the January 2025 Council meeting. That report will discuss what an acceptable level of rental income might be for the 2025/26 year, based on draft budgets.

23 For the purposes of preparing a draft budget, it is recommended that no change be made to the draft Policy at this time. As advised, a report will be presented to the January Council meeting that will show the level of compliance between draft budgets and the draft Policy. If necessary, any amendment proposed for the community housing draft Policy may be presented as part of that report.

Note 2 – Community, Operational, Management and Holding Property

24 The revenue policy in the 10 year plan 2021-31 grouped community property, property investment, operational property, management and holdings together in one activity. It is recommended that Investment Property be separated, as the nature of this activity compared to the other activities in this grouping supports having its own policy for transparency purposes.

25 Community property owned and managed by Council includes arts and culture facilities, sporting facilities, and community halls. Some of the facilities are managed by community groups, e.g., community hall committees, and others by Trusts such as the Edgar Stadium, but the maintenance of those facilities is undertaken by Council. Parts of some of the buildings are rented out for commercial activities, e.g., the railway station.

26 Property operational, management and holding – these properties are owned and occupied by the DCC for operational purposes such as the Civic Centre, libraries, art gallery and Toitū. Parts of some of these buildings are rented out to commercial activities. This activity also includes work undertaken for the management and planning for all property portfolios, and it includes property held for strategic purposes.

27 It is proposed that the draft Policy for this activity is 90% general rates, and 10% other revenue.

Note 3 – Investment Property

28 This is a portfolio of commercial properties held for investment purposes. As this portfolio generates surplus income to offset general rates, it is recommended that the draft Policy for this activity is 100% other revenue.

Community Recreation

Note 4 – Aquatic Services

29 The 2024/25 operating budget for the aquatics activity is $14.2 million. Of this $4.7 million (33%) is funded by fees and 67% of the cost of this activity is funded by rates.

30 In 2024/25, the fees increased by around 10%, representing the increase in costs between the 2023/24 and 2024/25 years. The current revenue policy notes that any fees should not be set so high as to create a barrier to entry.

31 To comply with the current Revenue Policy that 45% of the costs be funded by fees and charges, aquatics fees would need to have increased by 46% in 2024/25, and not the 10% actually provided for.

32 On the assumption that the 2025/26 draft budgets will be in line with the 2024/25 budgets, an increase of 36% in fees and charges would be needed to comply with the current revenue policy. This would provide an estimated $1.7 million increase in fee income. This level of increase would be considered significant in terms of the Council’s Significance and Engagement Policy, and formal consultation would be required as part of the 9 year plan.

33 The table below shows, for a sample of charges, what the fees would be with a 36% increase that would achieve the current revenue policy. It also shows what fees would be with a 10% and 5% increase.

Fee or charge (incl. GST)	2024/25 Fees	Fees @36%	$ change	Fees @10%	$ change	Fees @5%	$ change
Adult Swim	$8.40	$11.42	$3.02	$9.24	$0.84	$8.82	$0.42
Concession Swim	$4.80	$6.53	$1.73	$5.28	$0.48	$5.04	$0.24
Child Swim	$3.90	$5.30	$1.40	$4.29	$0.39	$4.10	$0.20
Family Swim	$18.00	$24.48	$6.48	$19.80	$1.80	$18.90	$0.90
Family Swim and Slide	$37.90	$51.54	$13.64	$41.69	$3.79	$39.80	$1.90
Adult Swim and Slide	$14.90	$20.26	$5.36	$16.39	$1.49	$15.65	$0.75
Concession Swim and Slide	$10.30	$14.01	$3.71	$11.33	$1.03	$10.82	$0.52
Child Swim and Slide	$8.30	$11.29	$2.99	$9.13	$0.83	$8.72	$0.42
Revenue Policy		55% rates 45% fees		64% rates 36% fees		65% rates 35% fees

34 It is recommended that the current Revenue Policy be amended to recover 65% of costs from rates and 35% from fees, for the purposes of preparing the draft budgets for the 2025/26 year. If required, following completion of the draft budgets, this draft Policy may be reconsidered at the January 2025 Council meeting.

Creative and cultural vibrancy

Note 5 – Creative Partnerships

35 The Creative Partnership activity receives funding from Creative NZ (other revenue). This funding is added to the Council’s grant pool which is used to provide grant funding to organisations in the creative arts sector. It is recommended that the revenue policy be amended to recognise this external revenue.

Note 6 – Gallery, Garden and Museum

36 The Dunedin Public Art Gallery, Lan Yuan Chinese Garden and Toitū Settlers Museum have had their own revenue policies, but because the management of these facilities has changed, and services are now shared between the three venues, one revenue policy is appropriate. Other revenue for these facilities includes admissions revenue (Lan Yuan Chinese Garden), shop sales, and functions and facilities hire. It is recommended that the revenue policy be 85% general rates, 15% other revenue for these activities.

Governance and Support Services

Note 7 – Governance and Support Services

37 This activity includes internal services such as business information systems, governance support, communications and marketing, and customer services. Support services costs that directly contribute to other activities within Council are internally charged to those activities, e.g., communications work undertaken on dog control would be charged to the Animal Services activity. It is recommended that a single revenue policy be adopted for this group of activities. It is recommended that for the costs not internally charged to other activities, the policy be 100% general rates.

Regulatory Services

Note 8 – Alcohol Licensing

38 This alcohol licensing activity includes an education component, the provision of City Safety Officers, and funding for safety around the bus hub area.

39 Alcohol licensing fees are set by legislation. The remaining activities are paid for from general rates.

40 It is recommended that the revenue policy be updated to reflect the actual recovery of costs from alcohol licensing fees set by legislation, and to also take account of the City Safety Officers and bus hub safety activities. It is recommended that the policy be 25% rates revenue and 75% from fees and charges.

Note 9 – Resource consent fees

41 Under the Resource Management Act, council may only recover actual and reasonable costs directly from consent applicants. It is proposed that charges be introduced for pre-application meetings. For large applications, pre-application meetings can take many hours, with currently no recovery of costs from the applicant. Initial consultations are not charged for and would continue to be funded by rates.

42 If approved, it is recommended that the revenue policy be amended to 55% rates, and 45% fees and charges, to reflect the additional fees recoverable.

Resilient City

Note 10 – City Growth, Civil Defence, Housing Policy, Zero Carbon

43 This group of activities includes recognising “City growth”, “Housing Policy” and “Zero Carbon” as individual activities within the new Resilient City group.

44 These activities generate public benefits. It is therefore recommended that the revenue policy provides for these activities to be funded by general rates.

Note 11 – South Dunedin Future

45 The South Dunedin Future programme has established governance and management arrangements with the Otago Regional Council (ORC). ORC contributes funding towards the cost of running the programme. This agreement is in place until December 2026, but at this time it is unknown what may be in place after this date. It is recommended that the draft Policy for the period through to December 2026 is 80% rates funded, and 20% other revenue, to recognise the ORC contribution.

Treaty Partnership

Note 12 – Treaty Partnership

46 This activity is to ensure that we uphold our obligations under Te Tiriti o Waitangi, aligning with the principles of partnership, participation, and protection. It is recommended that the draft Policy provides that the recovery of costs not internally charged to other activities be funded by general rates.

Vibrant Economy

Note 13 – City Marketing

47 This activity relates to marketing work undertaken by Enterprise Dunedin including Destination Dunedin, and both nationally and internationally. It is recommended that the revenue policy provides for this activity to be funded by general rates.

Note 14 – Economic Development

48 The revenue policy for economic development makes provision for funding to be received from film permit fees and reimbursement of costs associated with CODE. It is recommended that the Revenue Policy be amended to 95% general rates, and 5% other income, as there is no certainty of the level of external funding that may be received in the future.

Note 15 - Events

49 Events are primarily funded from general rates however fees may be charged to stall holders at events held. It is proposed that this activity be funded 95% general rates, and 5% other income.

Waste Minimisation

Note 16 – Landfills

50 The landfills activity has changed since the development of the current Revenue Policy. This activity now incorporates environmental monitoring costs for Smooth Hill. These costs are not funded from the Green Island landfill fees and charges.

51 The work on Smooth Hill provides benefits to the community as whole. It is therefore recommended that the Revenue Policy is amended to incorporate rates funding to cover this work. It is recommended that the revenue policy be 10% rates funded and 90% other income.

Note 17 – Refuse, Recycling, Litter

52 It is recommended that the revenue policy be amended to take account of the new kerbside collection service the commenced from 1 July 2024. It is recommended that the policy be 98% rates and 2% other revenue.

Note 18 – Waste Support Services

53 This recommended new policy covers the management and planning of all the waste minimisation group activities, which is funded by general rates. It is therefore recommended that the revenue policy be 100% rates funded.

OPTIONS

54 Council is required to have a Revenue and Financing Policy as part of the 9 year plan. Options have not been presented but Council is able to modify the draft Revenue and Financing Policy.

NEXT STEPS

55 A report will be prepared for the January 2025 Council meeting, setting out how the draft operating budgets comply with the approved Revenue Policy.

56 If any amendments to the draft Policy are required following the completion of the draft budgets, these will also be presented to the January 2025 Council meeting.

57 The approved Revenue and Financing Policy will form part of the supporting documentation for the 9 year plan consultation.

Signatories

Author:	Sharon Bodeker - Special Projects Manager
Authoriser:	Carolyn Allan - Chief Financial Officer

Attachments

	Title	Page
⇩a	Draft Revenue and Financing Policy - 9 year plan 2025-34	176

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 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 9 year plan contributes to 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. The Revenue and Financing Policy is a key component of the development of the 9 year plan.

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 have an opportunity to engage with the 9 year plan consultation process.

Sustainability

The Revenue and Financing Policy considers the overall impact of its funding requirements on the current and future social, economic, environmental and cultural wellbeing of the community, when setting the policy

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The Revenue and Financing Policy does not impact on levels of service provided but provides for how the activities of Council are funded.

Financial considerations

The financial impacts are discussed in the report.

Significance

Proposed changes to the Revenue and Financing Policy are not considered significant in terms of the Council’s Significance and Engagement Policy. The Policy will be included in the supporting documentation for consultation on the 10 year plan.

Engagement – external

There has been no external engagement in the development of the Revenue and Financing Policy.

Engagement - internal

Staff and managers from across Council have been consulted in the review of the Revenue and Financing Policy.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The Revenue and Financing Policy will be of interest to Community Boards.

Council

10 December 2024

Early engagement community feedback - 9 year plan 2025-34

Department: Corporate Policy

EXECUTIVE SUMMARY

1 This report summarises the feedback received by the Dunedin City Council (DCC) through the early engagement activities undertaken for the 9 Year Plan 2025–34 (the 9YP).

2 Early engagement is not a statutory requirement but is an additional opportunity to engage the community in the development of the 9YP.

3 The purpose of early engagement is to raise awareness of the development of the 9YP, to communicate relevant information to the community, to ask the community for feedback regarding certain issues and inform Councillors regarding community sentiment.

4 Council resolved to undertake an online only early engagement with the community.

5 Early engagement was undertaken between 9 and 23 October 2024.

6 Activities included an online marketing campaign, provision of online information, and an online survey and comments wall. Early engagement feedback was received through these online activities.

7 Similar to the early engagement on the 10 Year Plan 2024-2034 developed in October 2023, the early engagement on the 9YP focussed on the DCC’s key services and activities, grouped into six focused areas.

RECOMMENDATIONS

That the Council:

a) Notes the feedback received from the community through early engagement on the Dunedin City Council’s 9 Year Plan 2025-34

b) Notes that feedback received from the community through early engagement will inform formal consultation on the Dunedin City Council’s 9 Year Plan 2025-34.

BACKGROUND

8 At its meeting on 28 November 2023, the Council noted a report that outlined the feedback received from the early engagement with the community in the context of the 10 Year Plan 2024-34 development.

9 In February 2024, Council decided to complete an Annual Plan for the 2024/25 year, and then complete a 9 Year Plan covering the 2025-34 years. This was due to the Water Services Acts Repeal Act 2024, that provided transitional options for local authorities to consider in the preparation of their long term plans.

10 At its meeting on 17 September 2024, the Council’s Civic Affairs Committee considered a report that outlined options for early engagement with the community, in the context of the 9 Year Plan 2025-34 development. At that meeting, the Committee resolved the following:

“Moved (Cr Bill Acklin/Cr Marie Laufiso):

That the Committee:

a) Decides to undertake Online and Targeted Stakeholder Meetings early engagement with the community, to support the development of the 2025-2034 9 Year Plan.

Division

The Committee voted by division

For: Crs David Benson-Pope, Christine Garey, Marie Laufiso, Mandy Mayhem and Bill Acklin (5).

Against: Crs Sophie Barker, Kevin Gilbert, Carmen Houlahan, Cherry Lucas, Jim O'Malley, Lee Vandervis, Steve Walker, Brent Weatherall and Andrew Whiley (9).

Abstained: Nil

The division was declared LOST by 5 votes to 9

Moved (Cr Cherry Lucas/Cr Andrew Whiley):

That the Committee:

a) Decides to undertake Online Early Engagement with the community, to support the development of the 2025-2034 9 Year Plan

b) Notes that staff will implement the preferred option”

Engagement approach and content

11 Early engagement for the 9YP happened exclusively online.

12 The tone of early engagement was to check back in with the community after last year’s early engagement process and encourage community feedback, while acknowledging the current Dunedin context.

13 The current Dunedin context was typified by the acknowledgement of balancing challenges and constraints with the ambitions held for the City of Dunedin. An underlying sentiment of responsible investment, listening to community, responding, and delivering DCC activities and services within a financially constrained environment was prevalent in the content created for early engagement.

14 The early engagement activity was promoted through newspaper online advertising, on the DCC website, boosted social media posts and the central Library cube (digital). Information was also placed in the DCC FYI.

15 Activities were conducted through an online survey and comments wall.

16 Councillors and Community Boards were provided with

17 To provide consistency with last year’s early engagement, the responses to both the survey and comments wall were structured under the same six service and activity areas to capture the work undertaken by the DCC:

a) Roads, Water and Waste Services

b) Libraries, Arts and Culture

c) Social and Community Wellbeing

d) Economic Wellbeing

e) Pools, Parks, Gardens and Sporting facilities

f) Environment and Sustainability

18 A final open textbox ‘I want Councillors to know’ was available for respondents to fill.

Early engagement online survey

19 The survey was structured around responses on a scale of five options ranging from ‘do a lot more’ to ‘do a lot less’. There was also a sixth response option of ‘I don’t know’. Responses were optional for every topic.

20 The survey included open questions for those respondents who wanted an opportunity to provide additional feedback to the DCC.

21 The survey included two questions for respondents about communication channels with the DCC:

- How do people find out more information about DCC services and activities?

- How would they prefer to receive this information?

22 Feedback received through the survey is discussed in detail below.

Comments wall

23 A comments wall was provided. Comments could be posted in a free text format, tagged to the six service and activity areas listed in paragraph 14. Respondents could contribute anonymised comments, and also ‘like’ or ‘dislike’ comments posted by other respondents, using a commonly understood ‘heart’ system, and also comment on comments posted by other respondents.

24 While the comments wall is now closed, the early engagement responses posted are still available to view on the DCC’s website.

25 A breakdown of the service and activities areas where feedback was received on the comments wall is included in the discussion below.

DISCUSSION

Feedback received through the early engagement online survey

26 A total of 138 responses were received through the survey. Compared to the 2023 early engagement we had 859 survey responses.

27 Most respondents asked the Council to ‘Do more’ (either a bit or a lot) in every topic except for the ‘Libraries, Arts and Culture’ where respondents in majority asked the Council to ‘Do about the same as now’.

28 On average, 47% of respondents wanted the Council to ‘Do more’, 31% to ‘Do about the same as now’, and 15% to ‘Do less’. The topic that received the highest score in ‘Do more’ were ‘Roads, Water and Waste Services’ (score 85, 62% of respondents) and ‘Environment and Sustainability’ (score 76, 55% of respondents).

29 The chart below presents the results for each topic:

30 The open questions received a total of 406 comments. These are listed in Attachment A.

31 The topic ‘I want Councillors to know’ received 75 comments. 21 comments related to transport, with 13 comments requesting the addition of cycleways and trails, eight focusing on public transport, and four on pedestrian pathways. 12 comments expressed dissatisfaction with the rates level. 10 comments asked for a reduction of spending and/or debt. Eight comments were made regarding George Street, five expressing dissatisfaction and three expressing satisfaction. Eight comments were made in support of a sustainable approach for environmental protection, food resilience, and carbon emissions reduction. Eight comments requested investment in infrastructure.

32 The topic ‘Roads, Water and Waste Services’ received 70 comments. 37 comments related to 3 Waters, with 34 of these requesting increased funding for upgrades and repairs (three specifically for South Dunedin). Three submitters proposed that less funding be allocated to the 3 Waters network. 25 comments related to cycleways with 20 requesting increased funding for and provision of cycleways and shared paths. 22 comments requested increased funding and repairs to roads. Of the 19 comments on Waste Services, 12 requested further funding for household collections and landfills, four requested that Council cut back funding and services, and three provided praise for current services. 11 comments were related to increased provision of footpaths and walkways.

33 The topic ‘Pools, Parks, Gardens and Sporting facilities’ received 62 comments. 14 comments mentioned facility upgrades and maintenance. Nine comments requested new recreational facilities, with two requesting new outdoor exercise areas and two requesting new pump tracks. Nine comments mentioned playgrounds with seven requesting playground upgrades. Seven comments were made in relation to public reserves with six requesting increased funding. Six comments focused on cycleways and trails, with one comment asking for less funding.

34 The topic ‘Environment and Sustainability’ received 54 comments. 13 comments requested increased funding for environmental or sustainability actions (including four comments on biodiversity, and three comments on community gardens). Nine comments mentioned climate change impacts and adaptation needed in South Dunedin. Eight comments mentioned cycleways and trails including four requesting more cycleways and trails, two mentioning shared pathways and two requesting upgrades and maintenance. Seven comments were about climate change with six of those comments mentioning climate change adaptation in Dunedin (e.g. coastal erosion, resilience to weather events, etc). Four comments requested less funding for environmental or sustainability actions.

35 The topic ‘Libraries, Arts and Culture’ received 53 comments. 13 comments expressed satisfaction with the existing facilities. 13 comments specifically mentioned the libraries, with six comments expressing satisfaction, four requesting an upgrade of the central library, while two comments requested more funding and one suggested better use of the central library outdoor space. 11 comments requested a new performing arts venue. Eight comments requested more funding across the arts, while seven requested less.

36 The topic ‘Social and Community Wellbeing’ received 50 comments. 21 comments support further investment in community housing. 10 comments were received regarding events funding with seven of those supporting an increase. Eight comments related to the importance of engagement with community. Seven comments related to grants funding with five requesting an increase in funding.

37 The topic ‘Economic Wellbeing’ received 42 comments. 11 comments requested business support in various ways (e.g. support for new business, for small business, with road works or free parking). Seven comments asked for a stronger community focus. Six comments asked to lower funding in the area while two requested more funding. Four comments focused on tourism and four comments insisted on attracting investment and talent.

Feedback received through the comments wall

38 A total of 55 comments were received on the comments wall. These comments are attached to this report as Attachment B. Compared to the 2023 early engagement where 400 comments were received.

39 The majority of comments (31) related to cycleways, including 26 comments and a total of 90 ‘likes’ specifically mentioning the tunnel trails.

Feedback received about communication channels

40 Regarding information delivery on the Council services and activities, the main sources of information were: the DCC Facebook Page, the DCC website, Otago Daily Times and The Star, and newsletters (community or specific from Council).

41 The respondent’s preference for being informed about DCC matters was through the DCC Facebook page, the DCC website, or the FYI online or paper form.

OPTIONS

42 As this is a report for noting, there are no options requiring Council’s consideration.

NEXT STEPS

43 Early engagement feedback will inform planning for the formal 9 Year Plan consultation, which is expected to commence in March-April 2025.

Signatories

Author:

Alix de Blic - Senior Policy Analyst

Authoriser:

Nadia Wesley-Smith - Corporate Policy Manager - Acting

Jeanette Wikaira - General Manager Arts, Culture and Recreation

Attachments

	Title	Page
⇩a	Additional Comments from Survey Responses to the Early Engagement	206
⇩b	Comments posted on the wall	216

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	✔	☐	☐

Early engagement in the context of the 9 year plan 2025-34 development is relevant to all strategies in the DCC’s strategic framework, along with Te Taki Haruru and the Zero Carbon Plan.

Māori Impact Statement

The adoption of Te Taki Haruru, the Māori Strategic Framework signals Council’s commitment to mana

whenua and to its obligations under the Treaty of Waitangi. Mana whenua and Māori have not been specifically involved in pre-engagement but will have an opportunity to engage with the 9 year plan consultation process.

Sustainability

Early engagement provided an opportunity for the community to express their views and aspirations relating to DCC’s work towards sustainability and wider climate change ambitions.

Zero carbon

Early engagement provided an opportunity for the community to express their views and aspirations relating to DCC’s Zero Carbon goal within the themes ‘Roads, Water and Wastes Services’ as well as ‘Environment and Sustainability’.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Early engagement relates to the 9 year plan and related strategies and policies.

Financial considerations

Early engagement activity costs were met within existing budgets.

Significance

Early engagement was not driven by a specific decision/proposal/issue but was delivered in alignment with the principles outlined in the Significance and Engagement policy.

Engagement – external

External engagement was held through online feedback. There were 138 responses to the online survey and 55 comments posted on the online comments wall.

Engagement - internal

There has been no internal engagement.

Risks: Legal / Health and Safety etc.

There is no identified risk.

Conflict of Interest

There is no known conflict of interest.

Community Boards

Community Boards were provided with early engagement information and directed to the online

survey.

Council

10 December 2024

Sustainability Framework Update Report

Department: Corporate Policy

EXECUTIVE SUMMARY

1 This report provides an update on progress towards creating a Sustainability Framework for the Dunedin City Council (DCC).

2 At its meeting on 24 September 2024, Council requested a sustainability framework based on the United Nations Sustainable Development Goals (SDGs).

3 The report proposes to use a regenerative approach to sustainability based on the SDGs focussing on improving environmental, social, and economic systems.

RECOMMENDATIONS

That the Council:

a) Notes the development of a Sustainability Framework for Dunedin City Council.

b) Approves the development of a Sustainability Framework for Council that takes a regenerative approach to the United Nations Sustainable Development Goals.

Background

4 The DCC’s strategic priorities are guided by its commitments to sustainability and the Treaty of Waitangi.

5 At its 24 September 2024 meeting, Council received a report which summarised the work to date on (a) the development of the ‘City Portrait’ as adapted for the Ōtepoti Dunedin context, and (b) revisited the SDGs as an alternative framework to the City Portrait. Regarding the future direction of sustainability work at DCC, Council then resolved (Moved Cr Kevin Gilbert / Cr Sophie Barker) to:

· Cease development of the City Portrait to the community engagement stage (CNL/2024/161);

· Request staff to develop alternative frameworks for consideration, based on the United Nations Sustainable Development Goals (CNL/2024/162);

· Note that staff would provide an update report on progress by December 2024 (CNL/2024/163).

Discussion

The Sustainable Development Goals (SDGs)

6 Adopted by the United Nations in 2015, the SDGs are a globally recognised interconnected framework to guide efforts in sustainability. The seventeen SDGs cover interrelated aspects of sustainability across environmental, social, and economic domains. They address several areas such as poverty, health, and the environment.

7 SDGs can be adopted to local needs, allowing flexibility to create a sustainability framework for Dunedin’s unique context.

8 Goal 11 “Make cities and human settlement inclusive, safe, resilient and sustainable” recognises the role of city leaders in driving global change.

SDGs: Examples of SDGs-based Sustainability Frameworks in Local Context

9 As noted to Council on 24 Sept 2024, there are several SDG-infused sustainability frameworks being used or articulated by Dunedin City-based organisations and other territorial authorities in the region. Local initiatives incorporating the SDGs include:

a) The Dunedin UNESCO City of Literature initiative.

b) Otago Polytechnic (now Te Pūkenga): Whaiao Regional Centre of Expertise (RCE) Otago.

c) University of Otago: Combines SDGs with regenerative practices in operations, teaching, innovation, and research.

d) Central Otago District Council: Aligns local actions with global goals, prioritising partnerships and environmental restoration.

e) Waikato Regional Council: Uses SDGs to measure community wellbeing and progress in waste prevention and climate action.

10 The University of Otago signed the SDG Accord of international universities and colleges, and regularly releases information on its contribution to the achievement of the SDGs. It also makes information available on their website about how they are contributing to the SDGs through their research, teaching, and operations. Divisional targets and indicators for the division of humanities were released in October this year, and for the rest are expected to be specified soon.

11 The University of Otago’s sustainability framework, Tī Kōuka 2030, requires all University Divisions to commit annually to a sustainability action plan relevant to their own context. A key part of the strategy is taking a regenerative approach to its actions.

12 Central Otago District Council’s Sustainability Strategy 2019–2024 incorporates the SDGs and aligns local actions with global goals, while focusing on issues Council directly controls in the first instance. They believe that it is important to align with global benchmarks while implementing a local application, with Goal 17: Partnership being viewed as the most important.

13 Of the councils that reference the SDGs most do so based on how various plans and strategies align with or are informed by them. One of the more complete examples would be the Waikato Regional Council (WRC) referencing the SDGs in their Strategic Direction statement and annual reporting. The SDGs are also embedded in their focus is on waste prevention and localised economy through their regional waste prevention plan. The WRC use the SDGs and their targets, as developed by the community-led Waikato Wellbeing Project, to measure progress towards its community outcomes.

Taking Sustainability Forward: The Regenerative Approach

14 Sustainability is often defined as meeting today’s needs without harming future generations (Brundtland Report, 1987). However, this approach tends to focus only on avoiding harm and prioritising human activity, overlooking the need to repair and improve the environment and the social and economic systems tied to it.

15 To address these gaps, regeneration is gaining more attention to move beyond traditional sustainability in its different iterations, which has often been limited to preserving resources or improving efficiency for human benefit and wellbeing. These are considered relatively degenerative approaches.

16 Regenerative thinking represents a new phase of sustainability. It is a future-focused and systemic way of creating a stronger connection between people and nature, while building thriving communities and addressing the root causes of environmental degradation and social and economic problems.

17 A regenerative approach takes on a holistic view and considers the interconnectedness of social, economic, and environmental systems. It can be tailored to fit the local context of Ōtepoti Dunedin. It would aim to guide actions that improve the conditions for both the communities and environment, relying on engaging stakeholders in partnerships to move forward to face long-term challenges.

18 In summary:

a) What is Regeneration? Traditional sustainability focuses on minimising harm, while regeneration aims to restore and improve natural, social, and economic systems.

b) Why it Matters: A regenerative approach helps communities thrive while addressing long-term challenges like environmental degradation and climate change.

c) Key Features: It is holistic, context-specific, and focused on creating positive impacts for both people and nature.

19 Figure one below illustrates a regeneration continuum distinguishing between degenerative (e.g., fossil fuel reliance) and regenerative (e.g., renewable energy flows) approaches. This is to move the dial beyond the standard do-no-harm sustainability position, with the opportunity for the SDGs to be a bridge towards regeneration.

Figure One: The SDGs as a bridge towards a regenerative future.

Adapted from the regenerative design framework (Wahl, in Sanford et. al., 2019)

Using the SDGs to develop a Regenerative Sustainability Framework (RSF) for DCC

20 This report seeks approval to continue developing the DCC’s sustainability framework based on a regenerative approach to the SDGs. While the SDGs provide a definition of the breadth of sustainability with their 17 interconnected goals, the regenerative approach provides the depth to the impact of their actions.

21 The Regenerative Sustainability Framework (RSF) will take a systemic view to sustainability that transitions from simply doing less harm to improving future enviro-social outcomes. It would include the key cultural dimension from Te Taki Haruru – the DCC Māori Strategic Framework.

22 If adopted, the RSF would be an organisation-wide responsibility to action and champion. The focus would be to align DCC’s strategies and activities to the RSF as well as acting and influencing at a local level.

23 It is proposed that DCC would use its local government role in embedding the RSF, such as through:

· Zero-carbon initiatives and renewable energy.

· Affordable housing and urban planning that integrates nature.

· Partnerships that enhance community resilience and wellbeing.

24 Other examples of where DCC strategies and plans are moving the sustainability needle forward include the Future Development Strategy (FDS) and Destination Ōtepoti. FDS notes that where practicable infrastructure should be designed, built, and operated in a way that restores the natural environment and cultural values. Destination Ōtepoti also references ‘regenerative tourism’ as a driver in the tourism industry.

25 The University of Otago has embraced the regenerative approach in its implementation of the SDGs by not accepting that doing less harm is enough, stating that they are taking a whole of system approach to succeed in their sustainability transition. This provides Council with a local, forward-looking example in adopting the SDGs as its sustainability framework.

26 Other sources of information DCC can draw upon include the Aotearoa New Zealand Sustainable Development Goals Summits. Aimed at meaningful change for the SDGs, they regularly bring together people from civil society, government, the business community, along with mana whenua and Pacific peoples, to shape an Aotearoa New Zealand response.

27 Table One provides possible examples of adapting the SDGs to a regenerative context with suggested local government actions, using some of the SDGs that were highlighted by Councillors at a recent workshop. This is not an extensive list.

Sustainable Development Goals	Regenerative Sustainability Lens to the SDGs	Examples of Localised Regenerative Actions (DCC in italics)
1 No poverty - End poverty in all its forms everywhere	· Local economies to regenerate resources. · Circulate wealth within communities.	· Target resources and services to build community resilience to shocks and disasters.
3 Good Health and Wellbeing – Ensure healthy lives and promote wellbeing for all at all ages	· Higher quality of life. · Improved wellbeing. · Integrated green spaces into urban areas.	· Urban planning and public transport partnerships to reduce air pollution; foster healthy lifestyles; prevent road traffic deaths. · Effective natural resource management and environmental protection to reduce soil pollution; reduce water pollution.
4 Quality education - Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all	· Learning principles of ecological literacy. · Zero-waste economy · Systemic thinking to solve challenges in conventional subjects.	· Integrated technical and vocational training into economic wellbeing strategy. · Partnerships to ensure training is valuable to labour market opportunities.
11 Sustainable cities and communities – Make cities and human settlements inclusive, safe, resilient, and sustainable	· Living habitats that grow alongside communities. · Low carbon city form. · Renewable energy and transport systems. · Productive Urban landscapes	· Support secure, accessible, appropriate affordable housing. · Define, identify, and protect tangible and intangible cultural heritage in our city. · Promote biodiversity and habitat corridors within the city · Utilise soft infrastructure to prevent flooding, maximise resilience and biodiversity
13 Climate action – Take urgent action to combat climate change and its impact	· Adopt net zero or carbon positive approach that also supports biodiversity. · Live in ways that respect environmental limitations. · Restore natural habitats · Enhance carbon sinks in forests, soils, and oceans. · Ensure communities and infrastructure are resilient to climate change impacts	· Integrate climate change adaptation and mitigation into all strategies, actions, and planning. · Reduce emissions to net zero. · Increase resilience to climate shocks that strengthens communities, builds biodiversity and recreational outcomes.
17 Partnership for the goals – Strengthen the means of implementation	· Collaborative partnerships that mirror nature’s interconnected networks. · Stakeholders work together towards the goal of regenerative sustainability.	· Facilitate partnerships within Council and between public sector, private sector, and civil society in our communities.

Table One: Possible examples of a regenerative focus to the SDGs and localised regenerative actions.

28 Figure Two summarises Council’s strategic framework with its commitments to regenerative sustainability and the Treaty of Waitangi.

Figure Two: A Regenerative Sustainability Framework for Council alongside Te Taki Haruru’s vision of “A thriving home, a thriving village”.

Options

Option One – Approve the development of a Sustainability Framework for Council that takes a regenerative approach to the United Nations Sustainable Development Goals

29 Under this option, Council agrees to progress the development of a Sustainability Framework for the Dunedin City Council by taking a regenerative approach to using the United Nations Sustainable Development Goals.

Debt

· No debt funding is required for this option.

Rates

· There are no impacts on rates.

Zero carbon

· If implemented, City-wide and DCC’s greenhouse emissions are likely to decrease given that this option sets the foundation to create a low carbon city form, zero-waste economy, and regenerate resources.

Advantages

· Opportunity to use the SDGs in a progressive, forward-looking systemic way rather than simply adopting them as they are without adapting them to recent directions in sustainability thinking and practice.

· Opportunity to include learnings from regenerative-infused sustainability frameworks developed by comparable cities.

· Opportunity to work with the University of Otago’s Sustainability Office on the development of the DCC’s Sustainability Framework

· Enables integration of Te Taki Haruru – Māori Strategic Framework, Council’s commitment to the Treaty of Waitangi, and the four wellbeing strategies into the DCC’s Sustainability Framework.

Disadvantages

· Requires repurposing of SDGs to a local regenerative context rather than straight adoption or simple alignment exercises of SDGs to current activities and services.

Option Two – Do not approve the development of a sustainability framework that takes a regenerative approach to the United Nations Sustainable Development goals

30 Under this option, Council agrees not to progress the development of a Sustainability Framework for the Dunedin City Council that takes a regenerative approach to using the United Nations Sustainable Development Goals.

Debt

· No debt funding is required for this option.

Rates

· There are no impacts on rates.

Zero carbon

· City-wide and DCC’s greenhouse emissions are likely to stay the same. Emissions may decrease if the Zero Carbon Policy is being implemented but possibly at a slower pace and scale compared to Option One.

Advantages

· Can simply adopt the SDGs as they are without having to adapt them to recent directions in sustainability thinking and practice.

Disadvantages

· Missed opportunity to demonstrate Council’s commitment to sustainability in a forward-looking systemic way.

· Missed opportunity to include learnings from regenerative-infused sustainability frameworks developed by comparable cities.

· Forgone opportunity to work with the University of Otago’s Sustainability Office to include regenerative approaches on the development of DCC’s Sustainability Framework.

· Missed opportunity to integrate Te Taki Haruru – Māori Strategic Framework, Council’s commitment to the Treaty of Waitangi, and the four wellbeing strategies into the DCC’s Sustainability Framework in a regenerative sense.

Next Steps

31 If Council adopts Option One, then to include the Sustainability Framework into the Wellbeing Strategies over the next six months staff will need to:

· Work with staff across DCC to develop the vision for regenerative sustainability that Te Taki Haruru is woven into.

· Work with staff across DCC on localised Regenerative Sustainability Goals that could apply for DCC.

· Work with partners to develop a joined-up regenerative understanding of the environmental, social, and economic domains.

32 If Council adopts Option Two, then staff will need to develop another type of sustainability framework based on the SDGs.

Signatories

Author:

Paul Cottam - Senior Policy Analyst

Rula Talahma - Senior Policy Analyst

Authoriser:

Nadia Wesley-Smith - Corporate Policy Manager - Acting

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 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	✔	☐	☐

Other strategic projects/policies/plans include: Zero Carbon Policy, South Dunedin Future work programme, Te Taki Haruru — Māori Strategic Framework, Procurement Strategy, and the Waste Minimisation and Management Plan.

Māori Impact Statement

Mana whenua and mātāwaka are partners in Te Taki Haruru, the DCC’s Māori Strategic Framework, and in its Strategic Refresh work programme, which includes developing a sustainability framework.

The principles of Te Taki Haruru include: Autūroa — the natural world being enduring and ancient. Its key intention is mana — personal and collective power and authority drawn from ancestral whakapapa and traditions; Auora — with wellbeing as is essence, and the key value of mauri. Mauri is defined as life force and teaches us about the need to respect and care for all things; and Autaketake, which refers to wairuataka, the holistic wellbeing of the individual and of the collective. Its defining intention is tapu and noa, which provide an element of safety over an activity or resource.

Developing the Sustainability Framework provides DCC with an opportunity to demonstrate its commitment to the Treaty of Waitangi.

Sustainability

The development and adoption of a sustainability framework for the city will promote the social,

economic, environmental, and cultural wellbeing of communities in the present and for the future. It

will do this by clarifying the interpretation and measures of sustainability and promoting consistent application of the sustainability framework.

Zero carbon

If the Sustainability Framework is adopted and implemented afterwards, it is expected that city-wide and DCC greenhouse gas emissions are likely to decrease as intended.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The Strategic Refresh, which includes a sustainability framework, will directly impact on the 9-year plan 2025-2034.

Financial considerations

There are no financial implications.

Significance

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

Engagement – external

DCC staff have engaged with the Sustainability Office at the University of Otago in preparing this report.

Engagement - internal

This report has been prepared by the Corporate Policy team with input from the Zero Carbon team. Discussion was also held with the business, transport, waters, and parks teams.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There is no conflict of interest.

Community Boards

The Sustainability Framework will apply to Community Board areas as part of Dunedin City.

Council

10 December 2024

Community Led Resource Recovery and Construction Industry Waste Reduction Update

Department: Waste and Environmental Solutions

EXECUTIVE SUMMARY

1 The establishment of three community-led resource recycling centres and enabling construction waste to be reduced, reused and recycled are action areas in the Zero Carbon Plan 2030.

2 This report updates Council on engagement undertaken with Ōtepoti Dunedin community organisations and groups, and additional research, on the establishment of community-led resource recovery hubs.

3 This report also updates Council on engagement with the construction and demolition industry and research undertaken to understand the scale of construction and demolition waste in Dunedin and waste minimisation opportunities in the sector.

4 Community engagement has been undertaken over the past 12 months, leading to the establishment of a network of local community organisations working in community-based waste minimisation, known as the Ōtepoti Waste Minimisation Network.

5 Engagement with the Construction and Demolition (C&D) industry has been undertaken over the past 12 months which has led to local case studies, networking opportunities and educational collateral being developed.

RECOMMENDATIONS

That the Council:

a) Notes the Community Led Resource Recovery and Construction Industry Waste Reduction Update

BACKGROUND

6 The DCC has a responsibility under the Waste Minimisation Act 2008 (WMA) to ‘promote effective and efficient waste management and minimisation’ and must have a waste management and minimisation plan (WMMP).

7 The current (2020) Waste Minimisation and Management Plan has been revised and updated. The revised draft WMMP was presented to Council at its meeting of 30 October 2024 seeking approval for public consultation –

Moved (Cr Jim O'Malley/Cr Kevin Gilbert):

That the Council:

a) Approves the proposed draft Waste Management and Minimisation Plan 2025 for public consultation, following a Special Consultation Procedure.

b) Approves: The proposed draft Waste Management and Minimisation Plan 2025 to be publicly consulted on alongside the 9 Year Plan.

c) Authorises the Chief Executive to make any minor editorial changes to the draft Waste Management and Minimisation Plan 2025 and associated consultation documents.

d) Decides:

i) To publicly consult on the proposed draft Waste Management and Minimisation Plan 2025.

ii) To appoint members to a hearings panel for the public consultation.

iii) If any further amendments should be made before the draft WMMP 2025 is presented for public consultation.

e) Notes the Summary of Information, Summary of Engagement, Statement of Proposal, Consultation Method, the submission feedback form, and drop-in schedule which are attached to this report, and will be used as part of the public consultation. The Otago Regional Waste Assessment 2023 will be notified with the Statement of Proposal.

Division

The Council voted by division

For: Crs Bill Acklin, Sophie Barker, David Benson-Pope, Christine Garey, Kevin Gilbert, Carmen Houlahan, Marie Laufiso, Cherry Lucas, Mandy Mayhem, Jim O'Malley, Steve Walker, Brent Weatherall, Andrew Whiley and Mayor Jules Radich (14).

Against: Cr Lee Vandervis (1).

Abstained: Nil

The division was declared CARRIED by 14 votes to 1

Motion carried (CNL/2024/193)

8 The draft WMMP has specific focus areas, including one on community-based resource recovery and one on the reduction of construction and demolition waste. The draft WMMP incorporates feedback from the initial direct stakeholder engagement, plus waste minimisation actions that are identified in DCC’s Zero Carbon Plan.

9 The DCC’s Zero Carbon Plan 2030 was adopted by Council in 2023. A key Shift in the Zero Carbon Plan is to “Divert more waste from landfill”. It identifies actions relating to resource recovery, resource circularity and collaborative action with community.

10 The Zero Carbon Plan states that the “DCC will partner with communities to initially establish three community led resource/recycling centres and to investigate the feasibility of establishing a wider network”. It also states that the “DCC will develop a central city location for recyclable materials and sale of diverted items (rummage store)”.

11 Further, the Zero Carbon Plan states that the “DCC will support design, demolition, and construction industries to reduce waste. The DCC will also work to increase the city’s ability to store, process, and reuse construction and demolition waste”.

12 To progress these actions, in 2023 two fixed term positions were created. One is to engage the community to gain an understanding of the community’s aspirations regarding community-led waste minimisation and resource recovery, explore current local approaches and research existing models locally and nationally for best practice examples. The other role is focussed on connecting and engaging with construction industry stakeholders, to highlight and disseminate good practice, and to identify and support actions and solutions. through development of a detailed business case.

13 This information will be used to prepare a costed Business Cases for a) the establishment of up to three community based and community led Resource Recovery Centres, and b) initiatives to support C&D waste reduction and diversion and identification of facilities and infrastructure required to enable the C&D sector to meaningfully reduce waste.

DISCUSSION

Community led resource recovery

14 A solid waste audit was undertaken in 2022 to help inform an Otago Regional Waste assessment. The assessment found there are opportunities to improve waste minimisation in the city through partnership with community-based resource recovery.

15 The Waste assessment 2022 proposes a “hub and spoke” network of Resource Recovery Centres (RRC) linked to Resource Recovery Parks (RRP) as the ideal model, as shown in Fig 1. below.

16 As part of the Waste Futures project, construction and commissioning of a Resource Recovery Park (RRP) at Green Island has commenced. In this model, the RRPs are at the centre of the network. RRCs form the primary nodes where most of the material is dropped off and consolidated locally.

17 Nationally, many RRCs start off as local transfer station sites that are upgraded and re-purposed to have a predominant focus on resource recovery. RRCs are often run by the community and serve to engage, educate, and empower the local communities to not only recover materials but extract and apply the value of those materials for community benefit. A successful local example is the One Coast RRC based at the Waikouaiti transfer station.

18 Community-led resource recovery can have other benefits such as job creation and strengthened community networks and social cohesion.

Progress to date

19 Since November 2023, the following activity has been undertaken:

· In person meetings with a wide variety of local Ōtepoti Dunedin based community groups and waste minimisation related organisations to understand how they work, what challenges, opportunities, and requirements they have. Additionally, meeting with local funding representatives to socialise community-led responses to waste minimisation.

· Participation workshop with 25 groups and organisations represented.

· Individual meetings with a variety of organisations to understand how RRCs operate and understand example models nationally, plus desktop research conducted on existing operational models elsewhere in New Zealand.

· A network building hui in May, with over 45 attendees. This hui provided an opportunity for presentations, followed by visioning exercises that led to the creation of the Ōtepoti Waste Minimisation Network (OWMN).

· Regular OWMN newsletters created and distributed to the network sharing news, events, opportunities for collaboration and sharable content to disseminate to the wider community.

· Ongoing liaison with groups providing advice for collaborative projects, guidance on waste minimisation practices, networking, and collaboration opportunities.

· Establishment of a network working group of representatives from the OWMN.

· Planning and implementation of a fortnightly podcast – ‘REthinking Waste – from recycling to resources in Ōtepoti Dunedin’. There have been 5 episodes broadcast, 10 pre-recorded with a total of 26 episodes over 12 months.

20 The themes that have emerged from the community engagement and research into what makes community based and community led RRCs successful include:

· affordable, accessible location

· long-term funding and support partnership

· developing capability and capacity of community-based staff

· flexibility in operating model to respond to changing community need and new revenue stream opportunities

· capacity to expand offering across all the Rs, i.e., recovery, recycling, reuse, repair, refill, plus education aimed at refuse and rethink

· ability to capture and share waste diversion data to support DCC’s waste minimisation efforts

· establishing a network of operators to share data, innovation and ideas and support.

21 The next phase of work is to collate all the data and community feedback gathered and use that to inform a costed-up Business Case for the establishment of up to three community based and led Resource Recovery Centres.

22 The Business Case will be presented to the Infrastructure Services Committee by the end of June 2025. This will also allow time for the feedback on the draft WMMP to be considered and incorporated into the Business Case.

Construction and Demolition industry waste reduction

23 It has been estimated that 4.5 tonnes of material are wasted for every new residential build in New Zealand, which equates to a cost of over $31,000 per home (2015 figures). Around 15% of materials arriving on site are likely to be wasted, whether through off-cuts arising from design decisions, or through over-ordering of components. Nationally, it is estimated that over 40% of all waste to landfill comprises construction and demolition (C&D) material.

24 To improve the reliability of data and evidence around C&D waste generation, disposal, and diversion, a national C&D waste baseline measurement and tracking methodology has been commissioned. The final report is due to be released by the Ministry of the Environment in early 2025 and will provide the evidence base for future national policy and regulatory work.

25 A solid waste audit was undertaken in November 2022 to inform the Otago Regional Waste Assessment. This indicated that a total of 57 tonnes currently classified as C&D waste is disposed of at Green Island landfill every week, of which around 72% is timber waste and 10% is rubble (including plasterboard).

26 Green Island only accounts for an estimated 15% of the total C&D waste to Dunedin landfills. The remainder goes elsewhere, including a privately owned C&D landfill at Burnside. Commercial data is not publicly available for privately owned and managed landfills.

27 The design for Resource Recovery Park at Green Island provides for a C&D sorting pad, with construction expected around 2026-27.

Progress to date

28 Since November 2023, the following activity has taken place:

· On-going engagement with the local construction sector.

· Engagement with national industry organisations and the tertiary sector.

· Networking list of construction companies, architects, waste operators, retailers, and industry associations created.

· Establishment of a dedicated C&D webpage.

· A C&D breakfast event, with guest speakers from Naylor Love and Cook Brothers, which was attended by 30 people.

· Terms of reference developed for a C&D cross-sector working group, which currently has 17 members. There have been two meetings of the working group, and a third is planned.

· Ongoing liaison with council staff working on related projects.

· Establishment of an internal staff advisory group to ensure a joined-up approach to C&D waste actions (building services, property projects, procurement), and synergies with the zero carbon investment plan and the building incentives project.

29 The next phase of work is to collate all the data and construction sector feedback gathered and use that to inform a costed-up Business Case to inform strategic investment in infrastructure required to support the reduction of C&D waste, and on-going support for the sector.

30 To assist in the creation of the business case, further trials and case studies are planned in collaboration with construction industry partners.

31 The Business Case will be presented to the Infrastructure Services Committee by the end of June 2025. This will also allow time for the feedback on the draft WMMP to be considered and incorporated into the Business Case.

OPTIONS

32 As this is a noting report, there are no options.

Zero carbon

· Diversion of waste is a Key- Shift in the Zero Carbon Plan.

· The establishment of up to three community-led Resource Recovery Centres is an Action Area in the Zero Carbon Plan.

· Support for design, demolition, and construction industries to reduce waste and for the DCC to increase the city’s ability to store, process, and reuse construction and demolition waste is an Action Area in the Zero Carbon Plan.

NEXT STEPS

33 Staff will prepare Business Cases for a) the establishment of up to three community-led Resource Recovery Centres in Dunedin and, b) Strategic investment into the reduction of construction and demolition waste in Dunedin.

34 The Business Cases will be presented to the Infrastructure Services Committee before the end of June 2025.

Signatories

Author:	Chris Henderson - Group Manager Waste and Environmental Solutions
Authoriser:	Scott MacLean - General Manager, Climate and City Growth

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 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	✔	☐	☐

This work contributes to the Zero Carbon Policy and Zero Carbon Plan, the Emissions Management and Reduction Plan and Waste Management and Minimisation Plan 2020.

Māori Impact Statement

Local rūnaka representatives have participated in workshops. A mana whenua representative is on the working party of the WMMP review. The concepts of community-led practice, collaboration, social inclusion and wellbeing, and environmental protection and care align with Te Ao Māori principals.

Sustainability

Reducing waste to landfill will support decreasing emissions. Collaborative and shared resourcing to manage resource recovery makes the process more efficient and reduces the use of fossil fuels for the transportation of materials. Local resource recovery increases community resilience.

Zero carbon

The establishment of up to three community-led Resource Recovery Centres is an Action Area in the Zero Carbon Plan. Support for design, demolition, and construction industries to reduce waste and for the DCC to increase the city’s ability to store, process, and reuse construction and demolition waste is an Action Area in the Zero Carbon Plan

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no financial implications from this noting report.

Financial considerations

As this is a noting report, there are no financial considerations.

Significance

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

Engagement – external

Engagement has been undertaken with a wide array of community groups and organisations and construction sector representatives.

Engagement - internal

Internal engagement has been undertaken with the Zero Carbon, Waste and Environmental Services, Building Services, Property Services and Procurement teams.

Risks: Legal / Health and Safety etc.

There are no risks associated with this noting paper.

Conflict of Interest

No conflicts of interests identified.

Community Boards

Waste reduction, resource recovery and reuse initiatives are of interest to all Community Boards.

Council

10 December 2024

Lawn Bowling Facilities, Options and Assessment

Department: Parks and Recreation

EXECUTIVE SUMMARY

1 This report deals with a proposal to create a lawn bowls hub at the Dunedin Lawn Bowls Stadium by development of one and a half artificial outdoor bowls greens on part of the Chisholm Park Recreation Reserve. This project will be funded by the bowls community and on completion will allow the management of the stadium facility and these new outdoor greens under one administration. A new lease to The Dunedin Lawn Bowls Stadium Incorporated (DLBS) will be executed with the Council.

2 Negotiations to facilitate the re-development of the former Tainui Bowling Club area back to a bowls use started in earnest in 2021 following preparation of an independent Feasibility Investigation. This has resulted in a proposal to develop artificial outdoor bowling greens and associated facilities as shown in the Concept Plan at Attachment A.

3 An Agreement to Lease has been developed to help guide the bowls community as it plans and funds the project. This includes recognition that once the development of the outdoor bowling greens has been completed, the management of the outdoor bowling facilities and the existing indoor lawn bowls stadium will come under the management of DLBS.

4 To assist with progressing this matter, Parks and Recreation has undertaken a public notification process, notifying the public that the Council has intention to permit the bowls development and to grant a lease of part Chisholm Park Recreation Reserve to DLBS. Several submissions in support of the proposal were provided, while no objections were received.

5 The development of the artificial outdoor bowling greens and facilities will be funded and implemented by the bowls community.

6 Following the completion of the development works, a new lease of part Chisholm Park Recreation Reserve incorporating both the existing indoor bowls stadium and the new outdoor bowls greens and associated facilities will be issued to The Dunedin Lawn Bowls Stadium Incorporated. This lease will be for an initial term of 10 years. See aerial photo of proposed lease area at Attachment B.

RECOMMENDATIONS

That the Council:

a) Notes the information contained in this Report.

b) Notes that public notification of Council’s intention to permit the bowls development and grant a lease of part Chisholm Park Recreation Reserve has been undertaken with no submissions in opposition received.

c) Approves the terms of the Agreement to Lease to be executed between The Dunedin Lawn Bowls Stadium Incorporated, Andersons Bay Bowling Club and the Council.

d) Approves the development of part of the Chisholm Park Recreation Reserve for artificial outdoor bowls greens and associated facilities.

e) Approves the granting of a ten (10) year lease of part Chisholm Park Recreation Reserve incorporating the existing indoor bowls stadium and outdoor bowls greens and associated facilities to The Dunedin Lawn Bowls Stadium Incorporated upon completion of the development and amalgamation of the Andersons Bay Bowling Club and The Dunedin Lawn Bowls Stadium Incorporated.

BACKGROUND

7 Discussions to reinstate bowls at the former Tainui Bowling Club site had been held since 2019, with a focus on linking the outdoor sport with the existing indoor bowls stadium. It was also important to ensure that this could be achieved without disruption to the long-established adjacent site currently leased to Tainui Croquet Club Incorporated. An independent feasibility investigation was carried out in mid-2021 which indicated a development was possible at this site.

8 Around 2021, the Andersons Bay Bowling Club (ABBC) identified an opportunity for it to relocate alongside the Dunedin indoor bowls stadium and to strengthen the support of the sport of bowls. ABBC decided to sell its existing club facilities and land at 31 Bayfield Road, Andersons Bay, and use the sale proceeds to fund the new artificial greens and facilities at the former Tainui Bowling Club site.

9 ABBC in early 2024 entered into a conditional Sale and Purchase Agreement and the settlement funds will be used to substantively finance and facilitate the new outdoor greens development works. The expectation is that ABBC and DLBS will amalgamate to continue as DLBS.

10 The available land and requirements for the sport of bowls mean that one and a half outdoor artificial bowls greens can be accommodated on the land along with modest support facilities (toilets, locker room and storage). These facilities will be supplemented by use of existing facilities already present at the stadium. There would also be provision for a new toilet facility on the croquet club side to replace the club’s current hired portaloo facility.

DISCUSSION

11 A concept plan has been prepared to construct one and a half outdoor synthetic bowls greens of tournament standard and associated facilities. ABBC and DLBS will jointly undertake the bowling greens and facility development work and they have engaged a project manager for the development.

12 Before the development stage of the project can commence however, the Council is required to consider this proposal and provide its decision on the following matters:

a. Approval of the terms of the Agreement to Lease. See Agreement to Lease at Attachment C.

b. Support for and approval of ABBC and DLBS’s artificial outdoor greens and facilities development proposal on part of Chisholm Park Recreation Reserve and,

c. Approval to grant a lease to DLBS for a ten (10) year term once the development work has been completed and ABBC has amalgamated with DLBS. Attachment D. shows the draft lease.

NB: the current lease from Council held by the DLBS for the adjacent indoor bowls stadium site will be surrendered at the same time the new lease comes into effect. The new lease will be for both the new development site and the indoor bowls stadium site.

OPTIONS

Impact assessment

Debt

No debt funding is required for this option. The development is being undertaken by the bowls groups.

Rates

There are no rate funding impacts expected.

Zero Carbon

This option aligns with the Zero Carbon Policy as the proposal is likely to decrease city-wide and Council emissions. Emissions reductions are likely to be driven by less maintenance requirements and less waste and reduction of fossil fuel consumption.

Option One – Recommended Option

7 This option supports the proposal to develop part of Chisholm Park Recreation Reserve for use by lawn bowls with construction of one and a half artificial bowling greens and associated facilities and confirms the intention to grant a lease to The Dunedin Lawn Bowls Stadium Incorporated.

Advantages

· An area of brown fields reserve land is re-developed for a community sporting use alongside existing sporting activities in the same locality (indoor bowls, croquet and golf) effectively creating a lawn sports hub.

· The proposed development and subsequent lease will strengthen the sport of lawn bowls in Dunedin by locating an outdoor bowls club alongside the existing indoor bowls facility and through the shared use of new and existing facilities.

Disadvantages

· Not allowing the re-development would stop the Andersons Bay Bowling Club relocating to the reserve thereby removing opportunity for The Dunedin Lawn Bowls Stadium Incorporated to strengthen and sustain its activities.

· Not proceeding would mean the lawn sports hub would not eventuate.

Option Two – Status Quo

13 This would involve either seeking a new user for the land, which would still require development to be undertaken or the land would remain as open green space, in the interim.

Advantages

· There are no clear advantages from not proceeding with the development of artificial outdoor bowling greens and confirmation of a new lease.

Disadvantages

· The Council will have the costs of maintaining the reserve land in clean and tidy condition while other options and opportunities are investigated.

NEXT STEPS

14 If the recommendations above are confirmed, then arrangements will be made to inform the various parties to the proposed development and to arrange finalisation and execution of the Agreement to Lease.

Signatories

Author:

Owen Graham - Senior Leasing and Land Advisor

Authoriser:

Heath Ellis - Acting Group Manager Parks and Recreation

Jeanette Wikaira - General Manager Arts, Culture and Recreation

Attachments

	Title	Page
⇩a	Concept Plan new outdoor bowls greens Chisholm Park Rec Reserve	259
⇩b	Aerial photo of proposed lease area Dunedin Lawn Bowls Stadium Inc.	260
⇩c	Agreement to Lease reserve land to Dunedin Lawn Bowls Stadium Inc.	261
⇩d	Draft Lease Dunedin Lawn Bowls Stadium Inc. Chisholm Park Rec Reserve	333

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 well-being of communities in the present and for the future. The recommended option we see vacant reserve land re-purposed for sport and recreational use.

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	☐	☐	☐

Development of this land will consolidate both outdoor bowls (on an artificial surface) with the popular indoor bowls stadium alongside the existing croquet and golf clubs in a lawn sports hub.

Māori Impact Statement

Developing relationships with Mana Whenua provides the DCC with an opportunity to demonstrate its commitment to the Treaty of Waitangi. As part of this work and as a matter of courtesy, staff will inform the Chair of Te Rūnanga o Ōtākou of this development.

Sustainability

The redevelopment of this vacant area of reserve for sport and recreational use for bowls will support the viability of the existing indoor Lawn Bowls Stadium. The development of an artificial outdoor bowls surface will remove the requirements for mowing and use of chemicals required for traditional grass greens and provide a long-life facility for the sport.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no anticipated implications for the LTP or Annual Plans.

Zero Carbon

This option aligns with the Zero Carbon Policy as it is likely to decrease city-wide and Council emissions. Emissions reductions are likely to be driven by less maintenance requirements and less waste and reduction of fossil fuel consumption.

Financial considerations

No immediate costs other than those in-house costs to formalise the new lease arrangement.

Significance

The decision has been assessed as being of low significance under Council’s Significance and Engagement Policy.

Engagement – external

The Council has engaged with representatives of the two bowls groups and the croquet club and their various advisors.

Engagement - internal

Parks and Recreation Senior Leadership Team and Council’s in-house Legal team

Risks: Legal / Health and Safety etc.

There are no material risks associated with the decisions.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The land to be developed and leased is not located within a Community Board area.

Council

10 December 2024

Gift of Land at Portobello from The Otago Peninsula Agricultural and Pastoral Society

Department: Parks and Recreation

EXECUTIVE SUMMARY

1 This report deals with the gifting of approximately 1.1735 hectares of land owned by The Otago Peninsula Agricultural and Pastoral Society (the Society) to the Council. This land is shown on Attachment A (the Land).

2 Negotiations to transfer ownership of the Land to the Council started in 2019 and have been formalised in an Agreement for Sale and Purchase executed on 8 July 2024 that records the terms for the land transfer to the Council (the Agreement). A copy of the Agreement is attached as Attachment B.

3 The Agreement is conditional on the elected Council:

a. Approving the terms of the Agreement;

b. Passing a resolution to declare the property as a reserve under section 14 of the Reserves Act 1977;

c. Passing a resolution to classify the property as a recreation reserve under section 16 of the Reserves Act 1977; and

d. Notifying the Society in writing of the approval within one year from the date of the Agreement.

4 The Agreement entitles the elected Council to grant or withhold its approval at its discretion and without giving any reason.

RECOMMENDATIONS

That the Council:

a) Notes the information contained in this Report.

b) Approves the terms of the Agreement for Sale and Purchase executed between The Otago Peninsula Agricultural and Pastoral Society and the Council (as varied by the Deed of Variation) and accepts the gift of land.

c) Authorises the public notification of Council’s intention to declare the land referred to in the Agreement for Sale and Purchase as a recreation reserve under section 14 of the Reserves Act 1977.

BACKGROUND

5 The Society has leased the Land, which adjoins the Portobello Domain, to the Council for recreational purposes since 1 July 2009. That lease included the option for Council to acquire the Land should the Society no longer wish to retain it.

6 The Land comprises 11 parcels held in 9 separate land titles and is immediately adjoining the Portobello Domain (see Attachment A). In earlier times the Land was used for community purposes associated with the Society’s activities and by the Peninsula Pony Club (now based elsewhere).

7 The Society has had declining membership for many years and recognised it no longer had use for the Land.

8 The Agreement will see the Land gifted to the Council for a purchase price of $1.00. The gifting is conditional on:

a. the Council approving the terms of the Agreement; and

b. the Land becoming recreation reserve subject to the Reserves Act 1977 for the general benefit of the Portobello community.

9 The Agreement records that the Council will also take ownership of minor improvements on the Land, such as fencing and a shed.

DISCUSSION

10 The offer of the gift of Land is considered by officers to be in the best interests of the Society and of the community. The Land will require attention to bring it up to public open space use standards from its present ‘horse paddock’ condition.

11 Accepting the gift of Land will provide a valuable recreational extension to the Portobello Domain which it adjoins. The Domain is owned and administered by the Council and offers sports fields and a pump track. A potential future use may be for development of a Peninsula Dog Park on part of the Land, although this is yet to be fully considered.

12 The gifted Land is located within the prohibition on camping area for the Portobello locality, as specified in Council’s Camping Control Bylaw 2015 - Schedule A - Prohibited camping area’ and shown in Map 10 of the bylaw.

13 This prohibition however does not mean that no camping (including freedom camping) can occur in the Portobello locality, as has occurred in the past. The bylaw affords to Council a power of discretionary consent. That consent may be granted in specific cases, where the Council considers that granting of that consent would not be contrary to the purpose of the bylaw and may be granted with or without conditions, at the absolute discretion of the Council.

14 The Society has been contacted about the discretionary consent provision in the Camping Control 2015 bylaw, and has confirmed that, for major or special events such as occurred in 2011 with the Rugby World Cup, it accepts that the Land may have value for temporary freedom camping, and the Society is satisfied that Council will use its discretion appropriately.

15 The Agreement initially stated that the Council will ensure that no camping (including freedom camping) is permitted on the land once the Land is transferred to the Council. The Council has subsequently entered into a Deed of Variation (Attachment C) to vary the Agreement to record that the Society acknowledges that once the property has been transferred, freedom camping will not be permitted on the land, unless a discretionary consent has been granted under the Camping Control Bylaw 2015 or any other bylaw made in substitution or any legislation.

16 The 2024 draft Reserve General Policies Management Plan includes an - Appendix E – Areas where Permission for Camping may be Granted. This appendix anticipates that there may be occasion when Council requires the discretion to consent to camping (including freedom camping) in some locations. Accordingly, it has listed several locations in Appendix E. where this discretion may be applied. One of those areas specifically is Portobello Domain.

17 Gifting of land to Council for reserve purposes is an infrequent occurrence. The currently operative Reserve General Policies Management Plan, March 2005 does not contain a formal Policy on acquisition of land including from gifting.

The 2024 draft Reserve General Policies Management Plan has addressed this gap by including a new Policy – 2.4.2 Land Acquisition and Disposal which incorporates gifting of land to Council. This updated policy is currently being considered by Council and is on the agenda.

18 In relation to mana whenua engagement. It was known the land was not obtained by the Otago Peninsula Agricultural and Pastoral Society from the Crown. Consultation has occurred with Te Rūnaka o Ōtākou Chair. It has been confirmed that as the land did not come from a Crown body, it does not fall under the Ngai Tahu Right of First Refusal (RFR) process in the Ngai Tahu Claims Settlement Act 1998.

19 Before the Council can resolve to declare the Land to be held as recreation reserve, there is a public notification requirement in section 14(2) of the Reserves Act 1977 to be met. Once the public notification process has been completed and the Council has considered all objections (if any), the Council may resolve to:

a. Declare the Land as a reserve under section 14(1) of the Reserves Act 1977; and

b. Classify the Land as a recreation reserve under section 16(1) of the Reserves Act 1977, under a delegation from the Minister of Conservation.

20 Should the Council pass both of these resolutions, the resolutions would then be gazetted, and the Council and the Society can proceed to settle the Land gifting.

OPTIONS

Impact assessment

Debt

No debt funding is required for this option.

Rates

There are no rate funding impacts expected.

Zero Carbon

The expected impact of this option aligns with the Zero Carbon Policy as it is unlikely to increase as the use of the land will not alter significantly from the present land use.

Option One – Recommended Option

21 This option confirms acceptance for the gifting of the Land and authorises public notification of the intention to declare the Land to be recreation reserve subject to the Reserves Act 1977.

Advantages

· The community benefits from additional reserve land in Portobello and the ability to enhance the existing range of recreational opportunities in this locality.

Disadvantages

· The Council will be responsible for all costs in relation to the Land.

Option Two – Status Quo

22 This would involve either seeking a new lease from the Society (although the Society is winding up) or the land being offered by the Society on the open market.

Advantages

· The Council will not have any costs in relation to the Land.

Disadvantages

· The Portobello Domain Recreation Reserve retains its current form and size, and recreational opportunities in this locality remain somewhat limited.

NEXT STEPS

23 If the recommendations above are confirmed, then arrangements will be made to undertake the public notification of the intention to declare the Land to be recreation reserve subject to the Reserves Act 1977 and receive any submissions.

Signatories

Author:

Owen Graham - Senior Leasing and Land Advisor

Authoriser:

Heath Ellis - Acting Group Manager Parks and Recreation

Jeanette Wikaira - General Manager Arts, Culture and Recreation

Attachments

	Title	Page
⇩a	Aerial photo showing Otago Peninsula A&P Society land to be Gifted to DCC	356
⇩b	Executed ASAP The Otago Peninsula Agricultural & Pastoral Society land gift to DCC	357
⇩c	Executed Deed of Variation The Otago Peninsula Agricultural & Pastoral Society land gift to DCC	381

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

The recommended option relates to the provision of new land for public recreational use

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	☐	☐	☐

Acquiring this land will add to the opportunities for passive and active recreation in this rural setting.

Māori Impact Statement

The Otago Peninsula Agricultural and Pastoral Society land was considered at a meeting at a Te Rūnaka o Ōtākou hui in relation to the Ngāi Tahu Right of First Refusal (RFR) process under the Ngāi Tahu Claims Settlement Act 1998. As the Otago Peninsula Agricultural and Pastoral Society land has not come from a Crown body, the gifting of the land and transfer of ownership to DCC would not trigger a RFR process. Staff have discussed this report with the Chair of Te Rūnaka o Ōtākou and they are aware of this potential land gift to the DCC.

Sustainability

The extension of the Portobello Domain through acquiring the land will provide the ability to consider new recreational activities and uses for the land otherwise not presently possible in this location.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

None at this time.

Future uses once identified may require recognition through subsequent LTP or Annual Plans.

Zero Carbon

The expected impact of this proposal aligns with the Zero Carbon Policy and it is unlikely to increase greenhouse gas emissions as the use of the land will not alter significantly from the present land use as pasture and open space.

Financial considerations

No immediate costs other than those required to effect the transfer of ownership should approval be given to accept the land gifting.

Significance

The decision has been assessed as being of low significance under Council’s Significance and Engagement Policy.

Engagement – external

The Council has engaged with the Trustees of The Otago Peninsula Agricultural and Pastoral Society

Engagement – internal

Council’s Chief Executive Officer, Parks and Recreation Senior Leadership Team and Council’s in-house Legal team

Risks: Legal / Health and Safety etc.

There are no material risks associated with the decisions.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The land to be gifted is located within the Otago Peninsula Community Board area.

The Community Board is aware of the proposed gift of land and supports the purchase.

Council

10 December 2024

Unitary Authority

Department: Corporate Policy

EXECUTIVE SUMMARY

1 The purpose of this report is to outline options for advancing discussions regarding a possible unitary authority for Otago.

2 Key aspects of how Council and other Otago local authorities currently operate that could inform these discussions include:

a) Identifying existing areas of collaboration and co-operation,

b) Exploring opportunities for combined or shared services, standardised systems, and enhanced capabilities, and

c) Addressing potential joint operational efficiencies.

3 These discussions could take various forms, such as:

a) An initial meeting of elected council members from councils in Otago,

b) Engagement through the Mayoral Forum,

c) Establishing a Joint Committee, or

d) Creating a Working Party of interested councils.

RECOMMENDATIONS

That the Council:

a) Considers the options outlined in the report.

BACKGROUND

4 At its 27 August 2024 meeting, in accordance with Standing Order 26.1, a notice of motion was received from Cr Kevin Gilbert.

Moved (Cr Kevin Gilbert/Cr Cherry Lucas)

That the Council:

a) Requests a high-level staff report on options for progressing discussions about a possible unitary authority for Otago;

b) Notes these options include but are not limited to establishment of Joint Committee to progress the discussion of a Local Government Act 2002 s17A review;

c) Notes that on receipt of the report, Council may need to consider resourcing requirements to progress the preferred option;

d) Requests the report by December 2024.

Division

The Council voted by division.

For: Crs Bill Acklin, Sophie Barker, Kevin Gilbert, Cherry Lucas, Mandy Mayhem, Jim O'Malley, Lee Vandervis, Brent Weatherall, Andrew Whiley and Mayor Jules Radich (10).

Against: Crs David Benson-Pope, Christine Garey, Carmen Houlahan and Marie Laufiso (4).

Abstained: Nil.

The division was declared CARRIED by 10 votes to 4.

Motion carried (CNL/2024/162)

5 The Local Government Commission (the Commission) is responsible for making decisions on the structure and representation of local government in New Zealand. Under the Local Government Act 2002 (the Act), the purpose of local government reorganisation is to promote good local government by enabling and facilitating improvements to local governance (s24AA), in line with the purpose of local government (s10).

6 Section 24 of the Act on local government reorganisation lists the thirteen matters that can be considered. These include the provision of a unitary authority (i.e., a territorial authority that has the responsibilities, duties, and powers of a regional council conferred on it). The Act contains a set of reorganisation objectives along with a list of further considerations for the Commission in deciding whether to adopt a reorganisation plan (Schedule 3; clauses 10, 12).

7 Following amendments to the Act in 2019, one or more local authorities may develop and adopt a reorganisation plan to submit to the Commission as a local authority-led reorganisation application. The reorganisation objectives would still need to be met in the application, along with a report from each affected local authority that would need to record:

· that local authority’s unconditional support for the plan;

· the public consultation undertaken by that local authority;

· the themes and outcomes of that consultation.

8 Prior to the Act being amended there were three reorganisation proposals leading up to 2019 to form a unitary authority (Northland, Hawkes Bay, and Wairarapa), with all of them being declined. Since the Act was amended there have been no applications to the Commission requesting the creation of a unitary authority.

DISCUSSION

9 There are a range of methods that could be used to progress the Councils resolution to consider a Unitary Authority or collaboration options. These are discussed below.

Section 17A Review

10 Under the Act, a local authority must review the cost-effectiveness of the delivery of its infrastructure, services, and regulatory functions every six years (s17A), although not in situations where the potential benefits of a review do not justify the costs of undertaking it.

11 Options that must be considered under a s17A review for the governance, funding, and delivery of services include delivery by another local authority, and delegating responsibility for governance and funding to a joint committee or other shared governance arrangement.

12 Council last took part in a s17A review seven years ago that was undertaken by the Otago Regional Council on behalf of the Otago territorial authorities. Since then, there have been a range of cost-effective related developments, partnerships, and collaborations.

13 These include the current ‘Local water done well’ reforms, the Otago Southland Regional Land Transport Plan, the Otago Regional Waste Assessment, the Otago Civil Defence and Emergency Management Joint Committee, and the Future Development Strategy.

14 Otago councils also work together at the staff level during local authority elections. In this light it would need to be identified what would be covered in a s17A review and the potential benefits of carrying one out.

Joint Committees

15 Joint committees are a way to explore common issues between local authorities and do not have to be related to a s17A review. An agreement to appoint a joint committee with another local authority under the Act (Schedule 7, clause 30A), must specify the terms of reference of the committee and what responsibilities (if any) are to be delegated to the committee by each local authority. At a general level, this could initially include among other matters the potential for strategic planning, policy, and regulatory decision-making to be more integrated, consistent, and more easily understood. This would especially be in areas where there are currently shared responsibilities e.g., transport and spatial planning.

16 A joint committee appointed in this way under the Act is deemed to be both a committee of the appointing local authority and a committee of each other local authority that has appointed members to the committee.

Potential matters to explore

17 Given the above context discussions for Council with other councils in Otago about a possible unitary authority for the region could include:

· Examining areas of collaboration and working together that are already occurring.

· The efficacy and purpose of s17A reviews for Council.

· Involving mana whenua in discussing how best to meet Māori needs in any reorganisation.

· Identifying issues of mutual interest and potential collaboration.

· Potential for combined or shared services, common systems and capabilities.

· Joint operational efficiencies, identifying any service duplication.

18 The Otago region is comprised of five territorial authorities namely Dunedin City, Clutha District, Waitaki District, Central Otago, Queenstown Lakes and Otago Regional Council. To assist options for progressing discussions about a possible unitary authority for Otago, Council would need to identify what shape a potential unitary authority could take. Three possible scenarios for Council to consider:

· Scenario One – Council and the other four Otago territorial authorities unite with the Regional Council;

· Scenario Two – Council, Clutha District Council and Waitaki District Council take on the Regional Council’s functions with the Regional Council remaining in place for the other two territorial authorities;

· Scenario Three – Council takes on the Regional Council’s functions for the City with the Regional Council remaining in place for the other four territorial authorities.

Forums for discussions

19 The main advantage in holding discussions is to explore and establish issues of mutual interest with other Otago councils to determine the level of interest in a unitary authority collaboration options. If there is enough interest, then this would lead to further investigation on a suitable type of unitary authority as outlined in the above scenarios.

20 Additional resourcing will likely be required to examine and explore issues of mutual interest with other Otago councils for a possible unitary authority.

21 A Council workshop to explore its position more thoroughly on possible unitary options may be needed prior to holding any discussions with other local authorities.

22 Potential forums for discussions have not been costed nor timeframes estimated. This will be an important consideration given the range of activity happening in 2025, e.g., the 9 Year Plan, Local Water Done Well, and local authority elections. Neighbouring councils may be in a similar position.

23 Four possible forums for holding discussions to determine any courses of action have been identified, noting that one or more may be required.

Firstly, an initial meeting of elected members of the councils in Otago or their representatives:

Advantages

· Opportunity to discuss with all or any elected members of the other territorial authorities.

Disadvantages

· May require a high degree of preparation and support.

24 Secondly, the Mayoral Forum:

Advantages

· An existing body in which to discuss a range of matters and possible scenarios.

Disadvantages

· Communities within territorial authorities may feel excluded.

· Mayoral forum lacks mandate.

25 Thirdly, forming a Joint Committee under the Act with interested councils:

Advantages

· A formal mechanism to explore common issues between local authorities.

· Can be carried out with or without a s17A review.

Disadvantages

· May be too formal a step early in the discussion process.

26 Fourthly, a Working Party of elected members of interested councils:

Advantages

· Opportunity to discuss with all or any elected members of the other territorial authorities.

· May allow a wider and less formal canvassing of local community views.

Disadvantages

· May require a high degree of preparation and support.

· Reporting and accountability lines may be or become unclear.

OPTIONS

Option One – Progress discussions about a possible unitary authority for Otago via one of the identified forums

27 Under this option Council would:

a) Decide on its preferred forum for advancing discussion; and

b) Request a report back to Council on the timeframe and cost for its preferred forum for discussions.

Advantages

· Opportunity to explore issues of mutual interest with other Otago councils to determine the level of interest in a unitary authority.

· If there is enough interest among councils for further discussion, then it allows for open consideration of a range of unitary authorities in a form follows function manner.

· Timeframes and costs for the preferred forum can be identified.

Disadvantages

· Will require extra resourcing to carry out initial discussions.

· Likely capacity issues for Council in 2025 may mean the process is drawn out.

Option Two – Do not progress discussions about a possible unitary authority for Otago via one of the identified forums

28 Under this option Council would not to progress discussions about a possible unitary authority for Otago via one or more of the Scenarios.

Advantages

· No time or cost implications for Council.

Disadvantages

· Forgone opportunity to explore issues of mutual interest with other Otago councils to determine the level of interest in a unitary authority.

NEXT STEPS

29 To be determined following a decision on the report options.

Signatories

Author:

Paul Cottam - Senior Policy Analyst

Authoriser:

Nadia Wesley-Smith - Corporate Policy Manager - Acting

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.

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	☐	☐	✔

Not yet applicable as matters surrounding the possibility of a unitary authority are only mooted for the discussion stage.

Māori Impact Statement

Noted in the report that discussions on a unitary authority will need to involve iwi/hapu.

Sustainability

Not applicable

Zero carbon

No implications as report options are only for possible discussions to take place.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

No implications.

Financial considerations

Possible costs for progressing discussions, the size of which will depend on the report option taken.

Significance

Low significance as report options are only for possible discussions to take place.

Engagement – external

No external engagement.

Engagement - internal

Internal engagement had with governance and legal teams.

Risks: Legal / Health and Safety etc.

No risks identified.

Conflict of Interest

No conflict of interest identified.

Community Boards

No implications for Community Boards as report options are only for possible discussions to take place.

Financial Year	Expected Interest Rate
2024-25	4.22%
2025-26	3.79%
2026-27	3.99%
2027-28	4.28%
2028-29	4.42%
2029-30	4.61%
2030-31	4.83%
2031-32	5.08%
2032-33	5.15%
2033-34	5.29%
5 Year Average	4.14%
10 Year Average	4.57%

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

	Title	Page
A ⇩	Minutes of Ordinary Council meeting held on 25 November 2024	18

Author:	Lynne Adamson - Governance Support Officer
Authoriser:	Scott MacLean - General Manager, Climate and City Growth

Author:	Hayden McAuliffe - Financial Services Manager
Authoriser:	Carolyn Allan - Chief Financial Officer