Agenda of Strategy, Planning & Engagement Committee

Notice of Meeting:

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

Date: Wednesday 11 June 2025

Time: 10.00 am

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

Sandy Graham

Chief Executive Officer

Strategy, Planning & Engagement Committee

PUBLIC AGENDA

MEMBERSHIP

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

Senior Officer David Ward, General Manager 3 Waters and Transition

Governance Support Officer Wendy Collard

Wendy Collard

Governance Support Officer

Telephone: 03 477 4000

governance.support@dcc.govt.nz

www.dunedin.govt.nz

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

Strategy, Planning & Engagement Committee

11 June 2025

Strategy, Planning & Engagement Committee

MINUTES

Minutes of an ordinary meeting of the Strategy, Planning & Engagement Committee held in the Council Chambers, Dunedin Public Art Gallery, The Octagon, Dunedin on Thursday 20 March 2025, commencing at 10.00 am

PRESENT

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

IN ATTENDANCE

David Ward (General Manager 3 Waters and Transition) and Nicola Morand (Manahautū - General Manager Policy and Partnerships), Scott MacLean (General Manager Climate and City Growth), Nadia Wesley-Smith (Corporate Policy Manager), Fraser Liggett (Economic Development Manager), Gina Huakau (Community Partnerships Manager), Lisa Wilkie (Team Leader Creative Partnerships), Paul Cottam (Senior Policy Analyst), Danielle Tolson (Policy Analyst), Dr Rula Abu-Safieh Talahma (Senior Policy Analyst) and Alix de Blic (Senior Policy Analyst)

Governance Support Officer Wendy Collard

1 Karakia Timatanga

Cr Sophie Barker opened the meeting with a Karakia Timatanga.

2 Public Forum

There was no public forum.

3 Apologies

Apologies were received from Crs Bill Acklin and Marie Laufiso and Mr Matapura Ellison (for absence) and Cr Carmen Houlahan (for lateness)

Moved (Cr Sophie Barker/Cr Kevin Gilbert):

That the Committee:

Accepts the apologies from Crs Bill Acklin and Marie Laufiso and Mr Matapura Ellison (for absence) and Cr Carmen Houlahan (for lateness).

Motion carried (SPECC/2025/008)

4 Confirmation of agenda

Moved (Cr Sophie Barker/Cr Kevin Gilbert):

That the Committee:

Confirms the agenda without addition or alteration

Motion carried (SPECC/2025/009)

5 Declarations of interest

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

Moved (Cr Sophie Barker/Cr Kevin Gilbert):

That the Committee:

a) Notes the Elected Members' Interest Register attached as Attachment A; and

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

Motion carried (SPECC/2025/010)

6 Confirmation of Minutes

6.1 Strategy, Planning & Engagement Committee meeting - 19 February 2025

Moved (Cr Sophie Barker/Cr Kevin Gilbert):

That the Committee:

a) Confirms the minutes of the Strategy, Planning & Engagement Committee meeting held on 19 February 2025 as a correct record.

Motion carried (SPECC/2025/011)

Part A Reports

7 Strategy, Planning and Engagement Committee Forward Work Programme

A report from Civic provided an update of the Strategy, Planning and Engagement Committee forward work programme to show areas of activity, progress and expected timeframes for decision making across a range of areas of work.

The General Manager 3 Waters and Transition (David Ward) responded to questions.

Moved (Cr Sophie Barker/Cr Kevin Gilbert):

That the Committee:

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

Motion carried (SPECC/2025/012)

8 Strategy, Planning and Engagement Committee Activity Report

An activity report provided an update on progress towards projects, plans and strategies that sat within the forward work programme of the Strategy, Planning and Engagement Committee for the period 1 September to 28 February 2025 for the following areas:

· Citywide Climate Adaptation Plan

· Reserves Management Plans

· SDG Sustainability Framework

· Second Generation District Plan (2GP)

· Future Development Strategy (Implementation Plan)

· Heritage Action Plan

· South Dunedin Futures

· Strategic Refresh

· St Kilda/St Clair Coastal Plan

· Te Taki Haruru

· Zero Carbon

The General Manager 3 Waters and Transition (David Ward) and the General Manager Climate and City Growth (Scott MacLean) spoke to the report and responded to questions.

Cr Carmen Houlahan entered the meeting at 10.13 am during debate on the item.

Moved (Cr Sophie Barker/Cr Kevin Gilbert):

That the Committee:

a) Notes the Strategy, Planning and Engagement Activity Report for 1 September to 28 February 2025.

Motion carried (SPECC/2025/013)

9 Strategic Refresh Panel Update Report

A report from Corporate Policy provided an update on the progress in refreshing the Dunedin City Council’s (DCC) wellbeing strategies (Ara Toi Ōtepoti, Economic Development Strategy, Social Wellbeing Strategy and Te Ao Tūroa) and sought approval of the draft strategies progression to community engagement.

The Corporate Policy Manager (Nadia Wesley-Smith), the Policy Analyst (Danielle Tolson), the Senior Policy Analyst (Alix de Blic) and the Senior Policy Analyst (Dr Rula Abu-Safieh Talahma) spoke to the report and responded to questions.

Moved (Cr Sophie Barker/Cr Cherry Lucas):

That the Committee:

a) Notes the content of report.

b) Approves the draft strategies to progress to community engagement.

c) Approves the proposed plan for community engagement.

Motion carried (SPECC/2025/014) with Cr Lee Vandervis recording his vote against

10 Items for Consideration by the Chair

There were no items for consideration.

11 Karakia Whakamutunga
	The meeting will close with a Karakia Whakamutuka.

The meeting concluded at 11.17 am.

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

CHAIRPERSON

Strategy, Planning & Engagement Committee

11 June 2025

Strategy, Planning and Engagement Activity Report

Department: City Development, Zero Carbon, Parks and Recreation, Corporate Policy, Climate and City Growth, Community and Planning, Policy and Partnerships and 3 Waters

EXECUTIVE SUMMARY

1 This activity report provides an update on progress towards projects, plans and strategies that sit within the forward work programme of the Strategy, Planning and Engagement Committee for the period 1 March to 31 May 2025 for the following areas:

· Citywide Climate Adaptation Plan

· Reserves Management Plans

· SDG Sustainability Framework

· Second Generation District Plan (2GP)

· Future Development Strategy (Implementation Plan)

· Heritage Action Plan

· Centres

· South Dunedin Futures

· Strategic Refresh

· Te Taki Haruru

· Zero Carbon

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

RECOMMENDATIONS

That the Committee:

a) Notes the Strategy, Planning and Engagement Activity Report for 1 March to 31 May 2025.

BACKGROUND

Citywide Climate Adaptation Plan

Citywide Climate Resilience Framework

3 Staff are currently undertaking a stocktake of climate change adaptation and resilience-related functions, activities, and projects across DCC and ORC. This information will be mapped against the four phases of the Citywide Climate Resilience Framework, including natural hazards, risk assessment, adaptation planning, and adaptation actions, to provide an initial snapshot of council work in this space. The stocktake is being undertaken with existing resources and will be presented to Council in July.

4 From 1 July, work will commence on the staged design and implementation of the Citywide Climate Resilience Framework, using resources approved by Council as part of the 9-year plan. This will include recruitment of a two-year fixed term role to lead this work.

Reserves Management Plans

Signal Hill Reserve Management Plan

5 Adoption of the draft Signal Hill Reserve Management Plan is an agenda item for 11 June.

6 There were 192 submissions on the draft Plan, 34 in favour of the draft Plan and 149 against.

7 Hearings were held on 20 November 2024 and 14 spoke to their submissions.

Dunedin Town Belt Management Plan

8 Adoption of the draft Dunedin Town Belt Reserve Management Plan is an agenda item for 11 June.

9 There were 60 submissions on the draft plan, 44 in favour of the draft Plan and 16 against.

10 Hearings were held on 17 February 2025 and six people spoke to their submissions.

Otago Boat Harbour Reserves Management Plan and Otago Harbour Reserve Management Plan

11 Adoption of the draft Otago Harbour Reserves Management Plan is an agenda item for 11 June.

12 There were 52 submissions on the draft Plan, 30 in favour of the draft Plan and 22 against.

13 Hearings were held on 17 March 2025 and 19 people spoke to their submissions.

Reserves Management Plan - General Policies

14 The two-month consultation period for the draft Plan is complete.

15 Currently awaiting a Hearing date. 19 submissions were received on the draft Plan with 14 in support, two in opposition and three indicating no preference.

Mosgiel Memorial Gardens Reserves Management Plan

16 The two-month consultation period for the draft Plan is complete.

17 Currently awaiting a Hearing date. 25 submissions were received on the draft Plan with 23 in support and two in opposition.

Logan Park Management Plan

18 The project is temporarily on hold.

SDG Sustainability Framework

19 A report on the development of an SDG based framework is adjourned until the 24^th June Council meeting.

Second Generation District Plan (2GP)

Appeals/ Making 2GP Operative Plan

20 Councillor O’Malley (or his delegate) has authority to agree to any mediated resolutions on behalf of Council. 97% of the 2GP appeal points, and 13 of the 16 appeals made on Variation 2, have been resolved or withdrawn. There are six remaining appeals all of which have had formal mediation completed, two related to the same site are set down for an Environment Court hearing on 8/9 July 2025, one has had an Environment Court interim decision and is being finalised, a further one has had a consent memorandum filed with the Court, and two have agreements in part but are waiting for changes to the NPS-HPL.

21 Council made the decision to make the District Plan (2GP) partially operative on 18 August 2024.

Minor improvements Plan Change (Plan Change 1)

22 Plan Change 1 – Minor improvements to the 2GP was notified on 20 November 2024.

23 The hearing on additions to the heritage schedule was held in the week of 19 May 2025. The hearing for non-heritage topics will be held the second half of August.

24 Decision on submissions will be made by a Hearing Panel consisting of Rob van Voorthuysen (Chair), Cr O’Malley and Cr Barker.

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

25 Plan Change 2 – Heritage and Multi-unit Development was initiated by SPEC on 20 August 2024 and Councillors were engaged as part of the initial issues and options phase through a workshop on 2 September 2024.

26 Work on this plan change is currently on hold due to proposed changes to the resource management system, including new national direction that has recently been released by the Government. A councillor workshop and report to Council is planned for July/August to update Councillors on next steps.

RM Reform Phase 2

27 The Government has released 15 amended or new national policy statements and national environmental standards in three packages: (1) infrastructure and development, (2) the primary sector, and (3) freshwater. A few including those related to freshwater management and marine agriculture have limited effect on DCC but the majority will impact designations, resource consenting and plan changes. Consultation for the first three packages will run from Thursday 29 May until 11.59pm on Sunday 27 July.

28 A fourth package that will test how housing proposals could fit into the new resource management system. Consultation on package 4 is expected to start in early June.

29 It is proposed that staff will prepare a Council submission for consideration at the 30 July Council meeting as well as a staff technical submission that will focus implementation and technical matters.

RM Reform Phase 3 and impact on forward work programme

30 Phase 3 of the RM reform, which is proposed to include the replacement of the Resource Management Act with two new acts that will have broad policy and systemic changes to resource management, has triggered reconsideration of the forward work programme for plan changes and work required under the national policy statement for urban development and a councillor workshop and report to Council are planned for July/August to update and discuss with councillors the impact of the changes.

Future Development Strategy (Implementation Plan)

31 The final FDS implementation plan, which is being jointly developed with the Otago Regional Council, will be provided to Council or SPEC after decisions are made on the 9 year plan and will reflect the status of projects in the 9 year plan.

Heritage Action Plan

32 The Heritage Action Plan was adopted by Council, with recommended changes, on 12 December 2023 and an update report on the Heritage Action Plan and associated implementation plan was presented to SPEC in June 2024.

33 Council approved the Terms of Reference for the Otepoti Dunedin Heritage Action Plan Advisory Panel on 25 November 2024. A report with funding options to implement the Heritage Action Plan was presentation to Council on 30 January 2025. The draft 9 year plan included new funding for ‘accelerated support for building owners and actions that require financial investment and support from external consultants’.

34 The budget was confirmed through deliberations and the additional staff member can now be recruited to support the HAP Advisory Panel and enable work on the agreed actions.

Centres

35 A report will be presented to the 30 July Council meeting. The report will identify the centres that fit within the funding profile (small centres) and seek a decision from Council on what centres are to be upgraded in the first three financial years of the LTP.

South Dunedin Futures

36 Community engagement on the South Dunedin Risk Assessment and Potential Adaptation Futures was undertaken during the period 29 March – 11 May 2025. Staff received feedback from over 1,200 groups and individuals, which is currently being analysed, and will be collated into an engagement report. Key findings from the engagement will be reported to Council and community in July.

37 This engagement was the final component of this stage of the SDF programme, which now shifts to developing a shortlist of potential adaptation futures and pathways, based on a mix of community feedback, technical analysis (including modelling), and economic assessments. It is anticipated the shortlist will be completed in late 2025 ahead of a further round of community engagement in early 2026.

Strategic Refresh

38 A Strategic Refresh Panel Update report is included in the SPEC agenda.

Te Taki Haruru

39 An update report was presented to Council on 26 May 2025. There are no further updates.

Zero Carbon

40 Zero Carbon Alliance (ZCA) key representatives have continued to meet and advance their collaborative work programme. A ZCA Collaboration Group meeting was held in March and an invitation to join the ZCA was extended to Dunedin International Airport Ltd. ZCA focus areas over the period have included parking management, e-waste, staff climate literacy, workplace travel planning, and carbon removals/sequestration.

41 Zero Carbon team support of DCHL-led Carbon Roadmap work continued, as did work on a Zero Carbon Community Outreach, Engagement and Activation Plan.

42 A fully-subscribed phase 2 of the Zero Carbon business support pilot programme was delivered, with 24 businesses and organisations participating in workshops and the bespoke support offering. Follow ups with this group will be made after 2 months and 7 months.

43 Work on Zero Carbon considerations in the Project Management Framework was a focus. Opportunities for Zero Carbon considerations to be built into the Organisational Development Programme continued to be explored.

44 Updates to Zero Carbon Plan and DCC Emissions Management and Reduction Plan modelling were completed.

45 A Zero Carbon Plan Advisory Panel meeting was held to provide guidance on next steps for Zero Carbon investment packages and carbon removal/sequestration options.

46 Two Council workshops were held to present work on emissions modelling and the Zero Carbon investment packages.

47 Additional advice requested by Council to inform 9 year plan deliberations (including updated modelling, updated investment packages, and advice on alignment with Office of the Auditor General expectations) was included in a report to Council in May.

48 The Zero Carbon team also coordinated six month reporting on DCC emissions and Zero Carbon Plan / Emissions Management and Reduction Plan actions, which was reported to Council in April.

49 Zero Carbon team support of other lead teams with key projects, procurement advice, and policy reviews continued.

OPTIONS

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

Signatories

Authoriser:

David Ward - General Manager, 3 Waters and Transition

Attachments

There are no attachments for this report.

Strategy, Planning & Engagement Committee

11 June 2025

Residents' Opinion Survey Quarterly Report January-March 2025

Department: Corporate Policy

EXECUTIVE SUMMARY

1 This report provides a summary of the Residents’ Opinion Survey (ROS) quarterly results (the Quarterly results) for the third quarter (January-March 2025), as detailed in Attachment A.

2 The Quarterly results show a comparison between the second quarter (October-December 2024) and the third quarter (January-March 2025).

· The previous report was presented to the Strategy, Planning, and Engagement Committee (the Committee) on 19 February 2025.

· The next report for ROS will be the 2024/25 annual report, inclusive of the fourth quarter of the year, and will be presented to Council in October 2025.

3 This report also updates the Council on ROS to ensure that the data collection in the year 2025/26 aligns with the measures required for the 9 year plan 2025-2034.

Summary of Quarterly Results:

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

· residents’ overall satisfaction and dissatisfaction with ten (10) Dunedin City Council (DCC) facilities/service areas.

· residents’ overall satisfaction with five (5) aspects of the DCC and elected members (the Council).

5 Changes in overall satisfaction (increase or decrease from the previous quarter) were not found to be statistically significant in any of the 15 areas of overall satisfaction, therefore they are indicative only.

6 Overall satisfaction with each facilities/service area continues to be generally high and steady.

RECOMMENDATIONS

That the Committee:

a) Notes the Residents’ Opinion Survey quarterly results for the period of January-March 2025 (Quarter Three 2024/25).

b) Notes the current contract expiry date of 31 August 2025 with no further extensions. A new open market procurement plan is underway.

c) Notes the ROS questionnaire is being updated to reflect the measures for LOS’ statements as approved by Council for inclusion in the draft 9 year Plan.

BACKGROUND

ROS is a monitoring tool used by the DCC since 1994.

7 The DCC utilise the ROS as a monitoring tool aiming at collecting statistically reliable results on residents’ satisfaction with the DCC services and facilities and their perceptions of the Council’s performance. It has been commissioned by the DCC every year since 1994 in varying forms and provides an annual snapshot to the Council.

8 On 13 February 2023, the Committee requested the addition of quarterly updates to the ROS. The Quarterly results have been prepared by the supplier, GravitasOPG, in consultation with Corporate Policy, and have been delivered regularly since then.

9 Two quarterly updates were presented in 2024/25 to the Committee; the last quarterly update was provided on 19 February 2025. This report is for Quarter Three (January – March 2025).

Current contract for ROS expires end of August 2025 and a new contract is underway.

10 A variation to the five-year contract with the supplier for the ROS was agreed to in June 2024, and will end with the delivery of a 2024/25 annual survey results (sampling ends on 30 June 2025).

11 The current contract extension (2024/25) will expire on 31 August 2025 with no further extension permitted under the current Dunedin City Council (DCC) Procurement Policy.

12 An open market procurement is underway for a new contract.

The new approved Levels of Service statements included in the draft 9 Year Plan 2025-34 require an updated ROS questionnaire.

13 The Council approved the draft 2025-34 Levels of Service for inclusion in the draft 9 year plan and supporting consultation information. Below is the Council’s motion moved on 28 January 2025.

Moved (Mayor Jules Radich/Cr Cherry Lucas):

That the Council:

a) Approves the draft 2025-34 Levels of Service for inclusion in the draft 9 year plan and supporting consultation information.

b) Authorises the Chief Executive Officer to make any minor amendments to the

draft Levels of Service, as a result of this meeting for the purposes on consultation

on the 9 year plan 2025-34.

Motion carried (CNL/2025/008) with Cr Lee Vandervis recording his vote against

14 The approved LoS for inclusion in the draft 9 year plan comprise 35 measures for 23 facilities/services to be measured via ROS.

15 The ROS will continue to gauge participants overall satisfaction with five aspects of the DCC and elected members which is in line with previous surveys.

DISCUSSION

The ROS is based on a representative sample of the population of Ōtepoti Dunedin.

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

17 The results are weighted to known population distributions based on the 2018 Census data for age, gender, ethnicity, and location. This is to reduce sample bias and represent the demographics of Ōtepoti Dunedin.

18 The 2023 Census results are now available and will be used in future sampling and weighting of results for the year 2025/26.

19 Participation in the ROS is voluntary and the response count to each question varies.

Quarter three sample and response rate:

20 The total base (number of respondents who participated in the survey) for the January – March 2025 quarter was 290. This is an increase from the previous two quarters and leads to a slightly smaller margin of error in the results (down by 0.3%).

21 The response count for each group of questions ranged from 101 to 285. This wide range of response counts to the questions could be due to any combination of the following three reasons:

· The response count for any question does not incorporate the ‘’Don’t know” answer. Only answers on the satisfaction scale were analysed. For example, the response count to the question about ‘3 Other public facilities’ was 253 out of the total base of 290, meaning some participants might have clicked on “Don’t know” for that question.

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

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

22 Like the ROS annual results, quarterly results are statistically tested. The results for this quarter have a margin of error of +/- 5.8%. It is important to note that the Quarterly results have a greater margin of error because of the smaller number of accumulative sample and response base, compared to around +/- 2.6% for annual results.

23 Statistically significant differences from the previous quarter would be denoted in quarterly ROS reports with a red arrow.

24 It is recommended to exercise caution when considering any increase or decrease in satisfaction ratings that are not statistically significant as they may not be reliable.

Clarification on terms

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

26 There is a strong relationship between determining what is statistically significant, the sample size and margin of error. The bigger the sample, the smaller the margin of error (uncertainty about results). In a large sample size, a small percentage change could be deemed as significant because the level of uncertainty (margin of error) is small. The change (even if it is small) is deemed significant as the change is likely due to a factor of interest.

27 In a smaller sample size, a large change may fail to be deemed significant due to a greater level of uncertainty.

Findings of ROS third Quarter (January-March 2025) quarter

28 There were no statistically significant changes to overall dissatisfaction or satisfaction in this quarter.

29 The overall satisfaction with each facilities/service area continues to be generally high and steady.

30 The overall satisfaction with the five aspects of the DCC and elected member remains generally steady and consistent with previous quarters.

OPTIONS

29 There are no options as this report for noting only.

NEXT STEPS

30 Staff will provide the annual ROS report at the October Council meeting.

31 A new open market procurement process is underway to maintain continuity of the ROS.

32 The ROS tool will be updated to reflect the final LoS measures included in the adopted 9 year plan 2025-34.

Signatories

Author:

Rula Abu-Safieh Talahma - Senior Policy Analyst

Authoriser:

Nadia Wesley-Smith - Corporate Policy Manager - Acting

Nicola Morand - Manahautū (General Manager Policy and Partnerships)

Attachments

	Title	Page
⇩a	DCC Residents' Opinion Survey - Quarterly Tables Jan-March 2025	43

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

Fit with strategic framework

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

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

Māori Impact Statement

The current ROS does not qualify to receive Māori decent electoral roll data under section 112 of the Electoral Act 1993. Where response rates are not proportional to the Ōtepoti Dunedin population for Māori, the results are weighted to known population distributions based on the 2018 Census data to reduce sample size and cost. These weightings will utilise the 2023 Census data in future surveys.

Sustainability

The ROS asks about residents’ perception of Dunedin as a sustainable city, and whether the DCC is a leader in encouraging the development of a sustainable city. The bulk of survey responses are received online opposite to paper survey that require material and transport.

Zero carbon

The ROS has no impact on the city-wide and DCC emissions.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The ROS asks about residents’ satisfaction with the ‘value for money’ of the services provided by the DCC. ROS new survey tool for 2025 onwards will be appropriately informed by data requirements for future monitoring and reporting, identified by the Levels of Service review conducted in 2024.

Financial considerations

There are no direct financial considerations.

Significance

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

Engagement – external

The ROS is a form of external engagement.

Engagement - internal

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

Risks: Legal / Health and Safety etc.

There are no known legal/ health and safety risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The ROS asks about overall satisfaction with performance of Community Board members as noted in the results.

Strategy, Planning & Engagement Committee

11 June 2025

Strategic Refresh Advisory Panel Update Report

Department: Corporate Policy

EXECUTIVE SUMMARY

1 The purpose of this report is to update the Strategy, Planning and Engagement committee (SPEC) on the progress in refreshing the Dunedin City Council’s (DCC) wellbeing strategies (Ara Toi Ōtepoti, Economic Development Strategy, Social Wellbeing Strategy and Te Ao Tūroa) and to seek approval for the extended timeline to adopt the completed strategy documents.

2 The report covers activity undertaken since the last update report provided to SPEC at its meeting on 20 March 2025, including the public engagement and subsequent panel meetings.

RECOMMENDATIONS

That the Committee:

a) Notes the content of this report.

b) Approves the revised timeline for adoption of the refreshed strategy documents.

BACKGROUND

3 At the 26 March SPEC meeting, the committee approved the proposed community engagement plan. The proposed timelines for refresh completion was noted with expected adoption of strategies to be at the 24 June Council meeting.

Moved (Cr Sophie Barker / Cr Cherry Lucas)

That the committee:

· Notes the content of the report

· Approves the draft strategies to progress to community engagement

· Approves the proposed plan for community engagement

Motion carried with Cr Lee Vandervis recording his vote against.

(SPECC/2025/014)

4 In April and May 2025, four engagement workshops were held for the public to provide feedback on each of the Ara Toi Ōtepoti, Economic Development, Social Wellbeing and Te Ao Tūroa strategies. Staff revitalised the strategy contact database with invites distributed to approximately 1000 people.

5 Following each workshop, strategy specific surveys were then distributed to the strategy database and wider community. Survey links were shared amongst community.

6 The Strategic Refresh Advisory Panel (the Panel) held a debrief meeting on the 9 May 2025, following the engagement. Community feedback themes were noted:

· More time needed for communities to participate in the refresh of the strategies, through review opportunities and other feedback gathering mechanisms.

· Continued community engagement “we want to keep the momentum going….”

7 It was noted in the Panel discussions, that the engagement workshops were mentioned frequently throughout the 9YP hearings, further evidencing the need to extend the timeline.

8 Further discussions centred around the need to ensure there is a feedback loop to community members who participated in the engagement, by way of communication that detail the common themes gathered throughout.

9 The Panel requested staff revise the timeline for the completion of the refresh project, to enable the community more time to engage with the draft strategies.

DISCUSSION

Key milestones – revised timeline

10 Below is the proposed revised timeline that works towards Council adoption on Tuesday 26 August.

Date	Key milestone	Deliverables
Friday 23 May	Milestone 1: thematic analysis of community engagement complete	Summary communications shared with Strategy contact database. Thematic summaries shared with the Panel and ELT members.
Thursday 19 June	Milestone 2: first drafts complete and ready for external review.	Internally reviewed and proofread drafts.
Friday 25 July	Milestone 3: Externally reviewed second drafts complete	Ready for final review.
Tuesday 26 August	Milestone 4: Council Meeting	Final strategy documents to be adopted at Council.

Milestone 1

11 The first milestone is to ensure the completion of thematic analysis of the feedback collated through the workshops and surveys.

12 Summary communication documents for each workshop were prepared and shared with members of the public who interacted with the engagement (via workshop invite, attendance or survey). These are attached as follows:

· Ara Toi Ōtepoti - Attachment A

· Economic Development Strategy – Attachment B

· Social Wellbeing Strategy – Attachment C

· Te Ao Tūroa – Attachment D

Milestone 2

13 First drafts will be completed and ready for external review. These drafts will have the community feedback incorporated in the existing refreshed drafts. It is anticipated that there will be forums and/or mechanisms in which an external review can take place.

Milestone 3

14 Second drafts have had an external review. Feedback is collated and incorporated with final drafts readied for Council adoption.

Milestone 4

15 Final versions of each strategy to be presented at the 26 August Council meeting for adoption.

External review - engagement

16 A common theme of engagement across all four workshops demonstrated a need to provide opportunities for community to engage further in the refresh work. In particular, those communities who have had prior involvement with the development of the original strategies.

17 The Panel discussed the mechanisms in which community can further engage. While advisory groups for each strategy are currently paused, the Panel holds the view that members from those groups will be able to review the strategies ahead of their adoption.

OPTIONS

Option One – Approve the revised timeline for the adoption of the refreshed strategy documents.

Advantages

· Progresses towards completing the DCC Strategic Framework refresh programme in 2025.

· Provides further opportunity for community engagement in the refresh work.

· Enables staff to continue planning for strategy implementation as part of the refresh.

Disadvantages

· There are no disadvantages.

Option Two – Do not approve the revised timeline for the adoption of the refreshed strategy documents.

Advantages

· There are no advantages.

Disadvantages

· Halts progress towards completing the DCC Strategic Framework Refresh programme in 2025

· Limits opportunities for further community engagement.

· Delays implementation planning for each strategy.

NEXT STEPS

18 Progress the Strategic Refresh project according to the revised timeline.

19 Present draft strategies for adoption at the 26 August Council meeting.

Signatories

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

Attachments

	Title	Page
⇩a	Attachment A - Ara Toi Strategy Feedback Summary	51
⇩b	Attachment B - Economic Development Strategy Feedback Summary	53
⇩c	Attachment C - Social Wellbeing Strategy Feedback Summary	55
⇩d	Attachment D - Te Ao Tūroa Strategy Feedback Summary	57

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

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

Fit with strategic framework

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

The refresh of the DCC’s four well-being strategies is a critical piece of work that is overseen by the Panel. The four strategies are intrinsically linked with Te Taki Haruru, the DCC’s Māori Strategic Framework, and the DCC’s commitment to Sustainability. The strategies also connect with other plans and activities currently being undertaken by the DCC, such as the Housing Implementation Plan, the Ōtepoti Live Music Action Plan, and the Zero Carbon Plan.

Māori Impact Statement

Alignment of the four well-being strategies with Te Taki Haruru, the DCC’s Māori Strategic Framework is integral to this work. Each refreshed strategy includes directions and action which impact on mana whenua and mātāwaka in Ōtepoti Dunedin.

Sustainability

Alignment of the four strategies with Council’s commitment to sustainability is integral to this work. The DCC’s Sustainability Framework, currently under development, will be incorporated into each refreshed strategy.

Zero carbon

This project is not likely to materially impact city emissions.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications for current levels of service and/or performance measures. It should be noted that refreshed strategies will help with the DCC’s future long term planning and annual planning, and that the draft strategies have been aligned with the DCC’s long-term planning and this is reflected in the documents.

Financial considerations

There are no financial implications in this report.

Significance

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

Engagement – external

The report details the external engagement that took place in April and May 2025. Option to revise and extend the timeline for Strategic refresh project is included in response to the external engagement.

Engagement - internal

Staff have worked with lead staff from Enterprise Dunedin, South Dunedin Future, Creative Partnerships and Community Partnerships to progress each strategy. Further review work will be undertaken alongside of the external reviews proposed in the report.

Risks: Legal / Health and Safety etc.

There are no known risks associated with this report.

Conflict of Interest

There are no conflicts of interest.

Community Boards

Members of various community boards attended the engagement workshops.

	Title	Page
A ⇩	Minutes of Strategy, Planning & Engagement Committee meeting held on 20 March 2025	16

Author:	Wendy Collard - Governance Support Officer
Authoriser:	David Ward - General Manager, 3 Waters and Transition