Agenda of Council - Thursday, 27 November 2025

Council

27 November 2025

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 Tuesday 11 November 2025, commencing at 1.00 pm

PRESENT

Mayor	Mayor Sophie Barker
Deputy Mayor	Cr Cherry Lucas
Members	Cr John Chambers	Cr Christine Garey
	Cr Doug Hall	Cr Marie Laufiso
	Cr Russell Lund	Cr Mandy Mayhem via zoom audio visual link
	Cr Benedict Ong	Cr Jules Radich
	Cr Andrew Simms	Cr Mickey Treadwell
	Cr Lee Vandervis	Cr Steve Walker
	Cr Brent Weatherall

IN ATTENDANCE

Sandy Graham (Chief Executive), Carolyn Allan (Chief Financial Officer), David Ward (General Manager 3 Waters, Property and Urban Development), Nicola Morand (Manahautū - General Manager Community and Strategy), Paul Henderson (General Manager Corporate and Regulatory Services), Mike Costelloe (General Manager, Arts, Culture and Economic Development) Jeanine Benson (Group Manager Transport), Simon Speirs (Team Leader Regulation Management), Serge Kolman (Procurement and Contracts Manager), Karilyn Canton (Chief In-House Legal Counsel) and Michael Garbett (Partner, Anderson Lloyd), Richard Davey (Treasurer, Dunedin City Treasury Ltd) and Financial Services Manager (Hayden McAuliffe and Jackie Harrison (Manager Governance)

Governance Support Officer Lynne Adamson

1 Opening

Rev Margaret Garland (Minister, Knox Presbyterian Church) opened the meeting with a prayer.

2 Public Forum

There were four speakers in public forum.

2.1 Liam White – Albany Street Connection Project

Liam White, President – OUSA spoke on their behalf on the proposed changes to Albany Street. He advised that the core issue for Albany Street was safety and noted that there were more than 8,000 movements per day and any further delays meant another year of avoidable risk.

Mr White responded to questions.

2.2 Mary O’Brien – Albany Street Connection Project

Mary O’Brien, Southern Region Access Coordinator – CCS Disability Action spoke on the importance the connections that the Albany Street upgrade would create for the whole community. She spoke of the importance of safety and commented that CCS Disability Action supported option one in the report – to proceed with the Albany Street Connection Project.

Ms O’Brien responded to questions.

2.3 Stephen Macknight – Albany Street Connection Project

Stephen Macknight spoke on an alternative to the proposed Albany Street Connection Project. He commented that he did not believe that the proposed project was the ideal route and the reasons why Council should consider a the alternative route.

Mr Macknight responded to questions.

2.4 Gordon Roy – Albany Street Connection Project

Gordon Roy, Associate Director, Planning and Development spoke on behalf of the University of Otago on Albany Street. He commented that this was the fourth time he had spoken on behalf of the University in support of the current proposed project.

Mr Roy formally reinstated the University’s stance regarding the Albany Street Connection Project and commented that a survey undertaken had shown about 8,000 pedestrian movements per day. He urged Council to consider the safety aspect and proceed with the work.

Mr Roy responded to questions.

3 Apologies
	There were no apologies.

4 Confirmation of agenda

Mr Michael Garbett (Anderson Lloyd) responded to questions on the delay of some agenda items.

Moved (Mayor Sophie Barker/Cr Cherry Lucas):

That the Council:

a) Confirms the agenda with the following alteration:

That Item 12 – Approach to Governance Arrangements for the Triennium be taken after Item 6 – Confirmation of Minutes; and

Item 13 Elected Member Remuneration for the 2025-2028 Triennium and Item 14 – Albany Connection Project Update be taken after Item 7 – Councillor Appointments to Outside Organisations.

Motion carried (CNL/2025/306) with Crs Vandervis and Lund recording their votes against

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 (Mayor Sophie Barker/Cr Cherry Lucas):

That the Council:

a) Notes 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 Teams’ Interests.

Motion carried (CNL/2025/307)

6 Confirmation of Minutes

6.1 INAUGURAL Council meeting - 31 October 2025

Moved (Mayor Sophie Barker/Cr Cherry Lucas):

That the Council:

a) Confirms the minutes of the Inaugural Council meeting held on 31 October 2025 as a correct record.

Motion carried (CNL/2025/308)

Reports

12 Approach to Governance Arrangements for the Triennium.

A report from Corporate Policy advised that the Mayor had exercised her discretionary power under Section 41A(3) of the Local Government Act 2002 to establish the committees of Council.

The report proposed a new governance approach moved away from the traditional committee structure used in previous trienniums. The new approach introduced a portfolio model with Lead and Deputy Councillor roles, and a revised committee structure designed to strengthen strategic oversight and improve alignment with Council priorities.

The Chief Executive (Sandy Graham) provided information on the report. Mayor Sophie then spoke to the report and responded to questions.

Moved (Mayor Sophie/Cr Steve Walker):

That the Council:

Adjourns the meeting.

Motion carried

The meeting adjourned at 2.15 pm and reconvened at 2.26 pm.

The discussion on the Approach to Governance Arrangements for the Triennium continued.

Moved (Mayor Sophie/Cr Cherry Lucas):

That the Council:

Adjourns the meeting until 2.40 pm.

Motion carried

The meeting adjourned at 2.37 pm and reconvened at 2.40 pm.

Moved (Mayor Sophie/Cr Cherry Lucas):

That the Council:

a) Notes the proposed governance structure for the 2025-2028 triennium, including the introduction of a portfolio model with Lead and Deputy Councillor roles.

b) Notes the Terms of Reference Portfolio document is adopted with the following changes:

i) Amend Point 9 to begin – Lead Portfolio Councillors or their Deputy will….

ii) Delete Clause 10 noting that an external Communication Protocol will be bought back to Council for Consideration before December.

c) Notes that the Economic Development portfolio would be co-chaired by Cr Andrew Simms.

d) Establishes the following standing committees for the 2025-2028 triennium:

i. Policy and Planning Committee (Committee of the Whole)

ii. Finance and Performance Committee (Committee of the Whole)

iii. Te Pae Māori

iv. Audit, Risk, and Assurance Committee

v. Chief Executive Performance and Employment Committee

vi. Hearings Committee

e) Notes that the governance arrangements would be reviewed after one year of operation.

f) Notes that hearings panels would be established as required during the triennium.

g) Authorises the Chief Executive to make minor editorial changes.

Moved (Mayor Sophie/Cr Cherry Lucas):

That the Council:

Adjourns the meeting.

Motion carried

The meeting adjourned at 2.50 pm and reconvened at 2.51 pm.

The discussion continued on the portfolios.

An amendment was moved and approved with the leave of the meeting:

To add:

That the Council

d) Notes that Cr Lee Vandervis has declined all Deputy roles.

Moved (Mayor Sophie/Cr Steve Walker):

That the Council:

Adjourns the meeting for 5 minutes.

Motion carried

The meeting adjourned at 3.12 pm and reconvened at 3.20 pm.

The substantive motion was then put

(Moved: Mayor Sophie Barker/Cr Cherry Lucas):

That the Council:

a) Notes the proposed governance structure for the 2025-2028 triennium, including the introduction of a portfolio model with Lead and Deputy Councillor roles.

b) Notes the Terms of Reference Portfolio document is adopted with the following changes:

i) Amend Point 9 to begin – Lead Portfolio Councillors or their Deputies will….

ii) Delete Clause 10 noting that an external Communication Protocol will be bought back to Council for Consideration before December.

c) Notes that the Economic Development portfolio would be co-chaired by Cr Andrew Simms.

d) Notes that Cr Vandervis has declined all Deputy roles.

e) Establishes the following standing committees for the 2025-2028 triennium:

i. Policy and Planning Committee (Committee of the Whole)

ii. Finance and Performance Committee (Committee of the Whole)

iii. Te Pae Māori

iv. Audit, Risk, and Assurance Committee

v. Chief Executive Performance and Employment Committee

vi. Hearings Committee

h) Notes that the governance arrangements would be reviewed after one year of operation.

i) Notes that hearings panels would be established as required during the triennium.

j) Authorises the Chief Executive to make minor editorial changes.

Division

The Council voted by division

For: Crs John Chambers, Christine Garey, Doug Hall, Marie Laufiso, Cherry Lucas, Mandy Mayhem, Benedict Ong, Jules Radich, Andrew Simms, Mickey Treadwell, Steve Walker, Brent Weatherall and Mayor Sophie Barker (13).

Against: Crs Russell Lund and Lee Vandervis (2).

Abstained: Nil

The division was declared CARRIED by 13 votes to 2

Motion carried (CNL/2025/309)

7 Councillor Appointments to Outside Organisations
	A report from Civic noted that there were a number of organisations throughout the city which the Council was required or able to appoint representatives to under the terms of those organisations’ constitutions. The report sought approval for the recommendations on Councillor appointments to those organisations.
	Mayor Sophie spoke to the report and responded to questions.
	Moved (Mayor Sophie Barker/Cr Cherry Lucas): That the Council: a) Approves the Councillor appointments to outside organisations. Motion carried (CNL/2025/310)

13 Elected Member Remuneration for the 2025 - 2028 Triennium
	A report from Civic noted that the Local Government Act 2002 (LGA) gave the Remuneration Authority (the Authority) the responsibility for setting remuneration for local government elected members. The Authority allocated a base pay for each councillor, along with a pool for remunerating additional responsibilities, to a system of allocating a governance pool to each council. The pool provided the total amount that could be paid in remuneration to councillors, excluding the Mayor, whose remuneration had been determined directly by the Authority. This change took effect following the election. The purpose of this paper was to give consideration to the allocation of the pool to remunerate councillors, and to update the current Rules for Recovery of Expenses.
	Mayor Sophie spoke to the report and responded to questions. The Chief Executive (Sandy Graham) explained how the rates of remuneration had been set, spoke to the report and responded to questions.
	Moved (Mayor Sophie Barker/Cr Steve Walker): That the Council: a) Approves annual remuneration of $145,008 for the Deputy Mayor. b) Approves annual remuneration of $100,577 for Councillors. c) Approves annual remuneration of $84,496 for Councillors with no additional responsibilities. d) Notes the Rules for Recovery of Expenses. e) Notes the proposed remuneration levels and Rules for the Recovery of Expenses will be forwarded to the Remuneration Authority for approval. Motion carried (CNL/2025/311) with Cr Vandervis recording his vote against

Moved (Mayor Sophie/Cr Marie Laufiso):

That the Council:

Adjourns the meeting for 12 minutes.

Motion carried

Withdraws the reports from the agenda noting they will be the first item on the November agenda.

Defers Item 8 – 2025 Annual Reports for the Dunedin City Holdings Ltd Group

The meeting adjourned at 3.33 pm and reconvened at 3.48 pm.

14 Albany Street Connection Project Update
A report from the Executive Leadership Team provided an update on the Albany Street Connection Project and sought direction on next steps. The report noted that the procurement period for the construction of the Albany Street Connection Project had now closed. There had been two responses received and both were over the budget identified in the 9 year plan 2025-2034.
The Chief Executive (Sandy Graham), Group Manager Transport (Jeanine Benson), Simon Speirs (Team Leader Regulation Management), Procurement and Contracts Manager (Serge Kolman) spoke to the report and responded to questions. The Chief In-House Legal Advisor (Karilyn Canton) and Partner, Anderson Lloyd (Michael Garbett) responded to questions.
Cr Marie Laufiso left the meeting at 4.07 pm and returned at 4.10 pm. Cr Christine Garey left the meeting at 5.13 pm and returned at 5.15 pm.
Moved (Cr Christine Garey/Cr Steve Walker): That the Council: a) Decides to proceed with the Albany Street Connection Project, with the aim of commencing construction as soon as possible. b) Approves an overspend on the Albany Street Connection Project against line-item Central City Cycle and Pedestrian Improvements. c) Notes the overspend will be managed within the Transport Team’s Total Capital Expenditure budget (including renewals). d) Delegates to Council’s Chief Executive Officer the authority to award the tender in respect of the Albany Street Connection Project. e) Notes that the reseal of Albany Street will be completed in conjunction with the Albany Street Connection Project. f) Confirms Council’s decision of 23 September 2025 regarding parking and traffic restrictions for the Albany Street Connection Project. g) Directs staff to prioritise and report further on the establishment of up to 30 additional parks in adjacent streets that will offset parking loss through the Albany Street Connection Project. Division The Council voted by division For: Crs John Chambers, Christine Garey, Doug Hall, Marie Laufiso, Mandy Mayhem, Mickey Treadwell, Steve Walker and Mayor Sophie Barker (8). Against: Crs Cherry Lucas, Russell Lund, Benedict Ong, Jules Radich, Andrew Simms, Lee Vandervis and Brent Weatherall (7). Abstained: Nil The division was declared CARRIED by 8 votes to 7 Motion carried (CNL/2025/312)

Crs Mandy Mayhem and Christine Garey left the meeting at 5.40 pm.

10 Waipori Fund - Quarter ending 30 September 2025
	A report from Dunedin City Treasury Limited provided information on the results of the Waipori Fund for the quarter ended 30 September 2025.
	The Chief Financial Officer (Carolyn Allan) and Treasurer, Dunedin City Treasury Ltd (Richard Davey) spoke to the report and responded to questions.
Cr Mickey Treadwell left the meeting at 5.49 pm and returned at 5.51 pm.
	Moved (Mayor Sophie Barker/Cr Cherry Lucas): That the Council: a) Notes the report from Dunedin City Treasury Limited on the Waipori Fund for the quarter ended 30 September 2025. Motion carried (CNL/2025/313)

9 Financial Report - Period ended 30 September 2025
	A report from Finance provided the financial results for the period ended 30 September 2025 and the financial position as at that date.
	The Chief Financial Officer (Carolyn Allan) and Financial Services Manager (Hayden McAuliffe) spoke to the report and responded to questions.
Cr Doug Hall left the meeting at 5.53 pm and returned at 5.58 pm. Cr Cherry Lucas left the meeting at 5.54 pm and returned at 5.55 pm.
	Moved (Mayor Sophie Barker/Cr Cherry Lucas): That the Council: a) Notes the Financial Performance for the period ended 30 September 2025 and the Financial Position as at that date. Motion carried (CNL/2025/314)

The Chief Executive (Sandy Graham) advised that the remaining reports would be moved to the 27 November 2025 Council meeting under Section 9.3 of Standing Orders.

Moved (Mayor Sophie/Cr Steve Walker):

That the Council:

Withdraw the remaining reports from this agenda and move them to the next Council meeting under section 9 of Standing Orders.

Motion carried with Cr Vandervis recording his vote against

The meeting closed at 6.20 pm

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

MAYOR

Council

27 November 2025

Amendment to Road Naming Policy

Department: Transport

EXECUTIVE SUMMARY

1 This report proposes an amendment to the Road Naming Policy document adopted by Council in 2016.

2 Staff recommend that changes are made to the application of the Road Naming Policy to allow developers to use pre-approved names from the Road Name Register (the register), without requiring a second road naming report to be submitted to Council or a delegated Committee.

3 The proposed changes were presented to and supported by the Infrastructure Services Committee on 19 March 2025, and an amended Road Naming Policy is now presented to Council for adoption.

4 The proposed changes will:

a) Enable better use of staff resources by eliminating the need to write an additional council report for road names that have already been pre-approved.

b) Give assurance to developers, who will be able to select names from the register and use them immediately, rather than potentially waiting months for a council meeting.

c) Add value to the register and encourage developers to choose names that have significant local content or meaning.

5 In addition to the above changes, the Policy has been updated to remove reference to the Infrastructure Services Committee (ISCOM). References to this committee have been replaced with “Council or delegated Committee” to ensure the Policy remains current regardless of committee structure across triennia.

RECOMMENDATIONS

That the Council:

a) Approves the proposed amendments to the Road Naming Policy.

BACKGROUND

6 The Dunedin City Council (DCC) is responsible for the naming of roads and numbering of addresses in the city under the Local Government Act 1974, Sections 319 (1)(j), 319A and 319B. All road names must be approved by Council prior to being used.

7 The DCC Road Naming Policy (the policy), which was adopted in 2016, provides a framework for the timely and consistent naming of roads that reflect the identity of the local community. The policy requires that Community Boards consider proposed names and give consultation advice for names for roads in their area. The policy can be accessed on the DCC website at www.dunedin.govt.nz/road-naming.

8 The register is a list of road names that have been assessed by staff and pre-approved by Council or delegated Committee for use in Dunedin. In some instances, the names are only appropriate for certain localities in the city.

9 If a developer chooses a name from the register, it does not need to be fully assessed by staff before being presented to Council or a delegated Committee for approval by resolution. However, staff are required to write a road naming report and schedule the name to be presented at an upcoming meeting.

10 These additional steps mean that the register provides few benefits for developers, who often want roads to be named quicky so that properties can be marketed. It also means that staff resource is used inefficiently writing road naming reports for roads that have already been pre-approved.

DISCUSSION

11 This inefficiency with the application of the policy is created by wording in the policy which states:

a) “Use of the Road Name Register. Developers may use names from the list (following any limitations which may be attached to the road name). Proposals will otherwise follow the same approval process as other proposals. The Infrastructure Services Committee may use the Road Name Register for road names not involving private subdivision, or where no acceptable name has been provided by a developer”.

12 The current policy does not encourage developers to choose names from the register even though it contains names that are often more relevant for the city than new names proposed by developers.

13 Staff propose to change the section titled “Use of the Road Name Register” found on Page 8 of the Road Naming Procedure document, within the Road Naming Policy document (Attachment A) from:

a) Developers may use names from the list (following any limitations which may be attached to the road name). Proposals will otherwise follow the same approval process as other proposals. The Infrastructure Services Committee may use the Road Name Register for road names not involving private subdivision, or where no acceptable name has been provided by a developer requesting a bespoke name.

14 To –

a) Developers may use any names from the list (following any limitations which may be attached to the road name). Proposals using pre-approved names will be assessed directly by Dunedin City Council Staff and a result will be communicated to the applicant within a reasonable timeframe. The Council or delegated Committee may use the Road Name Register for road names not involving private subdivision, or where no acceptable name has been provided by an applicant requesting a bespoke name.

15 Adopting this amendment will reduce unnecessary work for officers, Council or the delegated Committee, while allowing applicants to minimise delays that arise from waiting for names to be approved.

16 The proposed amendment is minor and does not require public consultation. The amendment was presented to ISCOM on 19 March 2025 and approved:

“Moved (Cr Christine Garey/Cr Jim O’Malley):

That the Committee:

a) Approves the proposed amendments to the Road Naming Policy.

Motion carried (ISC/2025/013)”

17 Under the amended policy, staff would assess the proposed name to ensure it still meets the criteria of the Road Naming Policy and if the name is to be used in a Community Board area staff would notify the Community Board of the use of a name from the register.

18 Some names on the register may be designated for use in particular areas or have greater significance in specific areas. Where a name is of particular importance to a Community Board, support may be sought by staff from the Community Board before the name is granted for use.

a) An example of an appropriate name selection in Community Board areas is the name ‘Harakeke Lane’, which was recently approved for use in Sawyers Bay. This name was selected from the register, and the applicants had discussed the use of the name with mana whenua about its suitability in the area. The name Harakeke (New Zealand Flax) is appropriate for the area, with its proximity to Kāpuka-taumāhaka, and the name represents the flora of the area.

b) Another example of name selection from the register is ‘Theomin Close’, a name recently approved for use in North East Valley. The chosen name was selected by the developers with the intent of streamlining the naming process.

19 Staff followed the proposed process for both names and the amount of time spent on processing was less than two hours in total. Compared to other recent road name applications, where approximately 20 hours of staff time was required to research suitability, communicate with developers and consultants, liaise with emergency services and LINZ, seek legal advice and draft a report.

20 Following the current process for selecting names from the register, it still took seven weeks for Theomin Close and four weeks for Harakeke Lane from when the application was received to when it was officially approved, and the developers notified. The proposed update to the road naming policy will remove almost all delay from the time of application to the name being granted.

21 Selecting names from the register provides certainty for developers, quicker timeframes (especially for well-established developments), reduction in staff time and a more concise process for naming roads. Allowing the names to be immediately granted, rather than waiting for Council approval will provide greater incentive for pre-approved, appropriate names to be selected.

22 When a name from the register is used by a developer, this will be listed for resolution in the next relevant Council or Committee report. This report will include the address where the name is to be used and the road naming register will be updated to say the name has been allocated.

23 This amendment does not create any changes to the process required if an applicant prefers not to use a name from the register.

24 Allowing road names from the register to be used immediately would provide a tangible benefit for developers and would give staff options to manage road naming even when council meetings are delayed, such as after elections.

OPTIONS

25 Two options are proposed. The recommended option (Option One) is to support the proposed amendment to the Road Naming Policy 2016. Option Two is maintaining the status quo.

Option One – Recommended Option

26 That the Council supports the proposed amendment to the Road Naming Policy 2016 document.

Advantages

· Encourages developers to use pre-approved names from the Road Name Register which will:

i) Decrease the time delay for developers to have properties addressed,

ii) Decrease the time that staff allocate to reviewing and preparing road naming documentation,

iii) Increase the use of pre-approved names that are recognised to carry local significance.

Disadvantages

· There are no disadvantages associated with this option.

Option Two – Status Quo

27 Do nothing.

Advantages

· There are no advantages associated with this option.

Disadvantages

· Does not incentivise developers to use pre-approved names from the Road Naming Register,

· Does not decrease the time associated for developers to gain addresses,

· Does not decrease staff workload.

NEXT STEPS

28 If approved by the Council, the Road Naming Policy will be amended as noted above. Community Boards will also be updated.

Signatories

Author:

Abbey Chamberlain - Senior Transport Planner

Authoriser:

Jeanine Benson - Group Manager Transport

Scott MacLean - General Manager, City Services

Attachments

	Title	Page
⇩a	Road Name Policy - 2025 update for use of the RNR	42

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	✔	☐	☐

This is an administrative function.

Māori Impact Statement

There are no known impacts for Māori with the proposed amendment. Staff continue to work to add Māori names to the Road Name Register in a way that is meaningful for mana whenua, and with this amendment, there will be greater incentive for appropriate Māori names from the register to be selected for new roads.

Sustainability

There are no implications for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The are no implications.

Financial considerations

There are no financial implications

Significance

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

Engagement – external

No external engagement has been undertaken for this amendment as the changed proposed is minor and intended to increase efficiency for both developers and staff.

Engagement - internal

Internal engagement with Transport, Policy and Legal has been undertaken.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Where a name is of particular importance to a Community Board, endorsement may be sought by staff from the Board before the name is granted for use. Any names selected from the register in a Community Board area will be notified to the Board through the granting process.

Council

27 November 2025

Traffic and Parking Bylaw Review Update

Department: Transport

EXECUTIVE SUMMARY

1 At their meeting of 30 October 2023, Council approved the review of the Traffic and Parking Bylaw (the Bylaw).

2 This report provides an update on the review and outlines the next steps including development of draft documents and consultation on any proposed changes and timeframes.

RECOMMENDATIONS

That the Council:

a) Notes the Traffic and Parking Bylaw review update.

BACKGROUND

Land Transport Act 1998

3 The Dunedin City Council (DCC) is a road controlling authority (RCA) under the Land Transport Act 1998 (LTA). As an RCA, the DCC is the authority having control over roads (excluding state highways) within the district and for those state highways for which the DCC has received delegated responsibility from NZ Transport Agency Waka Kotahi (NZTA).

4 Section 22AB of the LTA empowers RCAs to make bylaws for the purposes of, amongst other things, making prohibitions and restrictions for parking, prescribing the use of parking places and transport stations and regulating road-related matters, such as vehicle and road use and make provision for charges and enforcement.

Dunedin Traffic and Parking Bylaw

5 The Bylaw was approved by the Council in February 2010 and came into effect on the 1st of March 2010. See Attachment A for the Bylaw.

6 The Bylaw sets out the requirements for parking and control of vehicular or other traffic on any road under DCC control, including those state highways where control has been delegated to the DCC.

7 A bylaw made under the LTA, is not subject to the timeframes for review which are required by the Local Government Act 2002 (LGA). However, the LGA consultation requirements still apply to a bylaw made under the LTA and the special consultative procedure is required to review the Bylaw.

8 In addition to the Traffic and Parking Bylaw, the DCC also has a Roading Bylaw, with the purpose of protecting health and safety and protecting the public from nuisance by managing and regulating roads in Dunedin. While the Traffic and Parking Bylaw focuses on requirements for parking and control of traffic, the Roading Bylaw focuses on regulating things in roads (for example fences or goods), as well as regulating stock, vehicle road crossings, road openings, road numbers and damage to roads.

Council resolution to commence review

9 On 30 October 2023, the Council approved commencement of the Bylaw review:

Moved (Mayor Jules Radich/Cr Cherry Lucas):

That the Council:

a) Approves commencement of the review of the Traffic and Parking Bylaw.

b) Determines that a bylaw was the most appropriate way to address issues relating to managing traffic and parking in Dunedin.

Motion carried (CNL/2023/259) with Cr Lee Vandervis recording his vote against.

DISCUSSION

Progress to date

10 Since the Bylaw review commenced, staff have made an initial assessment of the Bylaw with regard to:

a) Updating legislative references, for example Transport Act 1962 to Land Transport Act 1998

b) Updating terminology to reflect emerging trends and technology, for example replacing references to ‘Pay and Display’ parking with ‘Payment parking’

c) Updating the Bylaw, for example providing for shared paths, micro-mobility, unformed roads and engine braking

d) Making the Bylaw clearer by re-ordering information and modernising the language

11 An initial draft Bylaw has been developed and has undergone internal and external legal review.

Next steps

12 Next steps of the review are detailed in Table 1, which also shows the indicative timeframe. Note that the timeframe is subject to factors such as resourcing, consultation calendar availability and Committee structures that are yet to be determined.

Table 1: Bylaw review milestones and timeframe

Bylaw review milestone	Indicative timeframe
Council approves draft bylaw and statement of proposal for consultation purposes	February 2026
Consultation on draft bylaw and statement of proposal	February/March 2026
Hearings Committee hears and deliberates	May 2026
Council adopts Bylaw with any amendments	June 2026
Date of effect	July 2026

OPTIONS

13 As this is an update for the Council, there are no options.

NEXT STEPS

14 Next steps are to continue with the review as planned. A report will be presented to the Council in early 2026 seeking adoption of a draft bylaw and statement of proposal for consultation purposes.

Signatories

Author:

Abbey Chamberlain - Senior Transport Planner

Authoriser:

Jeanine Benson - Group Manager Transport

Scott MacLean - General Manager, City Services

Attachments

	Title	Page
⇩a	Traffic and Parking Bylaw 2010	61

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 and economic 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	☐	☐	✔

Traffic and parking restrictions support a safe, efficient and accessible transport network, and support the social and economic wellbeing of Dunedin communities.

Māori Impact Statement

Mana whenua have expressed support for an efficient transport network.

Sustainability

Parking control changes improve efficiency and access to the transport network, and contribute to sustainability goals.

Zero carbon

Emissions considerations are not applicable to this report.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications for these documents.

Financial considerations

There are no financial implications.

Significance

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

Engagement – external

There has been no external engagement on this review to date. The special consultative procedure will be used to consult on any proposed changes.

Engagement - internal

There has been internal engagement with In-House Legal Counsel, Council Communications and Marketing, Business Information Services, Governance, and Customer and Regulatory.

Risks: Legal / Health and Safety etc.

There are no identified risks. An initial draft Bylaw has undergone external legal review.

Conflict of Interest

There is no identified conflict of interest.

Community Boards

Community Boards are identified as stakeholders in this review and will be consulted with as part of the consultation process.

Council

27 November 2025

Taieri Mouth Road Speed Limit Change Consultation

Department: Transport

EXECUTIVE SUMMARY

1 This report proposes an upcoming consultation on a proposed speed limit change on Taieri Mouth Road between Brighton and Taieri Mouth.

2 A speed limit reduction from 100km/h to 80km/h along Taieri Mouth Road was originally proposed in the draft Speed Management Plan that the Dunedin City Council consulted on in 2023.

3 During that consultation, 20 Kuri Bush residents signed a submission supporting an 80km/h speed limit on Taieri Mouth Road through the Kuri Bush settlement.

4 Following the release of the Land Transport Rule: Setting of Speed Limits 2024 (Setting of Speed Limits Rule 2024), the Dunedin City Council was unable to proceed with the draft Speed Management Plan as the process for setting speed limits had changed.

5 Public consultation on the proposal to reduce the Taieri Mouth Road speed limit from 100km/h to 80km/h in accordance with the Setting of Speed Limits Rule 2024, will occur in early 2026.

RECOMMENDATIONS

That the Council:

a) Notes the Taieri Mouth Road Speed Limit Change Consultation report.

BACKGROUND

6 Following the change in government, the speed setting process was changed. The Setting of Speed Limits Rule 2024 came into force in October 2024 and outlined the process that Road Controlling Authorities must follow to set speed limits.

7 Under the previous Setting of Speed Limits Rule 2023, the Dunedin City Council consulted on a draft Speed Management Plan which proposed lower speed limits on rural roads, in rural settlements and some areas within the city. This included a proposal to reduce the speed limit on a section of Taieri Mouth Road from 100km/h to 80km/h.

8 During the consultation, 20 residents of Kuri Bush signed a joint submission requesting an 80km/h speed limit on a 3km section of Taieri Mouth Road from MacLeod’s Lagoon to the southern end of Kuri Bush, citing safety concerns.

9 Due to the implementation of the new speed setting rule, the draft Speed Management Plan consulted on in 2023 under the previous rule could not be progressed.

10 Staff propose to consult on a speed limit change for Taieri Mouth Road from the existing 80km/h sign south of Brighton near the Big Stone Road intersection to the boundary with Clutha District Council (north of Taieri Mouth), a section of road approximately 13km in length (see Figure 1 – Map 1).

DISCUSSION

11 Transport staff propose consulting on a permanent 80km/h speed along the entire stretch of Taieri Mouth Road, including the Kuri Bush settlement, for the following reasons:

a) The road is consistent with many typical coastal roads, with frequent changes in direction that require drivers to slow down and navigate with caution.

b) The mean operating speed is between 88-92km/h along Taieri Mouth Road (see Map 1).

c) There are numerous access points to residential properties on blind corners in the Kuri Bush settlement.

d) There are beach accesses along the road with poor visibility of oncoming traffic.

e) Sightlines are limited at the Dicksons Road and Taieri Mouth Road intersection.

f) Local farmers in the area use the road for moving heavy machinery.

g) Logging trucks regularly use Taieri Mouth Road.

h) High numbers of tourists use the road in the summer months.

Figure 1 - Map 1

12 The proposed speed reduction will provide the following benefits:

a) Improved consistency: Extending the 80km/h limit along the entire 13km length will result in fewer changes in speed limits which will reduce confusion and likely improve driver compliance.

b) Safer access: Reducing speed will make residential and beach access safer along the full stretch of road.

c) Improved alignment to current driving behaviour: Better aligning the speed limit to actual operating speeds, which are consistently lower than the posted 100km/h limit, will result in safer and more consistent speeds along Taieri Mouth Road.

13 The proposed speed limit change aims to enhance safety for both Kuri Bush residents and those travelling through the area. While initial consultation on the 2023 draft Speed Management Plan included these changes and relevant submissions were received, the Setting of Speed Limits Rule 2024 now requires a formal public consultation period of at least six weeks.

OPTIONS

14 There are no options associated with this report.

NEXT STEPS

15 Staff will prepare consultation documents in accordance with the requirements of the Setting of Speed Limits Rule 2024. The documents will include a cost-benefit statement outlining safety impacts, travel time considerations, and implementation costs.

16 The Setting of Speed Limits Rule 2024 does not require the use of the Special Consultative Procedure set out in section 83 of the Local Government Act 2002. Consultation will take place over a six-week period in early 2026.

17 Following consultation, a summary of submissions will be prepared detailing how community input has influenced the final draft proposal. The summary of submissions will be published on the Dunedin City Council website. The finalised draft proposal will then be submitted to the Director of Land Transport for approval and certification in accordance with the Setting of Speed Limits Rule 2024.

Signatories

Author:

Janet Young - Safe and Sustainable Travel Co-ordinator

Authoriser:

Jeanine Benson - Group Manager Transport

Scott MacLean - General Manager, City Services

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 well-being of communities in the present and for the future.

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

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

This decision promotes the 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	☐	☐	✔

Ensuring Dunedin is a safe city is prioritised in the Social Wellbeing Strategy, Spatial Plan and Long-Term Plan as well as the Integrated Transport Strategy. Safer speeds are one of four pillars under the Safe System approach to reduce the number of fatal and serious injury crashes occurring on Dunedin’s road network.

Māori Impact Statement

During the consultation process, staff will engage with Mana Whenua regarding the proposed speed limit changes to ensure there is an opportunity for feedback, and that consultation follows the guidelines set out in the Setting of Speed Limits Rule 2024 and Speed Management Guidance provide by NZTA/Waka Kotahi.

Sustainability

A reduction in mean operating speed along Taieri Mouth Road could result in a reduction of vehicle carbon emissions.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications.

Financial considerations

Implementing the proposed speed limit changes would require minimal costs to change two signs. These costs would be funded out of the Low Cost Low Risk budget that is allocated for this type of work.

Significance

The proposed changes to the Taieri Mouth Road speed limit are assessed to be of low significance.

Engagement – external

The proposed speed limit changes take into account feedback received from members of the Kuri Bush community during the draft Speed Management Plan that was consulted on in 2023. This report is to inform Council of the upcoming consultation that will engage with numerous interested parties, in line with the requirements outlined in the Setting of Speed Limits Rule 2024.

Engagement - internal

There has been no internal engagement.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The speed limits proposed in this report pertain to Taieri Mouth Road, located within the Saddle Hill Community Board area. The Dunedin City Council received support for the proposed consultation from the Saddle Hill Community Board in August 2025.

Council

27 November 2025

Resolution to Stop Part of Glengyle Street, Vauxhall

Department: Property

EXECUTIVE SUMMARY

1 This report recommends concluding the road stopping process for 158m2 of land adjoining 42 Glengyle Street, Vauxhall, as the public notification process has been completed and no objections were received.

2 The owners of 42 Glengyle Street applied to have a section of unformed legal road stopped. Council agreed to public notification of its intention to stop a portion of legal road and subsequently the property has been surveyed, valued and a sale and purchase agreement has been signed.

3 This report concludes the formal part of Council’s decision-making process in this matter.

RECOMMENDATIONS

That the Council:

a) Resolves that under Section 342 of the Local Government Act 1974 the part of unformed road described as Section 1 SO 610112 is stopped.

b) Notes that no objections were submitted during the public notice period.

c) Authorises a public notice declaring that the road is stopped.

BACKGROUND

4 The owners of 42 Glengyle Street, Vauxhall, applied to stop an unformed part of legal road adjoining their property, in order to better align the boundary of their section. Their driveway and retaining wall were partially located within the road stopping area.

5 The road stopping application was considered by the Customer and Regulatory Committee on 6 August 2024, which resolved as follows:

Moved (Cr Andrew Whiley/Cr Christine Garey):

That the Committee:

a) Approves public notification of the Council’s intention to stop a portion of legal road at 42 Glengyle Street, Vauxhall, subject to the applicant agreeing to:

i) Pay the Council the non refundable fee for processing the road stopping.

ii) Pay the Council the actual costs incurred for the stopping, regardless of whether or not the stopping reaches a conclusion, and the market value of the stopped road, assessed by the Council’s valuer.

iii) Amalgamate the stopped portion of road with the title of the adjacent land that is owned by the applicant, being the land contained within Record of Title OT376/109

iv) Accept the application of the standards contained within the Dunedin City Council Code for Subdivision and Development to the stopped road.

v) Register any easements over the stopped portion of road in favour of utility companies (if required by the utility company).

Motion carried (CRC/2024/019)

DISCUSSION

6 The applicant and Council have entered into a conditional sale and purchase agreement in accordance with the Committee resolution.

7 The area of road to be stopped was surveyed and the property has been valued.

8 The application was publicly notified for 40 days and the notification period closed on Friday 19 September 2025. No objections were received.

9 The Council is now able to formally resolve to stop the part of unformed legal road shown as Section 1 on SO 610112.

OPTIONS

Option One – Recommended Option

10 As no objections have been received, the Council may declare the part of unformed legal road to be stopped.

Advantages

· This option is consistent with the Customer and Regulatory Committee decision of 6 August 2024.

· This option will enable the adjoining landowners to establish a practical legal boundary.

· Modest proceeds of sale (assessed at market value) will be received and the rateable area of private land will increase following amalgamation of the titles.

Disadvantages

· There are no disadvantages identified.

Option Two – Status Quo

11 The Council may decide not to declare the part of unformed legal road to be stopped.

Advantages

· There are no identified advantages.

Disadvantages

· This option would be inconsistent with the Customer and Regulatory Services Committee decision of 6 August 2024.

· This option would not establish a practical legal boundary for the adjoining property.

· This option would result in no receipt of proceeds of sale and no increase in the rateable area of private land.

NEXT STEPS

12 If Council resolves that Section 1 SO 610112 is stopped, a public notice formally declaring the road stopping will be published in the Otago Daily Times. A new Record of Title will be raised for the land, which will be transferred to the owner of the adjoining land at 42 Glengyle Street and amalgamated with their Record of Title.

Signatories

Author:	Paula Dickel - Strategic Property Advisor
Authoriser:	David Ward - General Manager, 3 Waters, Property and Urban Development

Attachments

	Title	Page
⇩a	Survey Plan SO 610112	85
⇩b	Aerial Photo	89

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	☐	☐	✔

There is no contribution to the Strategic Framework.

Māori Impact Statement

Staff reviewed the District Plan, and the land is not identified as Wāhi Tupuna. There is no known impacts for Māori.

Sustainability

There are no known impacts for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications for these plans/strategies.

Financial considerations

Costs incurred in the process are recovered from the applicant. A modest financial sum will be received as proceeds from the sale of land.

Significance

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

Engagement – external

A full public notification process was carried out and no objections were received.

Engagement - internal

Transport, Legal Services, Parks and Recreation Services, Customer and Regulatory Services, City Planning, City Development and Three Waters were consulted when the process was initiated.

Risks: Legal / Health and Safety etc.

There are no risks identified.

Conflict of Interest

No conflict of interest has been identified.

Community Boards

There are no implications for Community Boards, a full public notification process was undertaken.

Council

27 November 2025

Lower Value Grants - process amendment

Department: Civic and Corporate Policy

EXECUTIVE SUMMARY

1 The purpose of this report is to seek approval for an amendment to the Chief Executive Officer’s (CEO) delegations to enable staff assessment and approval of applications for grants of up to $5,000 (excluding Rates Relief grants) that are funded and administered by the Dunedin City Council (Council).

2 In order to satisfy Council’s granting procedures, and to enable applicants to meet project and event deadlines, it is necessary to make decisions on grant categories before the end of 2025.

3 Staff delegations currently allow for decision making on grants of $500 or less. Without amendment to these delegations, all other grants would be considered under the adopted governance structure for the new triennium.

RECOMMENDATIONS

That the Council:

a) Amends the Chief Executive Officer’s delegations to enable approval of Dunedin City Council–funded and administered grant applications (excluding Rates Relief) valued at $5,000 or less, as follows:

1. The Chief Executive is delegated the power to approve or decline applications for grants that are funded and administered by the Council, provided that:

a) The grant is within an approved budget; and

b) The maximum possible grant value awarded to an applicant does not exceed $5,000; and

c) The power to approve or decline the grant has not been reserved to the Council under this Manual or by resolution.

2. The Chief Executive may sub-delegate this authority to any other officer of the Council, subject to:

a) The sub-delegation being in writing and suitably recorded; and

b) The grant being signed off by the relevant General Manager.

3. Staff will report to Council or a Committee of Council twice per year on all grants approved under delegation.

BACKGROUND

4 Council funds and administers a range of grants, which are the subject of this report. A list of grants is at Attachment A.

Previous approval process

5 Under the governance structure adopted in the previous triennium, a Grants Subcommittee was established and delegated responsibility to assess and determine grant applications.

6 Under this structure, grant applications were assessed by staff and then submitted to the Grants Subcommittee for consideration under delegated authority.

7 Staff reviewed each application against the grant-specific criteria and the DCC Grants Management Policy and provided recommended amounts to guide decision-making. Staff who provide recommendations are closely connected to the communities that each grant is intended to support.

8 While the Subcommittee occasionally made minor adjustments, it consistently supported staff recommendations, demonstrating confidence in the assessment process.

Grants Review

9 In 2023, a request was made by Council to undertake a review of grants, to support the preparation of what was then the 10-year plan 2024-34. Work on the review is ongoing and most contestable grant pools have been rolled over in the interim.

10 ‘Rates Relief’ is a contestable grant that is included in the Grants Review. At its meeting on 26 May 2025, Council reviewed and amended Rates Relief grant eligibility and assessment criteria. Grant approval responsibility also shifted from staff to the Council.

Grant types and logistics

11 There are several grant pools administered by Council, but which are funded by an external organisation. These grants are outside the scope of this report.

12 Additionally, there are grant pools that involve applications above the $5,000 threshold, including:

a) Place-Based Funding

b) City Services Funding

c) Community and Major Events Funding

d) Professional Theatre Fund

e) Rates Relief

These grant pools have historically required elected member decision-making due to their scale and strategic relevance.

13 Some grant applications are considered at specific times of the year, while others are considered on a rolling basis.

DISCUSSION

14 Current delegations allow responsibility to be delegated to staff for assessment and approval of grants of $500 or less.

15 Council’s adopted governance structure does not currently include a Grants Subcommittee. Decisions on grants over $500 would therefore be referred to a meeting of Council or one of its Committees.

16 There are approximately 300 lower value applications anticipated in the current funding round, including events, arts, and community grants. Staff recommendations on these grants have seldom been overturned by elected members, which means delegating responsibility for these decisions is considered administratively efficient.

17 Grant applicants often work within tight delivery timelines. For many funding streams, decisions must be made before the end of 2025 to enable programmes and events to proceed. Maintaining the current delegation threshold would risk delays, uncertainty for applicants, and additional time pressures on Council meeting agendas.

18 Under the proposed amendment, staff would continue to assess all grant applications and ensure they meet the relevant criteria and policy. Existing grant types, funding rounds, and due dates would remain unchanged. Staff would also maintain the current levels of support to applicants. A report-back mechanism would ensure full transparency to Council regarding all staff-approved grants.

19 This approach reflects practices employed by other territorial authorities, including Christchurch City Council, where staff administer lower-value grants, while elected members retain decision-making for higher-value or strategically significant funding.

OPTIONS

Option One – Amend the CEO’s delegations (Recommended Option)

20 This option would allow staff to assess and approve Council-administered grants valued at $5,000 or less, excluding Rates Relief grants. All grants would continue to undergo staff assessment.

21 There would be no change in the process for higher-value grants and these would still be referred to Council or a Committee of Council for approval.

22 Staff would report-back on all grants approved under staff delegations to Council or a Committee of Council twice annually.

Advantages

· Reduces administrative burden on Council and Committee meetings.

· Builds on proven past practice where staff assessments were consistently endorsed by the former Grants Subcommittee.

· Enables timely decision-making and supports applicants to meet project and event deadlines.

· Maintains continuity of grant types, funding rounds, and processes.

· Aligns with best-practice models used by other local authorities.

· Ensures strategic oversight remains with elected members for higher-value grants (e.g., Place-Based, City Services, Major Events Funding, etc.).

Disadvantages

· Reduces direct Council oversight on lower value grants.

Option Two – Status Quo

23 Under this option, decisions on grants over $500 would be referred to a meeting of Council or a Committee of Council. Current delegations would allow for staff assessment and approval of grants of $500 or less.

Advantages

· Direct Council oversight of all grant decisions.

Disadvantages

· Increase in Council and Committee workloads.

· Risk of delays to applicants awaiting time-sensitive funding decisions.

· Reduced time available for Council to focus on strategic issues.

· Inefficient use of governance time relative to value and complexity of lower-level grants.

NEXT STEPS

24 Grants will be assessed and approved in line with delegations, as decided by Council.

25 If Option 1 is approved, staff will assess and determine grants of $5,000 or less (excluding Rates Relief), and will submit a list of staff-approved grants from the current granting round in a report for noting at a Council meeting in December 2025.

26 For grants outside of staff delegations, assessment and approval will be sought from Council at a meeting in December 2025.

Signatories

Author:

Janet Fraser - Corporate Planner

Nicola Morand - Manahautū (General Manager Community and Strategy)

Authoriser:

Sandy Graham - Chief Executive

Attachments

	Title	Page
⇩a	List of grants funded and administered by the DCC	96

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	✔	☐	☐

Grants funding contributes to many of the objectives and priorities of the DCC’s strategies.

Māori Impact Statement

The distribution of DCC grants has been used to support and give effect to the Council’s commitment to Māori and to its obligations under the Treaty of Waitangi. The adoption of Te Taki Haruru outlines the DCC’s commitment to mana whenua. Te Taki Haruru will guide the grants review including assessing the potential impacts that grants can have for Māori.

Sustainability

DCC grants have been used to support and give effect to the Council’s commitment to sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Grants are already budgeted as part of the 9 year plan 2025-34.

Financial considerations

Grants are already budgeted as part of the 9 year plan 2025-34. This report does not propose any change to the grants budget.

Significance

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

Engagement – external

Grant delegations have not been part of external consultation and are assessed as low significance under Council’s Significance and Engagement Policy.

Engagement - internal

Relevant internal staff have been consulted with as part of the development of this report.

Risks: Legal / Health and Safety etc.

There are no identified legal or health and safety risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no identified implications for Community Boards.

Council

27 November 2025

Housing Outreach Service Proposal

Department: Policy and Partnerships

EXECUTIVE SUMMARY

1 This report responds to Council’s agreement in principle to establish a Council-led housing outreach service and outlines the associated implications and costs.

2 The report focuses on the resourcing, budget requirements, and strategic rationale for a DCC outreach model.

3 It proposes expanding the Housing Policy and Plan function from 1.0 full-time equivalent (FTE) to 3.0 FTEs, along with a modest operating budget, to support delivery of a dedicated housing outreach service.

4 It seeks direction from Council on whether to fund the service as an unbudgeted overspend in the current financial year to enable immediate establishment, or to defer establishment until it can be considered through the annual plan budgeting process.

RECOMMENDATIONS

That the Council:

a) Notes the cost for resourcing for an in-house service is $270,00 which includes:

· Two additional full-time equivalent (FTE) positions

· A modest operating budget

b) Notes there is currently no budget allocation for this service.

c) Considers how it wishes to progress funding, either through inclusion in the 2026/2027 annual budget process or as an approved overspend in the current financial year.

BACKGROUND

5 The Ōtepoti Dunedin Housing Plan was adopted by Council on 30 August 2022:

Moved (Cr Rachel Elder/Cr Doug Hall):

That the Council:

a) Adopts the Ōtepoti Dunedin Housing Plan 2022.

b) Authorises the Chief Executive to make any minor editorial changes to the Ōtepoti Dunedin Housing Plan 2022.

c) Notes that implementation of the Ōtepoti Dunedin Housing Plan 2022 would require ongoing engagement with the community and regular reporting to Council and the community.

The Council voted by division:

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

Against: Cr Lee Vandervis (1).

Abstained: Nil

The division was declared CARRIED by 12 votes to 1

Motion carried (CNL/2022/046)

6 The guiding principle of the Ōtepoti Dunedin Housing Plan (Attachment A) is that ‘decent housing is a human right’. The plan outlines key Council priorities:

· Advocating for equitable access to housing.

· Taking a solution-focused approach.

· Helping our residents access the right information and services they need.

7 The first Implementation Plan 2023 – 2024 (Attachment B) noted by Council on 6 March 2023 committed to supporting the city’s most vulnerable by developing a more co-ordinated and joined-up response to homelessness.

8 The second and current Implementation Plan 2024 – 2026 (Attachment C) was noted by Council on 24 April 2024 reaffirming the direction and committing to continuing progress toward a functional zero approach to homelessness. Key actions include:

a) Reviewing and analysing data to support advocacy and service planning

b) Expanding engagement with providers and partner agencies

9 On the 23rd of September 2025 in accordance with Standing Order 26.1, the following Notice of Motion was received from Cr Marie Laufiso.

Cr Laufiso spoke to the Notice of Motion.

Moved (Cr Marie Laufiso/Cr Christine Garey):

That the Council:

a) Agrees in principle to the establishment of a dedicated outreach service within Council, to help deliver on its commitment to a Functional Zero approach to homelessness under the Ōtepoti Housing Action Plan.

b) Requests a report to the November 2025 Council meeting on the costs and implications of establishing an outreach service.

c) Notes that the report would include an option to increase the budget and staff levels in the Policy -Housing team

Motion carried (CNL/2025/001)

DISCUSSION

Homelessness Statistics – local and national

10 According to the 2024 Census (Stats NZ Aotearoa Data Explorer), an estimated 267 people in Otago are experiencing severe housing deprivation. These individuals are living without shelter, sleeping rough in cars, tents, or makeshift structures. This number reflects a growing crisis that is increasingly visible across Ōtepoti Dunedin and which current services are not adequately resourced to address.

11 Nationally, the 2023 Census estimates 111,993 people are homeless across Aotearoa New Zealand. While age-specific regional data is not available, applying Otago’s share of 3.6% of the total population yields the following estimates:

Age Group	NZ Total	% of Total	Estimated Otago Total
Under 15	29,805	26.6%	1,072
15–29	27,351	24.4%	984
30–64	41,076	36.6%	1,478
Over 65	13,764	12.2%	495

12 Nationally, 51.4% of people experiencing homelessness in all forms identify as female. Using the same proportion, approximately 2,103 of Otago’s estimated 4,092 people in housing stress are likely to be women.

13 Homelessness and housing insecurity are rising among Dunedin’s youth. Service providers involved in planning for a proposed youth hub have identified growing concerns about youth homelessness. The city's youth transition home is under increasing pressure, with a long and growing waitlist, highlighting a critical gap in supported accommodation for young people.

How other Councils are responding

14 Wellington Region (estimated homeless population: 240) has committed $460,000 to grow its outreach team, including after-hours services, respite beds, and urgent needs (e.g. temporary accommodation, transport, and health). This is in addition to long-standing support for providers like Downtown Community Ministry (DCM).

15 Palmerston North has funded the MASH Trust with $100,000 per year for three years to employ a dedicated Outreach Worker.

16 Auckland has allocated $500,000 in its Long-term Plan 2025–2034 to support outreach services, in addition to existing provider funding.

17 Nelson Council has provided additional funding to NGO The Male Room to expand outreach as part of its community response.

18 Christchurch City Council fund 2 Outreach positions within the Christchurch City Mission.

Strategic Rationale

19 A Council-led outreach model provides a practical and proactive way to reduce risk to individuals experiencing homelessness and to the wider community by ensuring a consistent and coordinated response across services.

20 It supports improved data collection and insight. The DCC’s implementation of the Outcomes Star approach is already building a robust understanding of the needs of those experiencing homelessness in the city. Over time, this can inform smarter investment decisions, for example, public toilet placement, rubbish bin locations, and service accessibility.

21 The approach also enables more responsive public engagement and improved handling of community concerns and complaints.

22 It provides a strong evidence base for future policy and strategy development, including a Social Housing Strategy and a Homelessness Policy grounded in real-time insights and lived experience.

23 The model aligns with best-practice approaches used in other cities and demonstrates local leadership in addressing homelessness in the absence of long-term, dedicated central government support.

24 Establishing a sustainable Council-connected outreach service ensures continuity, collaboration, and compassion, directly contributing to achieving Council’s Functional Zero homelessness goals.

Outreach Services in Ōtepoti Dunedin

25 It is understood that the Ministry of Social Development (MSD) has very recently provided funding to Catholic Social Services to assist people experiencing homelessness in Ōtepoti Dunedin by supporting their connection with MSD services. This initiative is expected to operate for no longer than one financial year. Its limited duration highlights the need for a sustainable, locally connected outreach service that provides continuity and long-term support.

26 In this context, the DCC is uniquely positioned to provide stability and continuity by leading a locally tailored, enduring outreach model that complements and builds on the work already underway.

27 A Council-connected outreach service offers distinct advantages, including integration with existing Council functions such as public space management, safety, environmental health, and community development. It also ensures continuity of care as temporary services transition or conclude.

28 The proposed DCC Outreach Team would support any person in need by connecting them to appropriate support systems.

29 Outreach is a proven, cost-effective approach for engaging people who are disconnected from systems of care. Benefits include:

· Building trust with hard-to-reach individuals and starting the journey toward stability.

· Connecting people to critical services: emergency shelter, health care, addiction support, case management.

· Reducing visible street homelessness through proactive, place-based engagement.

· Preventing crises and protecting lives, especially during extreme weather or public health emergencies.

· Improving public safety and cleanliness, reducing pressure on city infrastructure.

· Lowering demand on emergency services, hospitals, and law enforcement.

· Promoting dignity and compassion in how we respond to homelessness.

· Identifying gaps in services and informing better planning and investment.

· Supporting long-term housing stability by helping people navigate complex systems.

· Strengthening collaboration between Council, NGOs, health providers, police, and housing organisations.

Alignment with the Ōtepoti Dunedin Housing Plan

30 Council has already shown leadership in driving a coordinated city-wide response to homelessness through the Ōtepoti Dunedin Housing Plan. Establishing a Council-based outreach service would strengthen the delivery of key actions.

31 It is envisaged that the service would:

Outreach and Engagement

• Proactively engage with individuals experiencing homelessness in public spaces, including those who are chronically or visibly homeless.

• Build relationships with people who may be disconnected from support systems.

• Conduct regular, place-based outreach across identified hotspots or high-needs areas.

Service Navigation and Referral

• Connect people to appropriate services such as emergency accommodation, mental health and addiction support, health care, food provision, and case management.

• Support individuals in navigating complex service systems, including Work and Income, housing providers, and health services.

Crisis Response and Prevention

• Monitor and respond to individuals at high risk of harm, particularly during extreme weather events, public health emergencies etc.

• Work with emergency services to de-escalate situations and coordinate emergency responses that prioritise safety and wellbeing.

Community Safety and Infrastructure Support

• Help reduce the impact of street homelessness on public spaces by supporting individuals to move into safer, more stable environments.

• Work alongside other Council departments and contractors to address issues related to street presence (e.g. waste, encampments) in a coordinated way.

Data Collection and System Improvement

• Record outreach contacts, referral outcomes, and emerging trends to support continuous improvement and service planning.

• Identify gaps or barriers in current service provision and feed insights back to Council and partner agencies.

• Contribute to Functional Zero homelessness initiatives and shared data systems.

Partnerships and Interagency Collaboration

• Maintain strong working relationships with NGOs, iwi and Māori service providers, health agencies, Police, Oranga Tamariki, Kāinga Ora, and MSD etc.

• Attend case coordination or sector meetings and contribute to joint action plans and wraparound support strategies.

• Promote shared understanding and aligned responses between agencies.

Budget

32 The proposed budget for two additional FTEs and a modest operational budget is identified at $270,000 per annum. If approved, Council would determine when to apply this.

33 The proposed budget includes funding for two additional salaries, safety considerations, staff set-up costs (eg phones), vehicle use allowance, training, and a small discretionary fund to provide assistance in urgent or dangerous situations for people experiencing unsafe homelessness where no other immediate support is available.

34 The proposed increase in budget for the Housing Policy and Plan function would be funded by the general rate. An increase in budget of $270,000 would increase overall rates revenue by 0.1% and increase general rates by 0.2%.

35 If Council decides to approve the additional resourcing in the current financial year, this would need to be an approved overspend. This would likely be around half of the full-year budget.

OPTIONS

Option One – Establish a dedicated Council-led outreach service effective immediately

36 Under this option Council would approve an overspend in the current financial year to establish an in-house outreach service to deliver key actions in the Ōtepoti Dunedin Housing Plan 2022 and the Implementation Plan 2024–2026.

Advantages

· Responds directly to a critical community need.

· Demonstrates leadership where government funding is absent.

· Strengthens internal and external coordination with NGOs, agencies, charities and the community.

· Improves safety, wellbeing, and public trust.

· Enhances long-term planning.

Disadvantages

· Requires new unbudgeted operational funding.

· Introduces new organisational functions and complexity.

Option Two – Include the budget in the 2026/2027 annual plan process

37 Under this option Council would include the budget for an outreach service as part of the annual plan budget process to establish an outreach service in the next financial year.

Advantages

· Allows consideration within the normal budget cycle

Disadvantages

· Delays implementation

Option Three– Status Quo

Advantages

· No new funding required.

· No additional operational responsibilities or organisational change.

Disadvantages

· Limited ability to turn strategy into effective action.

· Continues reliance on overstretched NGOs and informal networks.

· Continues reliance on the relationships held by the Advisor.

· No capacity to proactively support homeless individuals.

· Limited data gathering which impacts on the delivery of a strategic response.

· Reputational risk from visible inaction.

NEXT STEPS

38 If Council approve option 1 or 2 next steps would include:

a. Confirm Budget Allocation

· Allocate the $270,000 operational budget for inclusion in the 2026/27 Annual Plan process or, alternatively, as a proportionate overspend in the current financial year.

b. Progress Recruitment or Procurement when the budget has been approved.

· Recruit two additional FTEs and either immediately or following the annual plan process, establish the outreach service within the Housing Policy and Plan function.

c. Finalise Service Design

· Develop a locally responsive outreach model that aligns with the Ōtepoti Dunedin Housing Plan and Functional Zero principles.

· Confirm safety protocols, partnership arrangements, operating procedures, and data-collection systems.

d. Strengthen External Partnerships

· Engage with NGOs, iwi/Māori providers, Police, MSD, health services, and Kāinga Ora to support coordinated implementation and shared expectations.

e. Establish Monitoring and Reporting Frameworks

· Develop metrics for tracking service performance, outreach contacts, referrals, and housing outcomes.

· Set up quarterly reporting to Council.

f. Communications and Engagement

· Prepare a communications plan to advise stakeholders and the community of the new or expanded service and manage expectations.

39 If Council chooses Option 3 (Status Quo)

a. Continue with the delivery of current housing plan actions

b. Monitor sector capacity and community impact

c. Report back to council as required

Signatories

Author:	Gill Brown - Principal Policy Advisor Housing
Authoriser:	Nicola Morand - Manahautū (General Manager Community and Strategy)

Attachments

	Title	Page
⇩a	Housing Plan	109
⇩b	Implementation Plan 2023-2024	129
⇩c	Implementation Plan 2024-2026	131

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

Fit with strategic framework

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

This work supports Council’s goals of creating inclusive, liveable communities, reducing housing inequities, and achieving functional zero homelessness. The service strengthens alignment across policy, planning, and frontline delivery, advancing Council’s vision across all wellbeing strategies and plans, in particular the Housing Action Plan.

Māori Impact Statement

The Housing Policy Team contributes to the aspirations of Te Taki Haruru – Māori Strategic Framework by supporting equitable housing outcomes for Māori and strengthening partnerships with mana whenua. This includes supporting kaupapa Māori approaches to housing, collaborating with mana whenua in strategic planning, and ensuring that Council’s housing responses contribute to Māori communities in Ōtepoti.

Sustainability

Sustainability in this context relates to social sustainability.

Zero carbon

There is no discernible impact on our Emissions from the actions in this paper.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

This report outlies activities that are not currently included in the LTP.

Financial considerations

As this report requires investment over that approved there are financial implications.

Significance

The approval of this report is identified as low significance.

Engagement – external

External engagement has consistently identified the lack of outreach services in Dunedin as problematic.

Engagement - internal

Engagement with People and Capability and Finance has been undertaken

Risks: Legal / Health and Safety etc.

These positions will have health and safety oversight, utilising lone worker safety protocols and provisions.

Conflict of Interest

There is no conflict of interest.

Community Boards

Not applicable

Council

27 November 2025

Ōtepoti Youth Action Plan (ŌYP) – update

Department: Community Services

EXECUTIVE SUMMARY

1 This report seeks Councils’ approval to develop an Ōtepoti Youth Action Plan (ŌYP), aligned with the Ōtepoti Youth Vision (ŌYV), and informed by youth engagement, survey data, and youth sector collaboration.

2 This report also provides an update on youth-related work undertaken by the Dunedin City Council (DCC), in relation to the two most recent Council resolutions:

a. CNL/2024/093 (28 May 2024): Directed staff to develop a draft Ōtepoti Rakatahi Taiohi Young People’s Action Plan in consultation with Māori and Pasifika agencies.

b. CNL/2025/132 (11 July 2025): Directed staff to work with the Dunedin Youth Council and Mirror Services to identify a suitable site for a Youth Hub.

3 The report presents the main findings from the Ōtepoti Youth Vision Rakatahi Survey 2023-2024 (full survey is available in Appendix A).

4 The report also proposes that the next steps include alignment between ŌYP and DCC strategies, governance options, and updating the DCC’s Grants Policy to include youth grants.

5 The report recommends that Council formally approves the development of the ŌYP to guide DCC’s operational activities in support of youth, consistent with the strategic intent of the ŌYV.

6 The benefits to the Dunedin community in developing an ŌYP include:

· creating a planned approach to realise the DCC’s commitment to youth and support professional youth work that leads to positive youth development and help youth to thrive,

· supporting youth to work together to lead and develop solutions to youth-specific challenges,

· creating opportunities for youth to contribute to the city and Dunedin’s wellbeing more broadly, and

· upholding Council’s commitment to prioritise youth in the DCC’s work going forward.

RECOMMENDATIONS

7 That the Council:

a) Notes the progress update on youth-related activities and resolutions.

b) Notes the attached Summary of Youth Survey Findings (2024).

c) Approves the process to develop the Ōtepoti Youth Action Plan (ŌYP), aligned with the Ōtepoti Youth Vision (ŌYV), and informed by engagement with youth stakeholders and partners.

BACKGROUND

The DCC is committed to the Ōtepoti Youth Vision (ŌYV)

8 Following the end of the Social Sector Trial (SST), a series of hui (meetings) that began in November 2016 at Ōtakou marae produced the Ōtepoti Youth Vision (ŌYV).

9 The ŌYV represents the collaborative effort of local iwi, council members, health, education, justice, welfare, and community groups.

10 The ŌYV states, “In Ōtepoti (Dunedin) young people are valued, accepted and empowered to lead fulfilled lives, and wellbeing is nurtured”.

11 The DCC is committed to the ŌYV and has been a signatory to the ŌYV since its inception in May 2019. Appendix B summarises the ŌYV statement, strategic principals, and goals.

Creating the ŌYV Partnership Group

12 In 2021-2022, the ŌYV Partnership Group was created through a co-design process involving Dunedin youth, social services, government, and youth organisations.

13 The ŌYV Partnership Group recognised the need to bring the voices of rakatahi (youth) to the forefront to inform youth-led work.

ŌYV Rakatahi Survey 2023-2024: What did Dunedin’s Youth tell us?

14 The ŌYV Partnership Group developed a youth survey that aimed at capturing the experiences and aspirations of young people aged 12-24 in Ōtepoti. The draft results became available in December 2024.

15 The survey, jointly delivered by the DCC and the Dunedin Youth Council, engaged 334 respondents aged 12–24. The majority (52%) were aged 12-16, and 77% identified as female. Nearly a quarter identified as Māori and one-third as Pacific people.

16 Rakatahi indicated they are active within their whānau and community groups, particularly sports and cultural organisations. However, barriers to participation included time pressures (63%), limited transport (27%), financial cost (25%), and lack of confidence or familiarity with peers involved (35%).

17 Key findings also highlight a strong desire for leadership opportunities, accessible spaces, and support for youth-led projects. Rakatahi expressed that they wish to build confidence, social skills, and leadership capability.

18 Over half (53%) saw themselves as potential leaders, emphasising qualities such as respect, trustworthiness, and community service. At the same time, young people sought mentorship, visibility of role models, and more accessible information about pathways into work or volunteering. Most youth also want to connect with peers and contribute meaningfully to their communities.

Youth perspectives related to the DCC’s Wellbeing Strategies and ŌYP

19 In March/April 2025 the DCC engaged with the community and stakeholders during the refresh of Council’s social, cultural, environmental, and economic strategies.

20 Engagement also included comments from youth that relate to the ŌYP. Key insights include:

a. Embedding youth voice, participation, and partnership in decision-making

Participants emphasised that young people should be collaborators, not just consultees. Calls were made for representation in governance, civic education outside school, and stronger partnerships with mana whenua, community groups, and small businesses.

b. Access to inclusive, safe, and intergenerational spaces — particularly a Youth Hub

The need for a dedicated Youth Hub was consistently raised as a priority for connection, creativity, and belonging. Respondents highlighted the importance of inclusive spaces that support diverse groups, including rainbow youth, new arrivals, and minority communities.

c. Leadership development, pathways, and employment opportunities

Respondents stressed that Dunedin’s future depends on retaining young talent. They sought expanded work experience opportunities, internships, training pathways, and mentorship, alongside visible and fair employment opportunities.

d. Connection to environment and cultural identity is seen as central to youth wellbeing.

Young people described environmental stewardship as integral to identity and belonging. Many want to engage in environmental and cultural initiatives that reflect Kāi Tahu leadership and mātauraka Māori.

e. Simplify language, refresh framing, and make strategies relatable to youth.

Youth expressed that council strategies often feel disconnected from their lived reality. They requested clearer, more relatable communication and a refreshed tone that reflects youth perspectives.

Summary of progress updates on youth-related activities and resolutions

21 Council resolution CNL/2025/132 (11 July 2025) directed staff to work with the Dunedin Youth Council and Mirror Services to identify a suitable site for a Youth Hub.

22 Progress to date includes:

a. Staff continue to support and meet fortnightly with the Dunedin Youth Council (DYC).

b. In September 2025, the DYC hosted a youth market where feedback on a Youth Hub concept was gathered. Findings are still being collated, and will be shared with the DCC by the Youth Hub Collective when it is ready.

c. Staff met with the Youth Hub Collective, a broad group of youth service providers, to explore service delivery models and potential sites.

d. Engagement with the DCC Property Manager has occurred to assess Council-owned buildings for suitability.

e. Continued delivery of Enviroschools activities across 35 primary and secondary schools.

23 Appendix C includes a timeline of updates noted by Council or Committees related to Youth and the Ōtepoti Youth Vision (ŌYV) since August 2020.

DISCUSSION

The need to develop a Youth Action Plan for Dunedin

24 The ŌYV identifies the need for a planned approach to supporting professional youth work that strengthens positive youth development.

25 A draft process to develop a ŌYP for Dunedin originated from Council resolution CNL/2024/093 (28 May 2024) as part of the Annual Plan 2024-2025 deliberations. This resolution directed staff to develop a draft Ōtepoti Rakatahi Taiohi Young People’s Action Plan in consultation with Māori and Pasifika agencies.

26 The development of an ŌYP may have implications for some operational work programmes across the DCC. Although it is assumed that some of this work can be included within business as usual, any proposals for ‘new work’ will require Council consideration.

27 The ŌYP will draw on the knowledge and expertise of Ōtepoti youth, assisting the DCC to identify meaningful opportunities to support positive outcomes.

Proposed Focus Areas for the ŌYP

28 The ŌYV survey highlighted five key aspirations for Dunedin’s youth:

a. accessible spaces and opportunities to connect

b. support to develop skills for success

c. more youth-led projects and events

d. civic engagement opportunities, and

e. recognition of youth voices in decision-making.

29 Based on survey findings and sector feedback, the following priorities are proposed:

a. Growing youth leadership capabilities.

b. Strengthening youth input into Council activities and services.

c. Delivering youth-focused civics education.

d. Supporting youth-led events via DYC.

e. Continuing work with youth providers to explore a Youth Hub for inclusion in the Long Term Plan.

f. Areas requiring health and social sector support will be addressed through community grants and advocacy, recognising Council’s limited scope in these domains.

Development Approach for the ŌYP

30 The development of the ŌYP will follow a structured process:

· Establish a cross-departmental project team.

· Outline an engagement approach with youth and providers.

· Consult with ŌYV signatories and Council partners.

· Assess the need for a Youth Policy to guide grants and programming.

· Define governance and decision-making structures.

31 This approach supports Council’s commitments under the ŌYV and recent resolutions, and complements community-led efforts around investigating the viability of a Ōtepoti Dunedin Youth Hub.

Financial Considerations

32 No additional funding is required in the short term. Resourcing needs will be assessed during the Long-Term Plan process, based on approved activities.

OPTIONS

Option One – Council formally approves the development of the ŌYP to guide DCC’s operational activities in support of youth, consistent with the strategic intent of the ŌYV

Advantages

· creating a planned approach to realise the DCC’s commitment to youth and support professional youth work that leads to positive youth development and help youth to thrive,

· supporting youth to work together to lead and develop solutions to youth-specific challenges,

· creating opportunities for youth to contribute to the city and Dunedin’s wellbeing more broadly, and

· upholding Council’s commitment to prioritise youth in the DCC’s work going forward.

Disadvantages

· there are no advantages for this option.

Option Two – Status Quo

Advantages

· There are no advantages for this option.

Disadvantages

· A missed opportunity to create a planned, coordinated approach that delivers on the DCC’s commitment to youth and supports activities that enable positive youth development and help young people to thrive,

· Inadequate support to youth to work together to lead and develop solutions to youth-specific challenges,

· Missed opportunities for youth to contribute to the city and Dunedin’s wellbeing more broadly, and

· Missed opportunity to uphold Council’s commitment to prioritise youth in the DCC’s work going forward.

NEXT STEPS

33 collaborate with the local Dunedin youth community and services to develop a draft Ōtepoti Youth Action Plan.

34 design and produce a public facing version of the Ōtepoti Action Plan.

35 give effect to the Ōtepoti Action Plan by ensuring it is included in the DCC’s long term plan and budget processes.

Future reports will address:

36 Updates on the collaborative effort with the Dunedin youth community and services to develop the draft ŌYP.

37 Strategic direction and alignment with the ŌYV and DCC strategies.

38 Governance options for oversight of an Ōtepoti Youth Action Plan.

39 Updates to the DCC’s Grants Policy to include youth grants.

Signatories

Author:	Gina Hu'akau - Community Partnerships Manager
Authoriser:	Nicola Morand - Manahautū (General Manager Community and Strategy)

Attachments

	Title	Page
⇩a	Appendix A 2024 Draft Otepoti Youth Vision survey report	141
⇩b	Appendix B Oteptoi Youth Vision	166
⇩c	Appendix C Timeline OYP Council and Committees	167

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

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

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

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

This decision promotes the 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	✔	☐	☐

An ŌYP can strengthen alignment with the DCC’s Strategic Framework and community outcomes.

Increase youth participation in civic life and decision-making.

Investing in youth leadership, training, and employment pathways helps retain local talent and builds a skilled workforce. This supports long-term economic resilience and the city’s appeal to tertiary students and the creative industries.

A coordinated framework for the ŌYP can address youth wellbeing, housing access, and inclusion—aligning with the Social Wellbeing Strategy and Housing Action Plan.

Māori Impact Statement

Both survey results and community engagement results presented a strong Māori voice and a Pacific people voice. The ŌYP will be a partnership for equity for youth.

Sustainability

Youth leadership of environmental project will have a positive impact as they connect more with nature and care for the environment.

Zero carbon

There are no impacts for this work on the city-wide and DCC emissions.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The DCC will continue working with youth providers to explore a Youth Hub for inclusion in the Long Term Plan.

Financial considerations

No additional funding is required in the short term to create and implement the ŌYP. Resourcing needs will be assessed during the Long Term Plan process, based on approved activities.

Significance

Low assessment of the significance of the decision.

Engagement – external

Ongoing engagement with youth, youth services, and across agencies.

Staff are aware that there are many changes occurring related to youth services across Dunedin with new services opening such as Tamariki Together, and other youth services changing or stopping their services. Staff are planning to engage with all relevant youth services as part of the broader youth hub work and the development of the ŌYP.

Engagement - internal

Community partnership has been supporting the process. A cross-department team to be established to implement the project.

Risks: Legal / Health and Safety etc.

No recorded legal or health and safety risks.

Conflict of Interest

There is no conflict of interest.

Community Boards

There are no implications for Community Boards.

Council

27 November 2025

Residents' Opinion Survey Quarterly Update: July - September
2025

Department: Corporate Policy

EXECUTIVE SUMMARY

1 This report provides a summary of the Residents’ Opinion Survey (ROS) quarterly results (the Quarterly results) for Quarter One 2025-2026 (July-September 2025), as detailed in Attachment A.

2 The Quarterly results show a comparison between the fourth quarter of the last financial year (April-June 2025), and the first quarter of the current year (July-September 2025).

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

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

4 residents’ overall satisfaction with five (5) aspects of the DCC and elected members (the Council).This report also updates the Council on ROS data collection for the 2025/26 year, ensuring that it aligns with the adopted Levels of Service (LoS) in the 9 Year Plan 2025-34 (9YP).

RECOMMENDATIONS

That the Council:

a) Notes the Residents’ Opinion Survey quarterly results for the period of July-September 2025 (Quarter One 2025/26).

b) Notes the previous contract for the Residents’ Opinion Survey expired on 31 August 2025 with no further extensions. The open market procurement plan has now been completed and a new contract has been signed.

c) Notes the ROS questionnaire has been updated to reflect the measures for LoS statements as adopted by Council in the 9 Year Plan 2025-34.

BACKGROUND

5 The DCC utilises the ROS as a measurement 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.

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

7 A variation to the five-year contract with the previous supplier (Gravitas OPG) for the ROS was agreed to in June 2024, and expired on 31 August 2025 after the delivery of the 2024/25 annual survey results (sampling ended on 30 June 2025).

8 With no further extension to the contract permitted under the current DCC Procurement Policy, an open market procurement was entered into prior to 30 June 2025. This process has now been completed and a new contract has been signed with EnlightenMe Research.

9 This report is the first to use data provided by EnlightenMe Research.

10 It should be noted that the first quarter with the new provider also coincided with the local body election period, potentially impacting public perceptions during the campaigning period.

DISCUSSION

11 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.

12 The annual results will be weighted to known population distributions based on the 2023 Census data for age, gender, ethnicity, and location. This is to reduce sample bias and represent the demographics of Ōtepoti Dunedin. This is the first time ROS uses the 2023 Census data after the release of ethnic data earlier this year.

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

Levels of Service in the approved 9YP and the ROS’s questionnaire

14 The Council adopted the 9 Year Plan 2025-34 on 30 June 2025. The approved 9YP includes 24 LoS with 35 attributed measures to be gauged by the ROS. Prior to the approval of the 9YP, 40 LoS measures were gauged by the ROS.

15 This required the questionnaire to be refreshed to stay robust and reflective of the attributed measures in the 9YP.

16 LoS no longer measured using ROS, include public toilets, cemeteries and streetlights, as well as two relating to parking services. These have been replaced with LoS which are measured by alternative means.

Refreshed questionnaire

17 The questionnaire has been refreshed to align with the Office of the Auditor General guidelines for non-financial performance review for local government. The refreshed questionnaire has improved wording and supplementary questions around people’s connection to nature have been added.

18 The questions are based on sound market research best practice. The questionnaire is simple to complete, uses plain language, and is culturally inclusive (for example, participants can request the questionnaire in other languages).

Quarter one sample and response rate:

19 The total base (number of respondents who participated in the survey) for the July–September 2025 quarter was 297, compared to a bigger total base during the previous April – June 2025 quarter (536 respondents).

20 The response count for each group of questions ranged from 97 to 294. 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 ‘7 Regulatory services’ was 262 out of the total base of 297, 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.

21 Like the ROS annual results, quarterly results are statistically tested. The results for this quarter have a margin of error of +/- 5.7%. 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. To demonstrate, the April—June 2025 quarter had a bigger response rate and the margin of error was lower (4.2%).

22 Statistically significant differences from the previous quarter are denoted in quarterly ROS reports with a red or green arrow.

23 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

24 ‘Statistically significant’ means a result is not likely due to a random chance in sampling and is likely due to some factor of interest (for example, a meaningful change that requires attention).

25 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. This is particularly notable in this quarter.

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

Findings of ROS Quarter One (July – September 2025)

27 There were eight areas with statistically significant changes to overall dissatisfaction or satisfaction in this quarter.

28 Within facilities and services: Parks, reserves, and open spaces; Water related infrastructure; Roading related infrastructure; Planning and urban design.

29 Within the DCC and elected members: Performance of the Mayor and Councillors; Performance of Community Board members; Overall satisfaction with what the DCC provides; Value for money of DCC services and activities.

Overall satisfaction with facilities and service areas:

30 The level of satisfaction with ‘Parks, reserves, and open spaces’ has significantly increased from 75% to 86%. This area includes

· Dunedin Botanic Garden

· Sports playing fields

· DCC playgrounds

· Walking and biking tracks

· DCC reserves

31 Although the analysis and reporting of quarterly data provided by the supplier is not set up to examine to which facilities this significant change is attributed, the disaggregated accumulative results for each facility indicate that the Dunedin Botanic Garden and walking and biking tracks experienced the highest increases in satisfaction.

32 The level of satisfaction with ‘Water related infrastructure’ has significantly decreased from 54% to 46%. Similarly, the level of dissatisfaction has increased for this area from 16% to 24%. This includes

· Water pressure and quality

· Sewerage system

· Stormwater systems

33 Although granular analysis is out of scope of the quarterly reporting provided by the supplier, the accumulative disaggregate monthly results indicate that all elements showed a decrease in satisfaction over this period, and that dissatisfaction increased particularly in the stormwater systems. Analysis of community feedback given in open questions indicates that dissatisfaction likely relates to localised flooding and infrastructure pressures in South Dunedin. There is a perceived backlog of infrastructure maintenance in Ōtepoti Dunedin and dissatisfaction with communications around maintenance.

34 The level of dissatisfaction with ‘Roading related infrastructure’ has significantly increased from 29% to 43%. This includes

· Road conditions

· Cycling suitability

· Footpath condition

· Off-peak and on-peak traffic flow

· Pedestrian movement

· Parking availability

35 Although the analysis and reporting of quarterly data is not set up to examine to which areas this significant change is attributed, the accumulative monthly results for each roading related infrastructure indicate that ‘Road conditions’ experienced the largest increase in dissatisfaction. Overall satisfaction only declined slightly this quarter (a non-significant change). Analysis of community comments through open questions indicates that the dissatisfaction relates mainly to issues with potholes, delayed repairs, roadworks, and access to parking.

36 The level of dissatisfaction with ‘Planning and urban design’ has significantly increased from 12% to 19%.

Overall satisfaction with the DCC and elected members:

37 The level of satisfaction with ‘Performance of Mayor and Councillors’ has significantly decreased from 27% to 17%.

38 The level of satisfaction with ‘Performance of Community Board Members’ has significantly decreased from 40% to 24%.

39 The level of satisfaction with ‘What the DCC provides” overall has significantly decreased from 47% to 35%.

40 The level of satisfaction with ‘Value for money of DCC services and activities’ has significantly decreased from 33% to 24%.

OPTIONS

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

NEXT STEPS

42 Staff will work with EnlightenMe Research to provide Council with the next quarterly results (Quarter Two) in early 2026.

Signatories

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

Attachments

	Title	Page
⇩a	DCC Residents' Opinion Survey - Quarterly Tables July-September 2025	177

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

Fit with strategic framework

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

The ROS contributes to all aspects of the strategic framework as it gauges residents’ opinions on the DCC facilities, services, and infrastructure; overall performance; and perceptions of Ōtepoti Dunedin.

Māori Impact Statement

The 2025/26 ROS does not qualify for Māori descent electoral roll data under section 112 of the Electoral Act 1993. This data would enable more accurate representation of Māori in the ROS through targeted sampling. Where response rates are not proportional to the Ōtepoti population for Māori the results are weighted to known population distributions based on the 2023 Census data to reduce sample bias.

Sustainability

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

Zero carbon

The ROS has no direct impact on the city-wide and DCC emissions, as greenhouse gas emissions are likely to stay the same. In procuring and awarding the new supplier, the DCC Procurement Emissions Standards Guidance was applied.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

One of the objectives of the ROS is to gauge the extent to which Council is meeting its 9 year and Annual Plan objectives. The ROS asks about residents’ satisfaction with the ‘value for money’ of the services provided by the DCC.

Financial considerations

There are no known 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 that allows the DCC to create community-informed improvements.

Engagement - internal

Reporting of ROS results will be considered as part of future work on non-financial reporting, levels of services, and community-informed feedback.

Risks: Legal / Health and Safety etc.

No risks identified

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The survey includes questions relating to the performance of Community Boards, ROS result breakdowns are available at a community level, which includes Community Board areas.

Council

27 November 2025

New Zealand Masters Games Statement of Intent and Service Level Agreement 2025 - 2027

Department: Events

EXECUTIVE SUMMARY

1 This report presents the Statement of Intent (SOI) and Service Level Agreement (SLA) for the Dunedin (New Zealand) Masters Games Trust for approval.

2 The Dunedin (New Zealand) Masters Games Trust is a Council Controlled Organisation (CCO) and is exempted from the standard reporting requirements of a CCO. However, the Trust Board voluntarily submits a Statement of Intent and Service Level Agreement, a Pre-Games report and Post-Games report to Council biennially.

3 The report to Council has been delayed as the Trust prioritised completing the delivery review of the 2026 Games to ensure accurate and informed reporting. Its submission was further delayed due to the timing coinciding with the local election process.

4 There have been minor changes to the SLA (see Attachments A and B) and SOI (see Attachments C and D) since they were last approved in June 2023.

RECOMMENDATIONS

That the Council:

a) Approves the 2025 – 2027 Dunedin (New Zealand) Masters Games Trust Statement of Intent.

b) Approves the 2025 – 2027 Dunedin (New Zealand) Masters Games Trust Service Level Agreement.

BACKGROUND

5 The Dunedin (New Zealand) Masters Games Trust (the Trust) was established in 2007 primarily as a mechanism to attract external funding through grants funders and corporate sponsorship for the biennial New Zealand Masters Games held in Dunedin.

6 Although the Trust has an exempt status as a CCO, it still voluntarily meets the requirements of a CCO in terms of its reporting and accountability.

7 The New Zealand Masters Games is owned by The New Zealand Masters Games Limited. The Dunedin City Council (DCC) is one of two franchisees for the Masters Games, the other being the Whanganui (New Zealand) Masters Games Trust. The Dunedin (New Zealand) Masters Games Trust and the DCC have secured the New Zealand Masters Games for Dunedin until the end of 2036, with the event held biennially.

8 The DCC has delegated the management and co-ordination of the Dunedin Games to the Trust. The Dunedin Masters Games is the largest regularly occurring premier-level event in Dunedin. The Trust's objectives in managing the Games reflect the Council's Festivals and Events Plan in relation to attracting visitors, visitor nights and visitor expenditure, and the Council's goals relating to recreational activity and participation.

9 The Trust is dependent on funding from sources external to the Council for the successful financial management of the Games. Therefore, much of its operational activity is focused on securing funding as well as attracting competitors who contribute through a registration fee. The Games attract repeat visitors to Dunedin and participants report high levels of satisfaction with the event and their stay in Dunedin. The total economic impact of hosting the 2026 event in Dunedin, comprising the direct, indirect and induced efforts, is estimated at $3.2 million.

10 The 2026 Masters Games will be held in Dunedin, 31 Jan – 8 Feb 2026.

DISCUSSION

Statement of Intent

11 The updated Statement of Intent (SOI) is attached as Attachment A and Attachment B (tracked changes). In addition to the change of dates, the following changes have been made:

· Section 6 (Performance Objectives and Measures of Performance) Has been updated to reflect the definition of a Regional Event in the Festivals and Events Plan.

· The Financial Table in Section 7 has been updated to reflect the revised budget. (Note: The 2024/25 financial year is an off year for the Games, meaning limited income is generated during this period. The majority of funding is received in advance for the on year—2025/26—when the Games are held, and most expenses are incurred. As a result, a deficit is shown in year one; however, it is expected that once the Games conclude, the event will at least break even overall.)

· Section 8 (Reporting to Council) has been updated to align with the Trust Deed.

Service Level Agreement

12 The updated Service Level Agreement (SLA) is attached as Attachment C and Attachment D (tracked changes). In addition to the change of dates, the title Games Coordinator to Games Manager, the following changes have been made:

· Section 2 was updated to reflect an additional member on the Board of The New Zealand Masters Games Limited.

· Section 3 updated to reflect changes in the terminology in the Festivals and Events Plan

· Goal C, Objective – On-line registration System has been updated to reflect the use of a new registration system as the previous one is no longer compliant or supported.

OPTIONS

13 <Enter text>

Option One – Recommended Option

14 Council approves the SOI and SLA 2025 – 2027 which incorporate changes that reflect the current status of the Games.

Advantages

· The management and co-ordination of the New Zealand Masters Games would continue as previously agreed. The Masters Games continues to provide economic value and add to the profile of the city.

· There is a clear agreement in place which outlines the roles and responsibilities of the Dunedin (New Zealand) Masters Games Trust and staff involved in managing and co-ordinating the Games.

· There are clear lines of reporting from the Trust to the Council, as outlined in the SOI and SLA.

Disadvantages

· No disadvantages have been identified.

Option Two

15 Council does not approve the updated SOI and SLA for the Dunedin (New Zealand) Masters Games and the Trust operates without an updated SOI or SLA in place.

Advantages

· No advantages have been identified.

Disadvantages

· Masters Games will be operating with out of date documentation which does not reflect its current status.

NEXT STEPS

16 If the Council approves the recommendation, the SOI and SLA will be amended and continue to be implemented.

17 If the Council does not approve the recommendation, Council staff will work through a process with the Dunedin (New Zealand) Masters Games Trust to get an agreed SOI and SLA in place. This would then be presented to Council at a future meeting.

Signatories

Author:

Vicki Kestila - Master Games Manager

Dan Hendra - Team Leader - Events

Authoriser:

Sian Sutton - Dunedin Destination Manager

Mike Costelloe - General Manager, Arts, Culture & Economic Development

Attachments

	Title	Page
⇩a	Statement of Intent 2025 - 2027	185
⇩b	Statement of Intent 2025 - 2027 - Tracked Changes	192
⇩c	Service Level Agreement 2025 - 2027	199
⇩d	Service Level Agreement 2025 - 2027 - Tracked Changes	205

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 this decision promotes the social and economic 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 New Zealand Masters Games contributes to three of the Council’s strategies as well as the Festivals and Events Plan.

Māori Impact Statement

In August 2022, a mana whenua representative for both Kāti Huirapa Rūnaka ki Puketeraki and Te Rūnanga o Ōtākou was appointed. The appointment helps ensure the Trust takes into account specific views from mana whenua alongside the overall considerations Te Taki Haruru provides.

Sustainability

The Dunedin New Zealand Masters Games supports long-term sustainability by delivering strong economic returns through visitor spending, social benefits by promoting active ageing, community pride, and volunteerism, and has the potential to improve its environmental impact by minimising waste and using existing infrastructure. Continued collaboration and smart planning will help ensure the event’s future success.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications in noting this report

Financial considerations

The DCC guarantees to underwrite the Games should it be required; financial oversight remains a key focus for the Trust who continue to monitor budgets closely, ensuring spending aligns with projected revenue and sponsorship contributions.

Significance

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

Engagement – external

Trust has maintained proactive engagement with a wide range of stakeholders throughout the planning of the 2026 New Zealand Masters Games, this includes participants, sponsors, sports partners, accommodation providers, and community organisations, there was no external engagement in writing this report, the Trust has made the recommendations.

Engagement - internal

Although the Trust works closely with Dunedin City Council teams to coordinate venue planning, budgeting, marketing, and event operations, there was no internal engagement in writing this report.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no known implications for Community Boards.

Council

27 November 2025

2026 New Zealand Masters Games Operational and Financial Update

Department: Events and Finance

EXECUTIVE SUMMARY

1 This report updates the Council on the operational and financial status of the biennial New Zealand Masters Games being run in Dunedin (31 January – 8 February 2026).

2 Financially the 2026 New Zealand Masters Games is on track with 88.31% of budgeted revenue confirmed. Registrations, open since 9 September 2025, are currently slightly behind those received at the same time for the 2024 Games.

RECOMMENDATIONS

That the Council:

a) Notes the New Zealand Masters Games operational and financial update.

b) Approves the 2026 New Zealand Masters Games proceeding.

BACKGROUND

3 The Dunedin (New Zealand) Masters Games Trust’s Statement of Intent and Trust Deed require the Trust to report to Council prior to each Masters Games.

4 The Dunedin Masters Games (the Games) is the largest regularly occurring event in Dunedin. The Games meets the Premier criteria within the city’s Festival’s and Events Plan, contributing to the DCC’s Social Wellbeing, Parks and Recreation and Economic Development Strategies. Previous participants experience high levels of satisfaction with the event and their stay in Dunedin.

5 Masters Games is owned by New Zealand Masters Games Limited, and the DCC is one of two franchisees, the other is the Whanganui (New Zealand) Masters Games Trust. New Zealand Masters Games Limited guarantees franchise rights for the biennial New Zealand Masters Games in Dunedin until the completion of the 2036 New Zealand Masters Games. The franchise agreement guarantees three appointments from the Trust on the New Zealand Masters Games Limited Board.

6 As franchisee the DCC has delegated the Dunedin (New Zealand) Masters Games Trust to manage the event.

7 Council has provided grant payments to the Trust of $71,563 (2024/25) and $115,783 (2025/26). The annual grant covers costs for the Games Manager who is an employee of the DCC. As the Trust is dependent on funding from sources outside Council for the successful financial management of the Games, much of the Manager’s role is to secure funding and attract competitors, who contribute to revenue through their registration fee.

DISCUSSION

8 The Trust approved the 2026 Masters Games budget at the beginning of 2024/25. Monthly Board meetings have been held to monitor and closely manage the expenditure against the budget.

9 The level of expenditure is directly related to revenue sourced from grants, sponsorship, and registration fees. The Trust is charged with ensuring that, at its completion, the Games will achieve at least a break-even result.

10 The main revenue stream from Games registration begins in September (prior to the February Games). The Statement of Intent and Trust Deed state that the Trust is required to report to the Council prior to the Masters Games being run, confirming whether it has achieved 85% of the biennial Masters Games budgeted grants and sponsorship revenue.

11 Under the agreement with Council, if the Board has been unsuccessful in achieving 85% of the Games grants and sponsorship funding at the time this report is presented, the Trust will:

· Revise the Games budget to reduce expenditure to achieve a break even result and/or request the DCC to underwrite the Games; or

· Gain approval from the Council for it to underwrite the amount of the anticipated loss; or

· Agree to cancel the Games.

12 The following is an update of funding activity as of 12 November 2025, three months out from the 2026 event.

Grants and Sponsorship

13 The approved budget from Sponsorship is $207,346. Currently 99.04% has been confirmed. Funding has been confirmed as follows:

Sponsorship
Income	Budget	Confirmed
Dunedin City Council	187,346	187,346
Other Sponsors	20,000	18,000
Total	207,346	205,346

14 The Trust has budgeted $169,000 in grant revenue from Gaming Trusts, it has secured $127,000 (75.15%) to date. Funding from Gaming Trusts is oversubscribed by community and sporting groups and securing funds has proven difficult. The Trust continues to make applications.

Grants
Income	Budget	Confirmed
Otago Community Trust	100,000	90,000
Callis Charitable Trust	5,000
Lion Foundation	7,000	5,000
NZ Community Trust	20,000	20,000
TAB NZ	10,000
Kiwi Gaming Foundation	5,000
Aotearoa Gaming Trust	10,000	12,000
Pub Charity	7000
Grassroots Trust Central	5,000
Total	169,000	127,000

15 The combination of grant and sponsorship revenue secured to date is $332,346, which represents 88.31% of the target Games budget of $376,346. The Trust continues to seek grant funding and sponsorship to achieve targets.

16 There are currently two funding applications outstanding that the Trust is waiting for an outcome, Pub Charity Limited ($12,000) and Grassroots Trust ($10,725).

Registration Fees

17 The following fees were approved by the Trust:

· Early Bird $70

· Standard $100

· Late $130

· Supporter $45

18 The budget for registration revenue is $241,800, this is split into four categories: Early Bird, $160,000 (closing 27 November 2025), Standard, $52,000 (closing 15 January 2026), Late, $22,000 (close off dependant on sport), and Supporter, $7,800 (open until the completion of the Games).

19 The registration fees are an ‘at risk’ component of the budget, therefore the budget has been set based on participant numbers of 3,800 which was what was achieved in 2024. As of 12 November 2025, there were 1,337 participant entries, which is tracking 123 behind the same time in 2023. At the close of Early Bird registrations there will be a clearer idea of where registrations sit as entrants tend to leave things to the last minute.

20 The Trust reported to Council 24 June 2025 of the changes to be made in the delivery plan for the 2026 Games to ensure the events sustainability in response to the financial loss incurred during the 2024 New Zealand Masters Games. The revised delivery model has removed the traditional Games Hub, reducing costs by approximately $100,000.

21 The Trust is continually monitoring expenses to ensure it does not exceed the budget and anticipates a break even result due to careful planning and organisation of the event.

22 As per the Service Level Agreement between the DCC and the Masters Games Trust, the DCC acts as the underwriter for the Games. The Trust must submit any underwriting request within four months of the Games’ commencement, accompanied by profit and loss forecasts and any other required information. Council reserves the right to decline underwriting or to withdraw support if the forecasting indicates a loss, it considers significant.

23 Current forecasts are projecting that over the two-year cycle, the Games will break even. If the Council proceeds with the Games and the event exceeds its budget, the Council will be called upon to approve an underwrite for the Games.

OPTIONS

Option One – Recommended Option

24 That the Games proceed, and the Trust continues to monitor revenue and expenses to ensure the event does not exceed its budget.

Advantages

· Positive economic impact to Dunedin City.

· Growth in funding and membership for participating sporting organisations.

· Contributes positively to the health and wellbeing of participating residents.

Disadvantages

· There is a risk of the Council being called upon to underwrite the Games should the event suffer a loss.

Option Two

25 The Council does not approve the Games proceeding and instructs the Trust to cancel the Games.

Advantages

· There are no identified advantages to cancelling the event at this stage.

Disadvantages

· Loss of potential income and wider economic benefit to the city.

· Disadvantages to business and sporting codes as financial and other commitments have been made, and benefits will not be realised.

· Additional costs would be incurred to refund registered participants, and the Trust would need to seek underwriting of losses from the Council.

NEXT STEPS

26 If Council approves the Masters Games proceed, the Trust will continue its management and event planning as delegated by the DCC.

27 A further report will come to Council in January 2026, providing an update on revenue, funding, and expenditure against the budget.

Signatories

Author:

Vicki Kestila - Master Games Manager

Dan Hendra - Team Leader - Events

Lara McBride - Assistant Accountant - Compliance

Authoriser:

Sian Sutton - Dunedin Destination Manager

Mike Costelloe - General Manager, Arts, Culture & Economic Development

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

Fit with strategic framework

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

The New Zealand Masters Games contributes to three of the Council’s strategies as well as the Festivals and Events Plan.

Māori Impact Statement

Sustainability

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications in noting this report

Financial considerations

Significance

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

Engagement – external

Engagement - internal

The Trust works closely with Dunedin City Council teams to coordinate venue planning, budgeting, marketing, and event operations.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no known implications for Community Boards.

Council

27 November 2025

Dunedin City Council submission on the Otago Regional Council Indigenous Biodiversity Strategy 2025

Department: Corporate Policy

EXECUTIVE SUMMARY

1 This report seeks consideration and approval of a draft submission (Attachment A) to the Otago Regional Council (ORC) on ORC Indigenous Biodiversity Strategy 2025 (the Strategy).

2 The consultation seeks feedback on the need for and design of the Strategy, including:

· a long-term vision for the region and shorter-term outcomes to aim for between now and 2040

· ORC’s approach to supporting and strengthening the collective effort of mana whenua, communities, landowners, businesses, central government, and local councils

· How the ORC delivers on its responsibilities and meets community expectations to care for Otago’s native biodiversity.

3 The discussion document for the consultation is attached as Attachment B.

4 Consultation information notes that the draft Strategy does not include budgets or work plans, and that the ORC will be asking for feedback on these through its Long Term and Annual Plan processes.

5 The closing date for submissions on this consultation is 30 November 2025.

RECOMMENDATIONS

That the Council:

a) Approves the draft Dunedin City Council submission, with any amendments, on the Otago Regional Council’s Indigenous Biodiversity Strategy 2025.

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

c) Notes that the Mayor or delegate will speak to the submission at any hearings.

BACKGROUND

6 The Otago Regional Council Indigenous Biodiversity Strategy 2025 responds to national direction under the National Policy Statement for Indigenous Biodiversity (NPS-IB) and the Resource Management Act 1991, providing a regional framework to maintain and enhance indigenous biodiversity across land, freshwater, and coastal environments.

7 ORC holds key regional functions for biodiversity, biosecurity, and catchment management, while territorial authorities such as DCC influence biodiversity outcomes through land use planning, infrastructure provision, parks and open space management, and local regulatory tools.

8 Ōtepoti Dunedin has declared a climate emergency and adopted emissions reduction targets, with the DCC Zero Carbon Plan identifying nature-based solutions and native forest regeneration as essential for both climate mitigation and biodiversity enhancement. Te Ao Tūroa – The Natural World Environment Strategy, Te Taki Haruru – Māori Strategic Framework, the Future Development Strategy 2024–2034, and the Parks and Recreation Strategy 2017–2027 together set a local strategic context in which biodiversity, climate resilience, and community wellbeing are closely linked.

9 The DCC plays an active role in supporting and promoting biodiversity activities in Ōtepoti Dunedin through its Advisory Services team, and its Biodiversity Fund which distributes grants to projects that protect and enhance native biodiversity in the city. $81,300 is available annually through this contestable fund.

10 Urban biodiversity, including parks, reserves, street trees, riparian planting, green infrastructure and urban forests, plays a frontline role in climate adaptation in Ōtepoti Dunedin by reducing heat stress, managing stormwater, supporting indigenous species, and providing accessible green spaces for communities.

11 Mana whenua leadership and mātauraka Kāi Tahu are central to effective biodiversity outcomes in Otago, and the Strategy’s recognition of mātauraka as a distinct and equally valid knowledge system creates opportunities to embed cultural values, te taiao, and the health of taoka species within regional decision-making.

12 Most high-value biodiversity in Otago occurs on land outside the public conservation estate, which makes coordinated action with mana whenua, landowners, community groups, NGOs, and government agencies essential for achieving durable biodiversity gains and aligning regional and local investment.

13 A regionally shared biodiversity knowledge base, supported by robust monitoring and accessible data, is increasingly important for evidence-based planning, resource consent decision-making, and targeted restoration, especially for councils with limited in-house ecological expertise.

DISCUSSION

The DCC Submission

14 The DCC submission on exploring an Indigenous Biodiversity Strategy recognises the potential advantages of a strategy focused on indigenous biodiversity, and also seeks clarification on how such a strategy would work.

15 The DCC submission notes:

a) that the Strategy refers to site-led areas, primarily in an appendix, and that ORC’s existing Regional Pest Management Plan (RPMP) is operative until 2029 while the Strategy also commits to preparing and implementing a “fit-for-purpose” RPMP.

b) that the Strategy’s alignment with the NPS-IB provides an appropriate framework to guide regional and district planning instruments, and that DCC has a responsibility to ‘have regard to’ this Strategy in future plan development, although internal understanding of this obligation may vary.

c) that DCC supports the intent to work with mana whenua and communities to maintain and enhance indigenous biodiversity, and supports the aspiration to co-design landscape-scale visions and catchment action plans as a basis for coherent, long-term regional outcomes.

d) those urban ecosystems—parks, street trees, green infrastructure, green roofs—and Dunedin’s network of parks, gardens, reserves and green corridors play a critical role in maintaining indigenous biodiversity within the built environment and in connecting ecological areas across the city.

e) that DCC’s Parks and Recreation Strategy 2017–2027 highlights both enhancing Dunedin’s green network and protecting special places while enabling public enjoyment, and that recreation offers significant opportunities to align public use of spaces with ecological restoration and environmental stewardship.

16 The DCC submission seeks clarification on:

a) whether the Strategy’s actions and expectations apply only to designated site-led areas or more broadly across Otago.

b) whether implementation of the three Strategic Pou will involve increased compliance monitoring and enforcement beyond current rabbit management, and whether councils may in future be assessed against the full suite of species listed in the RPMP using a pass/fail methodology similar to that applied to rabbits, with associated resourcing implications for territorial authorities.

c) ORC’s intentions for the RPMP given it is operative until 2029, including whether a full review is anticipated before 2029, a targeted update is proposed to align with the new Strategy, or the existing RPMP will be implemented until its scheduled review, noting the importance of this clarity for budgeting, programmes and compliance planning.

d) several conceptual and capability matters, including whether ORC sees a difference between “partnering” and “collaborating” with mana whenua and other groups; how the ability to monitor the cultural health of taoka species, their habitats and mahika kai relates to monitoring indigenous biodiversity across Otago; and how expertise in mātauranga Māori at appropriate whānau, hapū and iwi scales will be developed or supported where there are limited tohunga (specialists).

e) implementation details in the Strategy and appendices, including how indigenous biodiversity focus areas will be identified now and in future (Appendix 3); who is captured by the term “landowners” under the 2025–2027 incentives and co-investment goals; whether it would be appropriate for ORC to work with Te Rūnanga o Ngāi Tahu’s Hazardous Substances and New Organisms (HSNO) Kōmiti on pest management and biosecurity (Appendix 5); and the proposed governance and operational structure for the regional leadership group.

17 The DCC submission supports:

a) the intent to work with mana whenua and communities to maintain and enhance indigenous biodiversity.

b) the aspiration to co-design landscape-scale visions for indigenous biodiversity, including through catchment action plans, and to use these visions to guide regional resource management, infrastructure investment and long-term planning.

c) the Strategy’s focus on landscape-scale and catchment-level approaches as a means of achieving coherence and consistency in biodiversity outcomes over the long term.

d) the Strategy’s alignment with the National Policy Statement for Indigenous Biodiversity, including the requirement for a Regional Biodiversity Strategy, and the emphasis on a collaborative approach that recognises enduring biodiversity outcomes depend on genuine partnership with mana whenua, private landowners, NGOs and community groups, particularly given most biodiversity values occur outside public conservation land.

e) the development of a comprehensive, regionally shared biodiversity knowledge base (e.g. baseline inventories, geospatial datasets, threat assessments, long-term monitoring indicators) and the integration of mātauraka Kāi Tahu, ecological science and community knowledge, as well as the establishment of a coordinated regional leadership group to align investment, avoid duplication, provide shared technical oversight and strengthen relationships between central government, councils and mana whenua.

18 The DCC submission recommends:

a) including maps of ORC’s designated site-led areas to provide spatial clarity on the scale and location of strategic priorities and associated operational implications for councils, landowners and community groups.

b) more clearly distinguishing between regulatory and non-regulatory workstreams and outlining the process through which any new or expanded regulatory expectations will be defined, developed and implemented.

c) explicitly including local councils and government agencies, alongside mana whenua and communities, as key partners in delivering biodiversity outcomes.

d) strengthening acknowledgement in the core Strategy text of the significant biodiversity protection work already undertaken by community groups, including Predator Free Dunedin and other conservation organisations.

e) adopting wording along the lines of: “Working with mana whenua, our communities, local councils, government agencies, and existing conservation organisations, we will prepare and implement a fit-for-purpose Regional Pest Management Plan that addresses pests impacting indigenous biodiversity,” and referencing alignment with Predator Free 2050 at a regional level.

f) embedding co-designed, landscape-scale visions and catchment action plans at the centre of Otago’s approach to guide regional resource management, infrastructure investment and long-term planning.

g) strengthening the Strategy’s climate resilience focus by pursuing adaptive planning and monitoring frameworks that anticipate future ecological conditions; prioritising restoration and nature-based solutions with multiple co-benefits (carbon sequestration, water regulation, erosion reduction, biodiversity gains); implementing integrated catchment-scale frameworks linking biodiversity, water and hazard management with human and ecosystem wellbeing; and enhancing landscape connectivity and network resilience through corridors, climate refuges and permeability improvements.

h) explicitly recognising urban biodiversity and the role of local authorities in maintaining ecological connectivity through green infrastructure, corridors and urban forest initiatives, and recognising recreation as a mechanism for connecting people with biodiversity and fostering stewardship through restoration activities, experiential education and citizen science.

i) drawing a more explicit connection between the health of te taiao and the holistic health of all residents of Ōtepoti Dunedin and Otago as a whole, rather than focusing solely on mana whenua.

oPTIONS

Option One – Approve the draft Dunedin City Council submission to the Otago Regional Council on the draft ORC Indigenous Biodiversity Strategy 2025

19 Approve the draft Dunedin City Council submission.

Advantages

· Opportunity to contribute to the development of regional initiatives on indigenous biodiversity.

· Opportunity to advocate for an effective system that will benefit the unique ecology and indigenous biodiversity initiatives in Otago and Ōtepoti Dunedin.

Disadvantages

· There are no identified disadvantages.

Option Two – Do not approve the draft Dunedin City Council submission to the Otago Regional Council on ORC Indigenous Biodiversity Strategy 2025

20 Do not approve the draft Dunedin City Council submission:

Advantages

· There are no identified advantages

Disadvantages

· Missed opportunity to contribute to the development of regional initiatives on indigenous biodiversity.

· Missed opportunity to advocate for an effective system that will benefit the unique ecology and indigenous biodiversity initiatives in Otago and Ōtepoti Dunedin.

NEXT STEPS

21 If the submission is approved DCC staff will submit it, with any amendments, to the Otago Regional Council by 30 November 2025.

Signatories

Author:

Berkay Kocak - Policy Analyst

Danielle Tolson - Policy Analyst

Authoriser:

Nadia Wesley-Smith - Corporate Policy Manager

Scott MacLean - General Manager, City Services

Attachments

	Title	Page
⇩a	Dunedin City Council submission on the Otago Regional	227
⇩b	Consultation document - Otago Regional Council draft Indignous Biodiversity Strategy 2025	233

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

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

Fit with strategic framework

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

The Indigenous Biodiversity Strategy aligns with several of the DCC’s strategies including the Te Ao Turoa Environment Strategy; Te Taki Haruru – Māori Strategic Framework; and the Dunedin Economic Development Strategy 2013-23. It also supports the Zero Carbon Plan target of 64% increase in carbon sequestration within Dunedin city boundaries by 2030, compared to 2018/19 levels

Māori Impact Statement

The Indigenous Biodiversity Strategy has impacts for Māori landowners who could potentially benefit from the system, and in their role as kaitiaki of the whenua, and of at-risk species and habitats on this land. There are potential implications for the way in which indigenous data is expected to be a tool in delivering the Strategy. As an organisation committed to the Treaty of Waitangi, the DCC has an interest in how the Strategy is delivered in regard to this. Te Taki Haruru, the DCC’s Māori Strategic Framework, includes the principles of Auora (health and wellbeing, including in land and waterways) and Autikaka (protection of resources and particular areas, enabling us to look forward sustainably).

Sustainability

The Indigenous Biodiversity Strategy supports a sustainable approach to managing the natural environment. Sustainability is a key component of the DCC’s strategic framework and a consideration across all of its initiatives.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are implications for LTP/Levels of service.

Financial considerations

There are no financial implications.

Significance

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

Engagement – external

There has been no external engagement.

Engagement - internal

This submission has been coordinated by the Corporate Policy team, with input from the City Development, Parks and Recreation, Zero Carbon, and Mana Ruruku teams.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The DCC submission is likely to be of interest to all communities in Ōtepoti Dunedin including those served by the Community boards.

Council

27 November 2025

DCC Professional Theatre Fund Grants

Department: Ara Toi

EXECUTIVE SUMMARY

1 This report summarises grant applications and includes applicant data and funding recommendations to the Dunedin City Council (DCC) Professional Theatre Fund for the September 2025 round.

RECOMMENDATIONS

That the Council:

a) Decides the funding allocations for the DCC Professional Theatre Fund grants.

BACKGROUND

2 The DCC Professional Theatre Fund (PTF) was established after the closure of the Fortune Theatre Company in 2018.

3 At the time, Council approved the ring-fencing of $95K of City Service funding to support the ongoing development and provision of professional theatre in the city. This amount was the average allocated by DCC to the Fortune Theatre Company per annum.

4 From 2018 to 2020, CNZ provided annual match funding for the PTF; this ceased after September 2020 and funding rounds were reduced from two to one per annum.

5 Ara Toi/Creative Partnerships staff are in regular contact with potential and current grant applicants throughout the year. Applications for PTF closed on 28 September 2025.

6 Grant applications and relevant report backs are discussed and reviewed by the full team prior to finalising recommendations; all assessments are reviewed by the Team Leader.

DISCUSSION

7 Ten applications were received for this fund (Attachment A). The complete funding applications will be provided in the confidential section of the meeting.

8 The number of applications to the Professional Theatre Fund is the highest in a single round since the fund was established. While this indicates an increasingly positive view of the future for theatre in the city, it also reflects the increasing difficulty theatre practitioners face in funding their work.

9 Professional theatre is a resource-heavy medium. This is seen in the total budgets provided, especially for those seeking funding for the production phase of a project. In order to bring works to the stage, those involved often forego a portion or all of their reimbursement and previous projects have resorted to crowdfunding to make up funding shortfalls.

10 Support for professional theatre was previously available through the collegial networks and soft infrastructure of the Fortune Theatre Company, which received $500K per annum from Creative New Zealand. Since 2018, the loss of this central government funding has left a $3.5m fiscal hole in the city’s creative economy.

11 With the limited funding available, assessors drew upon the following criteria to inform their funding recommendations. Projects were prioritised if they demonstrated:

- critical, and conceptual rigour and innovation

- employment opportunities for local practitioners

- that they feed into the local performance ecosystem

- the potential to provide rich outcomes for local audiences

OPTIONS

Option One – Recommended Option

12 Council decides and approves funding allocations for the DCC Professional Theatre Fund.

Advantages

· Successful applicants can start contracting performers and technical staff, confirm venue hire, commence rehearsal, development, and performance schedules.

Disadvantages

· There are no identified disadvantages.

Option Two – Status Quo

13 Council does not decide or approve funding allocations for the DCC Professional Theatre Fund.

Advantages

· There are no identified advantages.

Disadvantages

· Performances and script development are further delayed by lack of funding confirmation.

· Staff cannot be contracted and rehearsals cannot go forward; this is especially difficult for shows scheduled in the first quarter of the year.

NEXT STEPS

14 Staff will advise applicants of Council’s decisions and administer the payment of grants.

Signatories

Author:	Lisa Wilkie - Kaiārahi – Team Leader Creative Partnerships
Authoriser:	Mike Costelloe - General Manager, Arts, Culture & Economic Development

Attachments

	Title	Page
⇩a	DCC Professional Theatre Fund Grant Applications	277

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, environment 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	✔	☐	☐

Funding decisions made by the Grants Subcommittee allow creative communities to engage in diverse arts and cultural activities. These activities support a vibrant and creative city described in strategies, policies, and plans such as Ara Toi Otepoti, the Festivals and Events Plan, and the Ōtepoti Live Music Action Plan.

Māori Impact Statement

Te Taki Haruru, the DCC’s Māori Strategic Framework outlines the aspirations for Māori living in Ōtepoti Dunedin. Some of the creative projects supported by grants funding directly acknowledge and celebrate the cultural and creative traditions of Kāi Tahu and mataawaka in Ōtepoti. The Grants Subcommittee includes mana whenua-appointed representation to ensure all grant decisions include mana whenua perspectives.

Sustainability

There are no negative implications for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Grants are part of the DCC’s Levels of Service and are included in the DCC’s LTP and Annual Plans.

Financial considerations

There are no financial considerations as grants are allocated according to the DCC’s grants budget approved by Council.

Significance

The significance of the decision related to grants has been assessed as ‘low’

Engagement – external

Informal external engagement related to grants takes place throughout the year.

Engagement - internal

Ara Toi/Creative Partnerships staff consult with the Botanic Gardens, Events, Community Partnerships, and Waste Minimisation teams.

Risks: Legal / Health and Safety etc.

The risks related to grants is considered low; applicants have to provide financial and group information to be eligible to apply. Applicants submit reports upon completion of the activity; these are assessed by staff prior to approval before approving further grants to the applicant.

Conflict of Interest

No Conflicts of Interest have been noted by staff; perceived Conflicts of Interest have been noted in accordance with the DCC’s Conflict of Interest policy.

Community Boards

There are no implications for Community Boards. There are some applicants who are located within the Community Boards areas.

Council

27 November 2025

Resolution to Exclude the Public

That the Council excludes the public from the following part of the proceedings of this meeting (pursuant to the provisions of the Local Government Official Information and Meetings Act 1987) 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 Confidential Council Action List Update	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. 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.
C2 Confidential Council Forward Work Programme	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)(d) The withholding of the information is necessary to avoid prejudice to measures protecting the health and safety of members of the public. 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 Investment Property Portfolio - Quarter ending 30 September 2025	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.
C4 Ōtepoti Performing Arts Advisory Panel Membership	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.	This report and its attachments include details of individuals that may be discussed by Council members. Confidentiality is required to protect the privacy of applicants for positions on the Performing Arts Advisory Panel..
C5 Appointment to Otago Museum Trust Board	S7(2)(a) The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person.	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 DCC Professional Theatre Fund Grants Applications	S7(2)(h) The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.	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.

	Title	Page
A ⇩	Minutes of Ordinary Council meeting held on 11 November 2025	6

Author:	Lynne Adamson - Governance Support Officer
Authoriser:	Nicola Morand - Manahautū (General Manager Community and Strategy)